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1、Telecoms move beyond connectivityUnlocking cross-industry value through IoT payment and data exchange platformsIBM Institute for Business Value|Expert InsightsIn association with 2Raquel KatigbakIBM Global Client Partner,IBM Distinguished Industry LeaderIBM C Palmer Visionary&Global Platform Innovat
2、or,Vodafone Business Blockchain LeadV works with telecommunications clients to develop cross-industry ecosystems and digital platforms that put consumers at the heart of value models.She is an IBM Distinguished Industry Leader and Member of the IBM Academy of Technology,specializing in trustworthy d
3、ata/AI,decentralized identity,digital/virtual experiences,and new monetization models.Raquel is currently working with clients across industries in shaping the enterprise/industrial metaverse leveraging experiences that bridge Web 2.0/Web3.Richard CockleGlobal Head of IoT,Identity,and Big Data GSMA(
4、Global System for Mobile Communications) Richard heads an international team at the GSMA and is responsible for developing innovative products and services beyond the core network in IoT,identity,and big data for the mobile ecosystem.As the key lead for GSMA engagements in vertical industriesFinTech
5、,Automotive,Aviation,and Manufacturinghe launched the GSMA Innovation Foundry,creating a collaborative platform for GSMA members and partners to work together on major industry challenges.Richard is also responsible for GSMAs Strategy Group,which addresses strategic industry topics and supports the
6、GSMA Board.David is the Chief Product Officer and co-founder of Vodafones Digital Asset Broker(DAB)platform,and one of the leaders in blockchain technology for Vodafone Business.He is a recognized thought leader in blockchain,Web3,and the application of these technologies to telecoms and wider enter
7、prise business.David is an expert on the convergence of digital technologies and new business models.He is currently exploring opportunities associated with IoT,blockchain,DeFi,digital identity,and he metaverse.Experts on this topicDhana CruickshankClient Engagement Principal,Global Telecom,Media,an
8、d Entertainment Industry;IBM Industry Academy MemberIBM Technology Global S DDhana currently serves as the IBM Client Engagement Principal for IBM Global Telecom Industry.She has held various technology and telecom leadership roles throughout more than 20 years with IBM.Dhana has a passion for the t
9、ransformation occurring in the industry and for enabling her clients digital and network transformations.Her expertise is in developing go-to-market strategies,enterprise enablement,and leveraging edge technology to drive new value creation for IBM clients.1Telecoms can evolve beyond connectivity to
10、 help industries unlock the value of IoT data.They are well positioned to lead the transition to an Economy of Things,where devices do business with each other autonomously and companies turn data into dollars.A neutral,decentralized platform underpins the Economy of Things.Smart contracts on blockc
11、hain and decentralized identities provide the necessary foundation of trust.Cross-industry ecosystems can share data to realize radical new business models.Leveraging an Economy of Things platform,ecosystem partners can expand innovation opportunities exponentially.IoTs potential is enticing to tele
12、communications CTOs,whose companies are striving to transform from“a telco to a techco.”Key takeaways2Transitioning from things to transactionsAs the Internet of Things(IoT)continues to explode,IoT devices are spawning mind-boggling amounts of data that hold tremendousbut mostly unrealizedworth.IDC
13、estimates the number of connected IoT devices to increase to 55.7 billion by 2025,resulting in almost 80 zettabytes of data.1IoTs potential is enticing to telecommunications CTOs,whose companies are striving to transform from a“telco to a techco.”In the IBM Institute for Business Value(IBV)2021 CTO
14、report,nearly two-thirds(64%)of telecom CTOs said they expect IoT to deliver both short-and long-term benefits.2Telecoms can seize this chance to evolve beyond connectivity and into technology companies that help industries unlock the value of IoT data.This begins by powering autonomous device-to-de
15、vice transactions and expands exponentially to an even more revolutionary concept:AI-powered data-sharing marketplaces that finally turn data into dollars.Deluged with data but lacking in lucrative insights,companies become buyers and sellers of services and data,with their IoT devices doing the wor
16、k of detecting needs and completing transactions.For instance,if fleet operators joined such a platform,a payment-enabled IoT device within one operators truck could identify and sell spare capacity through the marketplace to other operators or movers of cargo,efficiently expediting delivery of good
17、s.3For more than a century,telecoms have provided the trusted,essential infrastructure that enables the world to communicate.They understand scale as they carry a significant share of data to and from IoT devices.And they already enable contactless cross-border payments.Their history and capabilitie
