外文翻译 - 适合发展中世界的城市宽带网络的商业模式为——个案研究

BusinessModelforDevelopingWorldMunicipalBroadbandNetworkACaseStudyAbstractAviablebusinessmodeliskeyforthefinancialandoperationalsustainabilityofcommunitybroadbandnetwork.Usingthepublic-private-partnershipapproach,stakeholderanalysisandthebusinessmodelcanvastool,wedemonstrateabusinessmodelthatcanguaranteefinancialandoperationalsustainabilityofcommunitynetworksinruraldevelopingregions.ThebusinessmodelhasbeenvalidatedinalocalbroadbandcommunicationnetworkbuiltinruralTanzania.IndexTermsBusinessmodel;Public-Private-Partnerships;Non-Governmental;Organizations;CommunityTelecommunicationNetworks;financialsustainabilityI.INTRODUCTIONICT,includingbroadbandcommunicationservices,hasbecomeanintegralpartofthedailylivesofpeoplelivingindevelopedregions.Itbridgesdistances,facilitatesinformeddecisionmaking,efficientdeliveryofservicesinallsectorsofsocietyandcreatesnewbusinessopportunities,e.g.byenablingvirtualmeetingsandonlinepayments.ICThasbecomeaninfrastructurethatshouldbeextendedtobecomeubiquitous.Althoughmanyruralareas,includingthoseindevelopingregions,enjoyaccesstomobilephonenetworks,fewofthemcanprovidebroadbandservicesduetolackofbroadbandcommunicationinfrastructure.Localbroadbandcommunicationservicesaremostlynon-existentwhileInternetaccessissometimesprovidedviaexpensivenarrowbandVSATconnectionsatcommunityaccesspoints(telecenters).Thelackofbroadbandcommunicationinfrastructureinruralareasismainlyduethefactthatithastraditionallybeenlefttocommercialmarketactors,whointheendhaveseentoomanychallengessuchas:Lowpopulationdensity,andlowpercapitaincomeduetothelow-techlevelofeconomicactivitiesmainlybasedonagricultureandfishing.Scarcityorabsenceofbasicinfrastructures,suchaselectricity,waterandaccessroads,under-developedICTsupplychains,andlackofadequatelyeducatedandtrainedhumanresources.Underdevelopedsocialservices,suchashealthcareandeducation,whichcouldmakepublicsectororganizationsworkasanchorcustomersattractingthenecessaryinvestments.Thecommercialactorsconsequentlyonlyseelowrevenues,highcostsandhighbusinessrisks.Theywillnottakethelead.Toestablishbroadbandmarketsinthoseareas,wehaveproposedlocalcommunity-basedinitiativestodemonstratefeasibilitybydeploymentofself-sustainedbroadbandislandsservinglocalcommunicationneeds,eveniftherearecurrentlyno,oronlynarrowband,externalconnectionsduetothelackoforexorbitantlypriceduplinks.Duetoanincreasingavailabilityofaffordable,easy-to-useandreliabletechnicalsolutions,thiskindofnetworkscouldbeachievedthroughacommunityapproach.Duetothemagnitudeoftheproblem,weargueamulti-stakeholderapproachwherecommunitymembersareexpectedtotakeresponsibilityinleadershipandownershiptocreatesustainablesolution.ThegovernmentandinternationalorganizationssuchasITUandUNDPareexpectedtotaketheroleoffacilitatinginitialfundmobilization,capacitybuildingandknowledgetransfer.WehaverecentlycommunicatedthisargumenttotheUNBroadbandCommission.Thereare,however,challengingneedsforinnovationfromallaspectstobuildsustainablecommunitynetworksinunder-servedareas.Thegoalofthispaperistopresentandanalyzeabusinessmodelforcommunitybroadbandnetworksindevelopingregions.TheanalysiswillmakeareferencetoanimplementactionofamunicipalcommunicationnetworkinTanzania.Weusetheterms“community”and“municipal”interchangeablysinceweassumelocalpoliticalawarenessofICTasadesirableenablerofsocioeconomicdevelopment.Thetermbroadbandreferstohighspeedconnectivitywithinthelocalnetworkwhiletheupstreamconnectionmayormaynotbebroadband.Theremainingpaperisorganizedasfollows:InSection2,stakeholderselectionandmanagementstrategiesnecessaryforcreatingandsustainingcommunitybroadbandnetworksarediscussed.ItemmappingstobusinessmodelcanvastoolanditsvalidationthroughtheTanzaniaimplementationaredescribedindetailinsection3and4respectively.Andconclusionisgiveninsection5.II.STAKEHOLDERS,MANAGEMENTANDOWNERSHIPAscommercialoperatorsarenotinterestedinprovidingcommunicationservicesinruralareasduetotheenvironmentsettingsleadingtomanyrisks,thereisaneedforanalternativeprovider.Wehaveproposedanapproachwhereonecanattractpublicinfrastructureinvestment(CapitalExpenditure-CAPEX)byfocusingonfacilitatingbasicpublicservices(education,healthandlocalgovernment),andstimulatingdemandinallstakeholdergroupsbydeliveringavarietyofservicestoattractallsortsofuserswhocancontributetotherunningcosts(OperationalExpenditure-OPEX).Inthisapproach,theimplementerisactingasbothnetworkoperatorandaserviceprovider(content,applicationsandtraining,andpublicaccesspointsforInternet).Theserviceportfoliowillvaryaccordingtolocalneed,itshouldincludeamongthefollowing:Stationaryactivities-photocopy,printingandfaxingBasicICTtrainingsInternetservicesTechnicaltrainingsandinternpositionsNetworkdesignandinstallationsMaintenanceandrepairofnetworksandComputersContentdevelopmentorcustomizationWebsitedesignandhostingCo-location,backupandstorageservicesCommunityradioA.StakeholdersIdentificationItisimportanttoidentifystakeholdersofbroadbandcommunicationinruralareas.Inthispaper,wehaveidentifiedandgroupedthestakeholdersintotwogroupsofcustomersandpartnersasdiscussedinthebusinessmodelsection.B.ManagementModelsToreducebusinessrisks,attractinvestmentandleveragetheenterpriseavailableintheprivatesector,ithasbeenproposedthatcommunitynetworksshouldbecreatedandmanagedinapublic-private-partnership(PPP)model,wherethelocalgovernmentisplayingacentralrole.Acloserlookatthesameliteraturerevealssixdifferentmanagementmodelsforlessdevelopedcountriesdependingonhowthelocalgovernmentwishestogetinvolved.Themodelsaregovernedbytwoquestions,whoownsversuswhooperatesthecommunitynetworkasdescribedbelow.Notethatthereexistmanagementmodelsdiscussedinliterature,suchaswholesale,commoncarrier,etc.,arenotapplicableintheruraldevelopingworldcontextduetothesmallmarketwithlimitedrevenues.1)Publiclyownedandoperatednetwork:Themunicipalownsandoperatesthecommunicationinfrastructure,assumingtheyhaveaccesstoexpertise.Ownershipofthenetworkgivesthemunicipalitycontroloveritsdeployment,expansion,coverageandservicetobeoffered.ItmadepossiblebyformingapubliclyownedITcompany.Itisanattractiveoption,butnotpossibleinruralareasofdevelopingregionsforthreereasons:Themunicipalitiesareverypoor,morethan90%oftheirbudgetdependsoncentralgovernmentThetop-downapproachwheretheyareusedtoreceivedirectivesfromcentralgovernmentLackofICTexpertsinthoseruralareas.2)Publiclyowned,privatelyoperatednetwork:Themunicipalownsthecommunicationinfrastructurewhiletheoperationisoutsourcedtotheprivatesector.Thisisachievedthroughmanagementcontract(localgovernmentinveststhecapitalexpenditureandassumesallcommercialrisk)orlease(localgovernmentprovidesthecapitalinvestmentandretainsownershipoftheassetbutsharesthecommercialriskwiththeprivatesector).Thisoptionisdesirablewhenthelocalgovernmenteitherlacksskilledlabororwantstoavoiddistortingthecompetitioninthemarket.Inruraldevelopingregions,amanagementcontractmightbepossibleasthereisnocommercialriskontheprivateside,onlytherequiredskills.3)Networkownedandoperatedbyapublicutility:Publiccompanieslikewaterandelectricityutilitieshaveanextensivenetwork,providingservicesundertheirrespectiveministriesreportingtothecentralgovernment.Themostprominentreasonforadoptingthismodelistotakeadvantageofthepastexperienceofpublicutilitycompaniestoprovisionotherinfrastructure,leveragingtheirexistingresourcesforsubscriberacquisition,customerservice,technicalsupport,andbilling.Thereareveryfewcommunityownedutilitycompaniesinruraldevelopingregions,thosefewalsosufferlackofICTexperts.Thus,makingitdifficulttomobilizeandstartprovidingICTservicestoaspecificcommunity.4)Networkownedandoperatedjointly:Thisisapartnershipbetweenpublicandprivatesectorwithjointcontrolviaajointly-ownedlegalentity.Bothmightsharethecapitalexpenditureandthecommercialrisk.Representationintheboardofthejointventurecouldbeequal,dependingontheircapitalcontributionsorotheragreementinplace.Inthisoption,risksaresharedequallybetweenthepublicandprivatesectorforthedevelopmentofthecommunity.Managementandbusinessexpertisefromtheprivatesectorisutilizedtoprovideservicesinasustainableway.5)Non-profitownedandoperatedNetwork:Nongovernmentalorganizations(NGO)ownandoperatethecommunicationinfrastructure.AssumingtheNGOhasasocialmission,theycanraiseinvestmentfundsandtheyhavethetechnicalknow-how,itisagoodoptionwheretheprofitsarere-investedinthenetworkinsteadofgiventoshareholdersorfoundersincaseofprivatecompany.ItisapossibleoptionaslongastherearecommittedleadersbehindthatNGOasitcouldbechallengingtoraisethecapitalaswellasretainskilledICTpersonruralareas.6)PrivatelyownedandoperatedNetwork:Aprivatesectorcompanyistheownerandoperatorofthecommunicationinfrastructure,sellingbroadbandservicedirectlytoconsumers.Duetothecommercialrisks,localgovernmentscouldmakeagreementswithaprivatecompanytobuildandownthenetwork,underanagreementthatallowsthemtousecity-ownedresourcessuchashighbuildingsandantendsasawaytoreduceinvestmentcosts.However,theriskmightstillbetoohighasmostpotentialcustomersareilliterateandotherbasicinfrastructures,suchaspowersupplyandpartsofthesupplychainaremissing.Amongotherthings,thechoiceofthemanagementmodelisusuallyinfluencedbytheregulatoryenvironmentinplace.Ourobservationsshowthatapublic-private-partnership(PPP)isidealinruraldevelopingregions,ithadbeenpracticedinmanyplaceswithvaryingdegreesdependingonwhoisfundingtheinfrastructure.III.THEBUSINESSMODELTheultimategoalforcreatingbroadbandcommunicationnetworksinruralareasistoimprovepeoplelivingconditionsbyintroducingbroadbandservices.Eventhoughprofitisnotthemaingoal,financialsustainability,whichcanbeensureifthereisinnovativemanagementandbusinessmodels,meetingthelocalmarketandbusinesschallengesisdesirable.Authorsnotethatabusinessmodeltellalogicalstoryexplainingwhothecustomersare,whattheyvalueandhowtomakemoneybyprovidingcustomersthatvalue.Thus,abusinessmodelrepresentsthebusinesslogicofacompanyoranorganization.Anotherauthornotedthatbusinesshasfourmainpillars:product,customerinterface,infrastructuremanagement,andfinancialaspects.ThepillarsarecoveredbyninebuildingblocksthatshowthelogicofhowacompanyplanstomakemoneysummarizedinTableI.Usingtheoutcomesfromthebusinessmodelcanvastooltoidentifyandmapkeyplayersandpreviousstudiesonmobilebusinessmodels,weareherebyproposingabusinessmodelforcommunitynetworks.A.ValuePropositionsDuetothebusinessrisksassociatedwithruralareasofdevelopingregionsandthelowpurchasingpowercausedbypoverty,theofferedproductsandservicesshouldincludeeverythingabroadbandnetworkandserviceproviderisexpectedtoprovide.AsstatedinsectionII,productandservicewilldependonthelocalenvironment.Theoverallvaluepropositionshouldinclude:Provisionoflocalconnectivitytoenduserstofacilitatebroadbandservices.ProvisionofICTtrainings,maintenanceandrepairofICTequipments.Provisionoflocalhostedserversforvariousdigitalcontentsusedinschools,healthfacilities,andothersectorssuchastourismandagricultural.ProvisionofInternetaccess.Provisionofpublicaccesspoint(telecenter)toprovideICTtrainingsandsecretarialservices,suchasprinting,photocopyingandfaxing.Specificbenefitstopublicinstitutions(theanchorcustomers)are:Education:ICTresourcesmadeavailableviathenetworkcantosomeextentcompensateforthelackofteachersandtextbooks.Usingthecommunicationnetwork,afewcompetentteacherscantrainstudentsinseveralschoolsatthesametimeusingavideoconferencingservice.Hence,theconnectivitywillimproveservicedeliveryandmaybethequalityofeducationinthatrespect.Thenetworkcanalsobeusedtomaketeachertrainingmoreefficient,includingin-servicetraining.Health:ICTresourcesmadeavailableviathenetworkcantosomeextentcompensateforthelackoftrainedhealthcareworkers,especiallydoctors,shortageofhospitalfacilitiesandpoorcommunicationchannels.Thecommunicationnetworkcanbeusedtodisseminatehealthinformationandremoteconsultationviaavideoconferenceservice,usingthesamefewqualifieddoctorsandnursestotreatmorepeople.Hence,theconnectivitywillimproveservicedelivery(accessandquality)whilereducingthecost.Thenetworkcanalsobeusedforcontinuingeducationandtrainingofhealthworkerstoimprovethesituation.Entrepreneurs:AccesstomarketinformationcancreatebusinessopportunitiesandprovideaccesstomicrofinanceinstitutionssuchasKIVAandMYC4ThisgroupalsoincludespotentialfutureserviceprovidersthatcanstrengthenthelocalICTsupplychainbyprovidingmaintenanceandrepair,creatinglocalcontentaswellastraining.LocalGovernmentAdministration:Thecommunicationnetworkwillimproveinternalcommunicationsandfacilitaterationalizationoftheinternalworkprocessesbytakingadvantageofinformationsystems.Thenetworkwillalsoenhancethedeliveryofpublicservicestothecitizens,andhasthepotentialtomaketheminteractive,viatheweb.Thepublicservicescanthusbemademoreavailableatlowercost.B.CustomerSegmentsAnichemarket,provisioningbroadbandcommunicationservicestothelocalcommunityasawhole,withspecialfocusonanchorcustomerssuchas:outreachtopublicsector(education,health,governance),tourism,etc.Itshouldbenotedthatduetoitsrelativesmallbroadbandusersatthisinitialstage,weviewandtreattheprimarycustomersegmentasthelocalcommunities,althoughtheyaremadeupofseveralsegmentsincludingeducationandhealth.C.DistributionChannelsDeliverychannelforthebroadbandservicesshouldbethepublicaccesspoints,governmentinstitutionspremises,andprivatelyownedpointssuchasanoffice,abusinessorahome.D.CustomerRelationshipsGiventhelevelofeducationandICTawareness,customerrelationshipispersonalassistance,basicallyhumaninteraction.E.KeyActivitiesKeyactivitiesinclude:1)Infrastructureoperations:networkplanning,deploymentandoperations.2)Applicationsandcontentsdevelopmentorcustomization,deploymentandsupport.3)Networkpromotionandcontractmanagement(customercare,sales,supportandinvoicing).4)Trainingandcapacitybuilding.F.KeyResourcesKeyresourceisthenetworkinfrastructureitself,researchersandstudentsfromresearchandacademicinstitutions.G.KeyPartnershipsThepartnersdiscussedhereincludegovernmentatalllevelsandtheirdevelopmentpartners,aswellasprivateandpublicorganizationsthatcanprovideaccesstoinfrastructuresourcesorhumanresourceswithadequateskills.Centralgovernmentanddevelopmentpartners:Amongthegoalsoftheseorganizationsistoimprovethequalityoflifeofthecitizens,especiallythoseindirepoverty.Theorganizationsrunand/orfundvariousoutreachprogramsinallsectors.Theinfrastructureprovidesaplatformthroughwhichtheycanreachthecitizensandthelocalcommunitiestodisseminatevariouscontent,suchasHIVawareness.Localgovernments:Thelocaldistrictcouncilscanprovideresourcessuchasspacetobuildthenetworkinfrastructureoranoffice.TelecommunicationInfrastructureOwners:Thisgroupincludesvariousinfrastructureowners,publicaswellasprivate,suchasthepowerutilitycompany,andincumbenttelecommunicationscompanyandcommercialwirelessparts.Theseorganizationsareprovidingservicesandbenefitfromthemarketdevelopmentresultinginmoreusersinterestedintheirservices.Theyalsobenefitfromcommunitynetworksasanewcustomersegmentinterestedinexcesscapacityintheirinfrastructures.TrainingInstitutions:Theseinstitutionsneedtooffertheirstudentsapprenticeshipopportunitiestogetofexperienceworkinglife.Theirresearcherscanalsousetheestablishmentstoconductresearchrelevanttoinformthepubliconthingsrelatedtoruralareas.LocalServiceProviders:Thereareafewsmalllocalserviceprovidercompaniesthatbenefitfromtheemergingbroadbandmarkets,aswellasfromtheincreaseinhumanresourceshavingrelevanttechnicalskills.UplinkInternetserviceprovidersforInternetconnections.Networkequipmentvendors.H.CostStructureThecostsincludes:1)Buildingandmanagementofthenetworkinfrastructure.2)Buyingandmaintainingtheservers.3)Theuplink(Internet).4)RunningcostsI.RevenueStreamItreceivedagrantfromSIDAthatwasusedasinitialinvestmenttobuildthenetwork,buyserversandtrainstaff.Otherrevenuestocovertherunningcostsinclude:ComputertrainingsInstallationscharges(laboris10%ofthetotalcostofbuyingmaterials)SetupandmaintenanceoflocalconnectivityandcommunicationservicesInternetconnection(45USDpermonthpercomputer)Othergrantsordonationstoprovidespecificapplicationsandservicesinthepublicsector.IV.CONCLUSIONThegoalofthispaperwastodemonstrate,discussandanalyzeabusinessmodelforcommunitybroadbandnetworksinruraldevelopingregions,makingareferencetoanimplementationofamunicipalcommunicationnetworkinTanzania.Ruraldevelopingworldarefacedwithmanychallengesincludinglackoffundingsourcesandappropriatetelecommunicationpolicies,verylittleICTawarenesstoleaders,Computerilliteracyandlowpurchasingpowerduetopoverty.Thesechallengescreatebusinessrisksthatshyawayinvestmentsfromthebusinesscommunity.Thus,communitybroadbandcommunicationnetworksisconsideredasanalternativeoptiontocreatebroadbandmarkets(consumersandproducers)inthoseareasthroughprovisionoflocalbroadbandservices.Usingthecanvastool,thispaperidentifiedandanalyzedthevariouscomponentsrelevanttosettingupandrunningasuccessfulbusiness,providingbroadbandservices.Itisourbeliefthatexperiencereportedinthispapercanbeappliedtosimilarruraldevelopingregionstoprovidebroadbandorothersimilarservices.Apartfromgoodplansandexecution,communityinvolvementshouldbegivenhigherprioritytobuildcredibilitytofundingorganizationsaswellascreatinglocalownershipandleadership.中文翻译适合发展中世界的城市宽带网络的商业模式为个案研究摘要：一个可行的商业模式是社区宽带网络在财务方面和运营方面的可持续发展的关键。通过运用公私合作的方式去分析利益相关者们以及商业模式的统筹工具，我们可以证明一个商业模式能够保证在农村发展中地区社区网络中财务和运营方面具有可持续性。这种商业模式已经通过建在坦桑尼亚乡村地区的本地宽带通信网得到证实。关键词：商业模式；公私合作伙伴关系；非政府组织；社区电信网络；财务方面的可持续性；一、介绍信息和通信技术（ICT），包括宽带通信服务，已成为生活在发达地区人们日常生活中不可或缺的一部分。它为我们之间的沟通架设了桥梁，促进了我们通过丰富的资料做出决策。同时将所有地区、社会的服务进行了有效的传递，并创造新的商业机会。如通过虚拟会议进行业务处理及进行在线支付。信息和通信技术（ICT）已成为了无处不在的基础设施。虽然许多农村地区，包括那些在享受移动电话网络的发展中地区，他们中的部分人可以建设尚缺乏的宽带通信基础设施更好地去发展宽带服务。然而当上网只能通过电信中心提供的昂贵的窄带小口径天线（VSAT）在社区接入点进行连接时，当地的宽带通信服务大多是不存在的。在农村地区的宽带通信基础设施的缺乏主要是由于这一事实，它历来被留给那些可以迎接许多挑战的商业市场执行者。这些挑战诸如：因农业和渔业技术含量低而导致的低人口密度和低人均收入的经济水平。缺乏或根本没有基本的基础设施，如电力，水和进出道路，欠发达的信息和通信技术（ICT）供应链。以及缺乏足够的教育和培训的人力资源。不发达的社会服务，如医疗和教育这些可能使公共组织部门作为吸引目标客户投资的必要工作部门。因此，商业执行者总是只看到低收益，高成本和高风险的业务。他们不会带头去建立在这些地区宽带市场。我们提出了通过基于当地主动性的社区活动来证明可以通过做好当地的通信需求服务进而部署一个宽带网络的可行性。此宽带网络即使目前没有，或只有窄带及由于缺乏而过分要价的上行传输速率的外部连接，在将来，由于经济实惠、易于使用的、可靠的技术解决方案的日益普及，这种网络是可以通过一个社区的方式来实现的。由于问题的严重性，我们同意一个多方利益相关者的方法，即社区成员将承担责任的领导权和所有权，以创造可持续的解决方案。政府和国际组织，如国际电信联盟（ITU）和开发计划署（UNDP）被期待