Business Model of Internet of Things and Blockchain Technology in Developing Countries

The Internet of Things (IoT) and blockchain are new concepts in the world of technology and communication, and communication in them is provided for any creature (human, objects), the ability to send data through communication networks, whether the Internet or intranet. IoT is known as one of the most important axes of future technology and has received considerable attention from all industries. Today, a large number of different parts of the Internet of Things are designed only for specific businesses, which indicates the acceptance of a large number of organizations to use this equipment, and of course, various technologies are also used in this field, including artificial intelligence and cloud computing. The purpose of this research is to investigate the use of Internet of Things in business and its business models. There are also frameworks for the easier development of business models, which this article is the framework of business models in electronic commerce for the program. Internet of Things and Blockchain according to the research/interview literature. These frameworks can be used by developers as a starting point for creating a business model for IoT and blockchain applications in developing countries.


Introduction
The real value of IoT is in the data it provides and the insights it yields. Much has been written about how the Internet of Things provides significant value to companies by enabling smart factories and connected supply chains, as well as the ability to monitor products and deliver new services; But the Internet of Things is not only changing the way companies operate; But it also changes the essence of the companies' business. In high-investment industries, the proliferation of IoT data is fundamentally changing the customer value proposition from goods to services, and this shift is forcing companies to adopt new business models that require new capabilities (Nozari & Szmelter-Jarosz, 2022).
Today, most IoT solutions are built around internal applications such as predictive maintenance, factory optimization, supply chain automation, and advanced product design; But B2B companies need to think beyond their borders to fully capture the value of their data. Companies can form new data ecosystems by collaborating with new business partners, including industry authorities and actors in other sectors (Barzegar Keliji et al., 2021). These ecosystems allow participants to access the collective data assets, capabilities, and expertise needed to develop the assets into new data-driven products and services. Data ecosystems play a fundamental role in defining the future of competition in many B2B industries (Nahr et al., 2021). These ecosystems enable companies to build data businesses that are valuable not only for creating new high-margin capital flows, but also for competitive advantages. New data-driven products and services create unique propositions that extend beyond a company's traditional hardware products, deepening customer relationships and raising barriers to entry. By relying on natural monopolies rooted in economies of scale and scope (similar to monopolies based on proprietary IP or trade secrets), these products and services create highly defensible positions. Companies that have a niche in data ecosystems generate tremendous value and competitive advantage in their businesses, including traditional hardware offerings.
The landscape of digital ecosystem development in B2B industries is quite different with vertical specific solutions and hundreds of IoT platforms competing for dominance. The most common applications of digital technologies focus on enhancing existing products and business processes. As a result, digital ecosystems typically grow within the boundaries of current industry structures. An industry may support multiple digital platforms and ecosystems; We don't expect to see the same level of digital ecosystem integration in B2B as in B2C. Extracting data value in B2B is also harder; Companies need domain expertise to develop and monetize data-driven and customer engagement solutions (Ghadir et al., 2023). This complexity means that digital ecosystems by themselves, such as those built around IoT platforms, are insufficient to capture the value of data. New data ecosystems and purpose-driven design must organize the collective data assets, capabilities, and customer relationships of a group of business partners to deliver new services and goods within and across traditional industries. While digital ecosystems provide the necessary platforms, digital ecosystems enable B2B companies in heavy industries to generate surplus revenues and create a competitive advantage with their IoT data (Nozari et al., 2023). In general, the use of Internet of Things and blockchain technology in various businesses, in addition to optimizing many different business sectors, can also transform the production sector. Sensors, smart chips, and other similar equipment allow modern manufacturers to store and analyze critical information about their production data and resources (Rafierad et al., 2022).
The structure of this article is as follows. In the second part, the literature review is presented. In the third part, the ecosystem of Internet of Things and Blockchain in business development is presented. In the last part, conclusions and future suggestions are presented.

Literature Review
The Internet of Things and Blockchain is a new model of technology and is a global network of machines and devices that have the ability to interact with each other. IOT is known as one of the most important axes of future technology and has received considerable attention from the industry. has assigned Of course, this new technology requires some necessary technologies and also faces challenges. This technology has a wide scope, such as manufacturers, care and health, and optimization of energy consumption to help develop programs and is also able to exploit these programs in business models (Nozari et al., 2021).
Many high-investment and manufacturing companies are still in the early stages of developing digital capabilities and analyzing how data is used from connected machines and products. Investing in these positions requires companies to make a shift similar to the one made by tech companies in 2000, from business models based primarily on selling hardware to building models around software and services (Eisapour et al., 2013). While companies in some industries, including aircraft engine manufacturing, have used connected equipment to provide remote monitoring and solutions, most efforts are still in the proof-ofpractice stage, and few companies have business models or operations based on IoT data. They have developed outside of their existing business products and processes. Companies need new digital units and management processes to explore what potential use cases have high ROI. They must develop operating models to deliver digital solutions, use agile working methods and cross-functional teams that integrate IT, manufacturing, engineering and product development. They will digitize objects such as products, production equipment and logistics monitoring through sensors, processors and connectivity. They will also collect and store IoT data that can be combined with other enterprise data sources. As the amount and variety of data increases, companies will need processes that ensure data quality and quality management. For data to be valuable, it must be correct, consistent, and complete .
Companies may be able to offer simple data services and products on their own, but more complex offerings require them to collaborate to cover all steps of the data value chain ( Figure 1). The resulting data ecosystems can include new technology participants and actors including analytics providers, digital platform providers, data brokers, connectivity providers, and system integrators. This type of cooperation is very necessary in B2B high investment industries. In these industries, domain expertise and customer relationships are essential to monetizing IoT data (Nozari et al., 2021).