18、s position telecoms to lead a transition from the Internet of Things to the Economy of Thingswhere virtually everyone can win.Consumers gain improved service,personalized amenities,and near frictionless payment experiences.Together,telecoms and their cross-industry partners realize radical new busin
19、ess models that monetize data for competitive advantage while pioneering solutions that address current issues related to sustainability,smart cities,supply chain management,and more.Indeed,residing at the heart of entirely new market platforms that deliver and extend new transactional services acro
20、ss industries could be a profitable endeavor for telecoms.One projection anticipates revenue from the global data exchange platform services market will grow by a CAGR of 32.9%to$1.3 billion from 2021-2031.3Together,telecoms and their cross-industry partners can realize radical new business models t
21、hat monetize data for competitive advantage.4What is the“Economy of Things”?As described by the IBM Institute for Business Value in a 2015 report,the Economy of Things represents the“liquification of the physical world,”where physical assetsthe“things”in the Internet of Thingsbecome participants in
22、digital markets.4 Similar to how todays applications monetize and deliver music,news,and weather,in the Economy of Things,the physical smart devices,sensors,and machines become liquified within marketplaces where they can be discovered,used,and monetized.This device transition from physical to digit
23、al amplifies their ability to make lives easier,transform businesses,and help societies thrive(see Perspective,“Imagine if”).Why now?First,the number of IoT-connected devices is surging in many industries,providing the critical backbone of industry data,with value growing greatly when shared.Second,
24、key technologies have matured in the last few years(see Figure 1).The expansion of cellular 5G connectivity across various geographies has been important because it enables edge computing and a secure link to Web 3.0 protocols.The emerging Web 3.0 technologies enable interoperable digital identities
25、 based on decentralized capabilities.The identities can be assigned to individuals and devices coupled with payment credentials that are stored in digital wallets.Another important element is distributed ledger technology,or blockchain,now an established way to execute contracts and move data not ju
26、st within networks but beyond networks on marketplaces that connect consumers and producers.5 Together,these technologies create a level of trust not possible before,opening the door to a new era of innovation.Physical smart devices,sensors,and machines become liquid assets within marketplaces where
27、 they can be discovered,used,and monetized.5Secure 5GDelivers higher bandwidth,lower latency;enables edge computing and secure link to Web 3.0 protocolsDecentralized identitiesProvides a framework for the device manufacturer,owner,and user to be a part of the device identity and data lifecycle as a
28、basis for monetizationGrowth of digital wallets and digital paymentsStrengthens transaction securityConfidential computeProvides data security and processing at the edge to enable minimum data interference and secure data transactionsFIGURE 1 A perfect stormTechnologies matured in parallel to enable
29、 the evolution of the Economy of Things and value generation.Economy of ThingsWhere devices do business autonomouslyGrowth of IoT devices and IoT dataProvides the backboneWeb 3.0 and blockchainEnables data exchange and trust across devices by supporting immutable data and facilitating distributed da
30、ta ownership and accessThe convergence of key technologies creates a level of trust not possible before.Source:IBM internal6PerspectiveImagine if.“Smart”takes on an entirely new meaning when devices are empowered to transact in the Economy of Things.Let your imagination roam.What if:A vehicle automa
31、tically registers itself with toll administrators and pays tolls as needed?An electric vehicle(EV)automatically sells unused energy back to the grid?Traditionally competitive suppliers team up to use societal demand-sensing sources and then make surplus inventory readily available to whoever needs i
32、t?Your mobile device knows when you get on and off public transportation and automatically pays your way?Companies can automatically select and contract with the most carbon-neutral transporter to move their goods?Shipping containers can signal their entry to port and trigger an automatic payment fo
33、r the goods?When organizations across industries share data in pursuit of progress,the possibilities are practically limitless.67Behind the scenes of the Economy of ThingsTo propel the Economy of Things,telecom companies begin by building a platform:one that is neutral,decentralized,and scalable,und
34、erpinned by an interoperable infrastructure,common standards,and a connective fabric of trusted data and services provided by a cross-industry ecosystem of partners.Lets break down the essential pieces using the Digital Asset Broker(DAB)platform,originally conceived by Vodafone,as an example(see Fig
