Abstract
Virtualization guarantees that, moving toward 5G, online services will be versatile and the creation of those will be quick, satisfying the interest of end-clients to a higher degree than what is plausible today. Telcos, cloud administrators, and online application suppliers will unite for conveying those services to clients around the world. Thus, in order to help their portability, or the simple geographic range of the offered application, the business arrangements among the actors must scale over numerous domains and a guaranteed nature of joint effort among different stakeholders is important. Therefore, the vision of the 5G environment is majorly established on the federation of these partners in which they can consistently strive towards the objective of making reliable resource slices and deploying applications within for a maximal geographic reach of clients. In this environment, business perspectives will significantly impact the technical capacity of the system: the business arrangements of the providers will innately decide the accessibility and the end-client costs of certain services. In this work, we model the business relations of infrastructure providers as a variation of network formation games. We infer conditions under which the current transit-peering structure of network providers stays unblemished, and we also draw the specifics of an envisioned setup in which providers create business links among each other starting with a clean slate.
Highlights
Keeping the activity of the autonomous systems manageable in the present Internet has a cost of lessening the degree of their interoperability to best effort
We investigate the rationale for all operator players to evolve services from connectivity-only to 5G network slicing via their existing transit and peering business relationships, i.e., under what mediation pricing strategy incumbent transit providers can enter the 5G slicing market to prevent lower tier providers to enter into bilateral direct business contracts
We research how the organization of business relations may advance in the reign of 5G: will it follow the geography of transit and peering relations of the Web today [12] or will new business relations be set up between neighboring or far off providers correspondingly to ISPs’ peering arrangements? We propose a model that grasps the benefits and costs of additional business relationships, and we give analytical and numerical evaluations that answer this question
Summary
Keeping the activity of the autonomous systems manageable in the present Internet has a cost of lessening the degree of their interoperability to best effort. The 5G vision anticipates online services to be more advanced [1] than the present ones for which infrastructure providers ensure end-to-end QoS in network slices [2] with small delay and large bandwidth capacity. With the appearance of virtualization both in compute and network technologies, quicker service creation is feasible and the reconfiguration of those can be more versatile, bringing about a totally novel life-cycle management approach contrasted with what the present standard is [3]. The idea of elastic resource slicing [4] is the key empowering ingredient for this [5], and when different providers partake in making a resource slice, comparably exacting commitment to QoS assurance is required from all members [4,6].
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