Pricing and attracting customers
Coordinators of the digital ecosystem

Fig. 1. Harmonization of data ecosystems
While IoT and blockchain solutions can lead to significant improvements in a company's processes and products, the value of IoT data is not limited to internal applications. In fact, monetizing external data and forming data ecosystems allows many B2B companies to create multiple revenues and competitive advantages throughout their business. Companies that have not yet developed strategies for how to participate in data ecosystems should not waste time; Opportunities to form essential partnerships and develop distinct data assets are the biggest drivers of early mobilities . Companies must first assess their ability to secure a favorable position as a coordinator or contributor in a data ecosystem. A number of criteria shape the role a company can play. These criteria include the segregation of data assets, the complexity of data business capabilities, and the strength of their relationship with the customer. Companies need to make sure they have the ingredients to succeed so they can make smart decisions.
Management teams should focus on capabilities and activities within potential data ecosystems that create the most value and best align with their capabilities. They must also make choices about ecosystem governance, including whether to keep platforms open or closed and how to distribute value among contributors. To ensure that the chosen business models can maintain favorable positions over time, companies must increase their ability to deal with technological and competitive threats from traditional competitors and new players such as technology companies and business start-ups (Nozari et al., 2021).

Ecosystem of Transformative Technologies
The ecosystem of the Internet of Things is very diverse and includes various components, and its development is not possible without identifying and communicating between the components. The IoT ecosystem is based on different layers such as hardware, communication, security, platforms, information storage and processing, and software (Fallah et al., 2021).
Due to the Internet of Things, industries are rapidly developing in a network of interactive and collaborative ecosystems between businesses and customers. Most companies collaborate with their customers to develop optimal solutions with reusable modules that are both open and interoperable. This is a strategic evolution for service providers and end users of IoT technology. The result will be an open ecosystem of standardsbased contributors to IoT solutions. The IoT ecosystem consists of a collection of web-based smart gadgets (Shayannia, 2022). These gadgets include processors, sensors and communication hardware that collect data from the environment and send it to the cloud for processing. Of course, these devices can process data locally if needed. Sometimes these gadgets also communicate with each other and share information between them to be a basis for their actions. In this network, devices can operate without human intervention and sometimes interact with humans and receive some commands from them (Najafi et al., 2022).
The use of Internet of Things in companies and organizations causes practical changes in their approaches to business, market and industry. In fact, the information received through this network can be a road map for the success and improvement of a business .
Among the benefits and benefits that IoT provides in an organization, the following can be mentioned:  Close supervision of the usual processes in the organization  Saving money and time  Improving the customer experience and increasing their satisfaction  Increasing the work efficiency of personnel  Helping to make better and more principled decisions  Integration of different business models in order to improve effective operation  Increase in income and profitability In recent years, the progress of data ecosystem exploration has been made. Even as companies begin their consideration of how to build proprietary assets, develop data-driven offerings, and participate in data ecosystems, they must define a longer-term strategy.
These capabilities necessarily require significant investment, which companies can only judge by identifying opportunities to monetize their IoT data assets. This leads to two other levels of data monetization: the application of data-driven insights to internal processes and the external sale of new data-driven products and services.
In this research, the qualitative research method has been used to clarify the issues related to the studied phenomenon or the business model based on the Internet of Things and Blockchain. In fact, by using the content analysis method, the qualitative analysis of experts' opinions in articles and authoritative documents related to the changes in the business model and blockchain technology has been done. The documents that were used to examine the effective factors in the development of the business model based on Internet of Things and Blockchain technology are in three sections: Internet of Things and business model development (Toloie-Eshlaghy & Bayanati, 2013).
Due to the lack of implementation of IoT and blockchain processes in an industrial way and the novelty of this concept at the time of the research, the content analysis technique has been used as a documentary method with the aim of research and study, analysis and review of documents and texts. In fact, due to the fact that access to the first-hand documents of the results of the implementation of IoT and blockchain-based projects is not available in the industry and these projects have not yet been implemented, the content analysis method was used. The business model approved by experts in mobile phone operators based on blockchain technology includes seven categories. Network node categories, peer-to-peer communication category, key actions, income flow, cost structure and value presentation are the categories of this business model, all of which take place under interactions and cooperative thinking between nodes (Daneshvar et al., 2022).