35、ure 2).Blockchain is the foundational technology.It brings neutrality and decentralizationattributes that are important to gaining the trust of the companies joining the platform.In other words,its the ecosystem arbiter.6 IoT devices from businesses and consumers conducting business on the platform
36、connect to the blockchain through their embedded SIM cards or other means of connectivity,such as dedicated hardware.Each device has a“passport,”a unique digital identity anchored on the blockchain to enable decentralized authentication.The devices are equipped with encryption keys so they can sign
37、data transactions with a unique digital signature.This enables each device to make trusted transactions with other parties on the platform.The blockchain records an immutable,time-stamped verification of every transaction made on the platform,with smart contracts automating the execution of an agree
38、ment so all participants can be certain of the outcome without an interme-diarys involvement or time loss.The platforms smart contract library enables 8token,peer-to-peer,banking,or card payments only when predetermined conditions are met.The business these devices can conduct depends on the next vi
39、tal piece:the ecosystem.Inventive solutions demand a team of cross-industry playersan approach that has demonstrated results.An IBV report on ecosystems and innovation noted that businesses with high engagement in ecosystems report 15%greater contribution to revenue from innovation than businesses w
40、ith low-to-moderate ecosystem engagement.7 Ecosystem members connect to the platform through assigned nodes with interactions being authenticated using encryption.An interoperable infrastructure built using open technologies enables participants such as payment vendors,other blockchain networks such
41、 as IBM Food Trust,and other industry partnersincluding other telecomsto connect to the platform.Finally,the marketplace component brings the Economy of Things to life.It connects the ecosystem with the technology and provides data brokerage servicesdesigned to be secure and compliantfor those who o
42、wn the data,process the data,and develop data-driven applications.FIGURE 2 Pulling back the curtain on the Economy of ThingsDigital Asset Broker by Vodafone models the elements of a cross-industry data brokerage platform.Trusted devices at the edgeSecurely connect devices to ecosystem with zero touc
43、h1.Digital identity:people2.Digital identity:device3.Authentication across trusted platforms4.Trust as a service(certificates,NFTs,data)5.Transactions,payments,and settlement6.Marketplace and marketplace integrationsSecure data from edge to cloudConnect trusted interoperable ecosystemTrusted data pr
44、ovenanceTrusted access to and between telco ecosystemAccess to hyperscaler ecosystemsDAB distributed ledger technologyTechnology providersManufacturingOil&gasFood&beverage companiesAutomotive OEMsPayment companiesEnergy&utilitiesTelecom companiesSIMSource:Digital Asset Broker by Vodafone;https:/ dat
45、a exchange element is backed by a modern decentralized architecture such as a data fabric,which integrates ecosystem participants data pipelines using data virtualization to connect to the different sources.Agnostic to data environments and removing the need to transfer data to the platform,a data f
46、abric addresses both data governance and privacy at scale while strengthening compliance with data regulations.Metadata tagging of the virtualized data facilitates self-service,on-demand access to data as well as helps ensure data quality and protection.Business rules imposed on the data sets help m
47、anage compliance with privacy and data sovereignty rules as well as inform the smart contracts for data buying and selling.Data buyers and sellers congregate in the marketplace portal to publish,discover,explore,download,and subscribe/buy data sets,data products,as well as data services.The ecosyste
48、ms imagination is essentially the only limit to the use cases for monetizing data on such a platform.Vodafone jump-started the thinking with its Digital Asset Broker(DAB)-enabled electric vehicle(EV)charging initiative,where an EV can find a charging station and pay for charging autonomously(see cas
49、e study,“First-gen Economy of Things platform simplifies electric vehicle charging”).But the real promiseand the vision for the futurelies in using AI to analyze real-time marketplace data and then empowering the devices to detect something of value and link the buyers and sellers to complete the tr
50、ansaction.Returning to the earlier fleet capacity example,the marketplace brings together all necessary entities in the ecosystem,while AI facilitates the identification and selling of spare capacity among truck operators on the marketplace.From a business perspective,marketplace platform owners can
51、 set up subscription or revenue-sharing models for those leveraging their platforms.In exchange,the platform participants can develop and monetize applications and create new business models without having to build their own infra-structure for data exchanges and transactions.They can expand the val
52、ue of their own data by tapping into that of other cross-industry ecosystem memberswhile managing compliance with data privacy and data sovereignty laws.The ecosystems imagination is essentially the only limit to ways data can be monetized on a marketplace platform.10Case studyVodafones first-gen Ec
53、onomy of Things platform simplifies electric vehicle charging8Vodafone transformed the Economy of Things vision into reality with the launch of its Digital Asset Broker platform in the spring of 2022.DAB was designed for verified devices,vehicles,and machines to transact seamlessly and securely with
54、out human intervention,but with full owner control.Vodafones use of mobile SIM technology inherent in all devices,combined with the latest blockchain technology,meant all devices and machines on DAB have a unique digital identity,are verified as trustworthy,and are allowed to automatically exchange
55、and trade data and money over secure,encrypted connections.The platforms debut use case was Vodafones trial for an electric vehicle,where the cars digital identity could interoperate with and trust the digital identity of a charging point in Newbury,UK,enabling communication and the exchange of fund
56、s.Built in partnership with Mastercard and Energy Web Foundation,this service was initially available as a mobile app with an integrated mobile wallet secured at the edge through cryptography in the SIM and digital identity.Motorists received real-time information on the status and compatibility of
57、the nearest available charging point as well as the price.Then the motorist could authorize the vehicle to recharge,with the payment occurring automatically.For the Vodafone fleet users,the DAB digital identity capabilities allowed multiple drivers identities to be associated with an EV,and their ch
58、arging credentials were verified by DAB,allowing them to use the fleet payment credential linked to the car identity,and eliminating the need to allocate multiple fuel cards to each driver.The service delivered several benefits to motorists,such as reducing“range anxiety”and the need to install apps
59、 for each of the dozen or so EV charging stations available in the area.As an added bonus,motorists could choose renewable electricity providers thanks to the partnership with Energy Web Foundation,a not-for-profit focused on decarbonizing energy grids.Vodafone envisioned extending the ecosystem to
60、further serve fleet management companies,taxi firms,and road haulage firms as a tool for them to centralize their charging requirements and even pass on unused electricity to another employee or road user.1011Critical considerations for developing an Economy of Things platformAccording to IBV resear
61、ch,the success of a trusted marketplace depends on different entities such as market leaders,regulators,and industry bodies taking the lead to drive governance,encourage collaboration,and increase membership.9 Moreover,several factors must be addressed properly to encourage open,meaningful ecosystem
62、 participation,which is essential to the growth of an Economy of Things platform.Building trust The value of the IoT data fueling the platform is amplified by the essential behavioral,usage,and interactions data generated by the device owners.But device owners overwhelmingly dont trust businesses wi
63、th their data.In fact,in the Adobe 2022 Trust Report,81%of consumers say having choices about how companies use their data is important.10 Also,security by design is going to be critical for all businesses because of the increasing cloud-native development and edge technologies being used.The teleco
64、m industry has a solid network security infrastructure that can be extended to the Economy of Things platform.This includes securing the data as it moves from the SIM,or embedded SIM,in the edge device through the wireless and core networks around the world,to the central management platform and the
65、 hosting data centers.Additionally,using decentralized digital identities helps address data ownership issues while consent management helps confirm data is shared and used only with permission from the data owner themselves.Taking advantage of decentralized identifiers(DIDs)a unique identifier that
66、 represents a person or a device across the internethelps create trust in data ownership as well as the ability to link permis-sioned data to that individual or the device,which can then be anonymized and shared with relevant,permitted parties in the ecosystem.11 DIDs and their credentials can be ve
67、rified and stored on the blockchain where they are secured by cryptography.12Delivering business-ready data In a recent IBV study that explored expanding global trade with blockchain,76%of organizations focused on co-creating platforms on blockchain networks said having trusted data is important.12
68、Wrong or missing data on a data brokerage platform could seriously damage its reputation.For the data to be of worth to the ecosystem,a proper governance framework is necessary to help ensure the data is accurate,current,compliant,and gathered ethicallyin other words,business ready.Furthermore,ecosy
69、stem participants need transparency into the data consid-erations for the marketplacewho owns the data,what data can be shared,who can access it,what happens to data if a member leaves the network?Building the marketplace component of the platform using a data fabric architecture can help.It include
70、s key technology building blocks that provide knowledge of where data originated,what it is,who can access it,and when it should be retired.Capabilities include data cataloguing as well as automation of metadata generation,governance of data access and lineage,and application of regulatory requireme
71、nts.The data fabric within the marketplace must also abide by privacy regulations such as General Data Protection Regulation(GDPR).Promoting participationHow can businesses be motivated to join a marketplace platform and share their data?Show them how value will be created and whats in it for them.B
72、ut in a first-of-its-kind platform,that is easier said than done.In fact,in the recent IBV study cited earlier,only 52%of organizations focused on co-creating platforms on blockchain networks said they would be willing to share proprietary data with business partners in exchange for value.13 A good
73、starting point for encouraging membership can be to build a minimum viable ecosystem(MVE)where each participant sees clear stakes and value generation for their business in the solution,along with the governance mechanisms for the data that is shared in the marketplace.Forge strong relationships wit
74、h the customer groups who can use the platform,taking the time to understand their needs and whats most important to them.This collaborative effort can pay off by enabling rapid expansion of real-life use cases based on collective value.13Participants also need to know how the value of their data is
75、 determined.A value quantification service becomes an imperative for success.For example,algorithms can help identify and rank which data is most in demand,therefore assigning it a higher value.Over time,the marketplace could serve up the most popular data or recommended data based on trust-worthine
76、ss,age,and other attributes,similar to retail websites.Developers or data processors could even submit requests for the specific data needed for the applications they are building.Other incentives can encourage participation as well,such as waiving joining fees,absorbing onboarding costs,or offering
77、 future discounts or rebates on transaction fees.And finally,onboarding should not be cumbersome.These platforms require“plug and play”capabilities to accommodate participants data and applications regardless of their source.A platform built on open technologies and aligned to standards facilitates
78、this interoperability among the ecosystem members as well as the ability for the platform to scale as more partners join.Encouraging confident collaboration Successful,growth-oriented partnerships can overcome common challenges and create fresh opportunities;for example,Bell and TELUS built the LTE
79、network together in Canada.But when multiple industry players come to the table to collaborate and not just compete,a strong governance structure is necessary to protect what differentiates each participant while fostering cooperation.This includes defining rules around the marketplace governancethe
80、 economic rules,network roles,legal requirements,and the like.Business,legal,and technical responsibilities must be addressed to foster co-opetition in such a marketplace.Leveraging the existing trusted ecosystem of the telecom industrysuch as technical providers,enterprise clients,and vendorscan of
81、fer an initial advantage.Industry associations such as GSMA,the global association for mobile operators,can also facilitate this structure,building on experience as the developer of roaming charging principles and technical specifications.A minimum viable ecosystem helps each participant see clear s
82、takes and business value.14Action guideFostering purpose-driven,cross-industry collaboration01Understand your organizations role in driving ecosystem value.Study cross-industry,end-to-end value chains and identify where your organization fits.Expand beyond your current industry perspective to look a
83、t ecosystem participation.Prioritize ecosystem participation where your level of connectedness and ability to add value is high.02Test and learn from cross-industry initiatives that advance open innovation platforms and collective value.Open discussions with potential partners within your own indust
84、ry and across industries to align on common challenges,objectives,and purpose.Co-engineer MVPs and MVEs that drive initial open interconnectedness and deliver collective value.Derive core learnings on driving fair and equitable value across participants.03Set an organizational mindset to prioritize
85、collective value and shift performance measurement to outcomes and impact-based metrics.Leadership should bias toward and adopt an infinite game mindset.Drive transparency of organizational performance,aligning targets to growth of ecosystem value and relevant United Nations Sustainable Development
86、Goals.Report internally and externally on performance against communicated targets.How can companies embrace the vision of collective value based on an ecosystem mindset,balancing the bottom line with progress for the greater good?A notion so complex cannot be done in isolation.Enterprises need to l
87、ook at their own business,their industry,and their ecosystem partners and build use case examples for practical applications of the platform/technology.This transformation requires a collaborative,growth-oriented approach and a deliberate focus on interoperability and exchange of fair value.Telecoms
88、 can usher in this new age with open,connected,and security-rich ecosystems of IoT devices,users,and cross-industry partici-pants.These capabilities,aligned with Web 3.0 principles and enabled through marketplaces with mutual,transparent incentive systems among participants,facilitate trusted transa
89、ctions.Review these steps to see how your business can drive breakthrough advancements.15IBM Institute for Business ValueFor two decades,the IBM Institute for Business Value has served as the thought leadership think tank for IBM.What inspires us is producing research-backed,technology-informed stra
90、tegic insights that help leaders make smarter business decisions.From our unique position at the intersection of business,technology,and society,we survey,interview,and engage with thousands of executives,consumers,and experts each year,synthesizing their perspectives into credible,inspiring,and act
91、ionable insights.To stay connected and informed,sign up to receive IBVs email newsletter at can also follow IBMIBV on Twitter or find us on LinkedIn at https:/ibm.co/ibv-linkedin.About GSMAThe GSMA is a global organization unifying the mobile ecosystem to discover,develop,and deliver innovation foun
92、dational to positive business environments and societal change.Its vision is to unlock the full power of connectivity so that people,industry,and society thrive.Representing mobile operators and organizations across the mobile ecosystem and adjacent industries,the GSMA delivers for its members acros
93、s three broad pillars:Industry Services and Solutions,Connectivity for Good,and Outreach.16Related reportsThe next evolution of digital identity“The next evolution of digital identity:Scalable,secure,and trusted digital credentials.”IBM Institute for Business Value.September 2022.https:/ibm.co/digit
94、al-identityTelecom strategies for a 5G future“Telecom strategies for a 5G future:The new imperative for value creation.”IBM Institute for Business Value.April 2022.https:/ibm.co/telecom-5g-futureAdvancing global trade with blockchain“Advancing global trade with blockchain:How to unleash value from t
95、rusted,interconnected marketplaces.”IBM Institute for Business Value.May 2020.https:/ibm.co/blockchain-global-tradeThe right partner for a changing worldAt IBM,we collaborate with our clients,bringing together business insight,advanced research,and technology to give them a distinct advantage in tod
96、ays rapidly changing environment.About Expert InsightsExpert Insights represent the opinions of thought leaders on newsworthy business and related technology topics.They are based on conversations with leading subject-matter experts from around the globe.For more information,contact the IBM Institut
97、e for Business Value at .17Notes and sources1.“Future of Industry Ecosystems:Shared Data and Insights.”IDC blog.January 6,2021.https:/ CTO Revelation:Redefining responsibility,accelerating discovery.”IBM Institute for Business Value C-Suite Series.December 2021.Unpublished data.3.“Data Exchange Plat
98、form Services Market.”Transparency Market Research.Accessed on February 14,2023.https:/www.transparency- and Bruce Anderson.“The Economy of Things:Extracting new value from the Internet of Things.”IBM Institute for Business Value.June 2015.https:/ Pureswaran,and Smitha Soman.“Advancing global trade
99、with blockchain:How to unleash value from trusted,interconnected marketplaces.”IBM Institute for Business Value.May 2020.https:/ibm.co/blockchain-global-trade6.“Ecosystems are a team sportand blockchain must be the referee.”VentureBeat.May 16,2021.https:/ Marshall,and Kazuaki Ikeda.“Expanding innova
100、tion:It takes an ecosystem.”IBM Institute for Business Value.May 2020.https:/ launches new Economy of Things platforma world in which devices,vehicles and machines can buy and sell for us.”Vodafone news release.February 28,2022.https:/ Pureswaran,and Smitha Soman.“Advancing global trade with blockch
101、ain:How to unleash value from trusted,interconnected marketplaces.”IBM Institute for Business Value.May 2020.https:/ibm.co/blockchain-global-trade10.“2022 Trust Report:Customer trust is earned or broken with every experience.”Adobe blog.March 15,2022.https:/ 11.Kaplan,Alex,Heike Figge,and Jake Hirsc
102、h-Allen.“The next evolution of digital identity:Scalable,secure,and trusted digital credentials.”IBM Institute for Business Value.September 2022.https:/ibm.co/digital-identity12.Sangha,Parm,Veena Pureswaran,and Smitha Soman.“Advancing global trade with blockchain:How to unleash value from trusted,in
103、terconnected marketplaces.”IBM Institute for Business Value.May 2020.https:/ibm.co/blockchain-global-trade13.Ibid.14.Digital Asset Broker by Vodafone website.Accessed March 13,2023.https:/www.vdigita- Copyright IBM Corporation 2023IBM Corporation New Orchard Road Armonk,NY 10504Produced in the Unite
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