 Network node
This block is one of the main blocks of the desired model because the purpose of business is to provide appropriate services to all the member nodes in the network and more attention should be paid to all the mechanisms that increase their trust and satisfaction. The use of Internet of Things and blockchain technologies has led to the conversion of all customers to new partners of the organization, and each network node is a partner and a customer at the same time. It plays the role of a customer in receiving information in order to carry out its own transactions and plays the role of a business partner in sharing resources and information to carry out transactions of other nodes, which leads to increasing the attractiveness of membership in the network and improving the overall efficiency of the network (Shayannia , 2023).

 Value proposition
The proposal block has the value of referring to the services and products that create value for a part of the customers, and this issue has been investigated in this research in such a way that the participating nodes in the blockchain network create a cooperative business model and create an ecosystem. They can use the information and resources of other network nodes to create new services and products as added value that they cannot create alone. Bilateral sharing of information and resources leads to the production of added value for all organizations involved in the network, and they can acquire three more markets, and higher profits and value are given back to the members of the network.

 Peer-to-peer communication
The distribution channel is established in the new business model and it is the infrastructure of the IoT and blockchain network to create peer-to-peer communication between member nodes in the network . These communications are defined as private and public, which means that in private networks that are between organizations and in the business model of business to business, the member organizations provide the infrastructure for using the value of the network and sharing resources by confirming the membership of the new node. bring Communication in the IoT and blockchain network refers to the mechanisms that can be used to communicate with customers. Blockchain technology provides this field on a peer-to-peer basis for all network nodes that can communicate with each other in a decentralized and independent manner and receive feedback on their transactions and without time and place limitations, to increase trust between network nodes (Tavakkoli-Moghaddam et al., 2022).

 Income stream
Income streams in the business model based on IoT and blockchain technology lead to instant access to needed services and information. The income flow in the IoT and blockchain-based business model is defined in two stages: the membership of new nodes in the network and the execution of transactions. Each node can pay for its members to join the network and use the information shared in the network, and also for the execution of transactions required by other nodes that need to provide information by each node, it is possible to pay a fee. The node was paid for the executed transaction, which increases with the development of the network and shared information, and as a result, the income of all nodes is increased (Moeini et al., 2013).

 Key measures
In IoT and blockchain technology, it is possible to increase the business model by sharing resources. Enhancement through the actions and transactions of the nodes refers to the key actions that organizations or network nodes must implement to create new value. These actions take place in the form of providing and sharing information and resources, and re-engineering of inter-organizational processes should be institutionalized in the form of blockchain technology in order to increase the satisfaction and trust of all nodes and the membership of new nodes and the acquisition of new resources (Shayan Nia, 2021).

 Cost structure
In IoT and blockchain technologies, the wider the created ecosystem, the greater the value generated for the stakeholders involved in that network. Therefore, it is necessary to identify the various elements of the business model, to make the necessary coordination and cooperation. The development costs of the IoT and blockchain network in order to create a new business model for the organizations involved in it are the costs of developing and implementing the network infrastructure, manpower, re-engineering of cooperationoriented processes, and updating and providing information (Dekamin et al., 2017). These costs are created at the beginning of the creation of the cooperation-oriented network and are reduced in proportion to the increase in the number of network members and the execution of more transactions in the network .
In fact, the creation of a business model based on the Internet of Things and Blockchain has an initial design and implementation cost, but after the passage of time with the interactions and cooperation and sharing of resources between network nodes, the costs are greatly reduced and lead to an increase in the rate. Return of investment for all members (Fallah et al., 2020).

 Collaboration
The ecosystem of a business is the direct and indirect communications of the organization, such as suppliers and distributors, competitors and customers, as well as institutions that influence the business, such as regulators and media centers. In business models based on cooperation, organizations are considered as commercial partners whose purpose is to create and improve the conditions of members to provide services or services that they could not provide alone. In business models based on new technologies, the goal of which is the direct and direct communication of members to access more services, their essence is in the cooperation of organizations. In fact, an organization alone cannot develop a business model for itself and it needs a collective effort and thinking in its ecosystem to create an optimal business model .
By sharing their resources, each member can collect new resources and lead to the creation of new services. Each of these members will become a network node in the IoT and blockchain that can perform transactions through peer-to-peer communication. These communications take place in the shadow of cooperation and resource sharing so that each member can provide more resources to others by benefiting from membership in the network and lead to the growth of the network and its survival as a self-producing system. The needs of the members of the IoT and blockchain network are created and resolved based on the information inputs of each member, and these interactions lead to the creation of an income stream with the lowest cost for the network (Chen et al., 2022).
The mobile operator ecosystem is made up of members such as governments, competing companies, other industries, suppliers, standard institutes, customers, etc. Based on the cooperative business model with the aim of sharing information in network nodes, the mobile phone operator can achieve more added value services or avoid losses. It is possible to reduce the amount of fraud by implementing a blockchain network between operators who have a roaming agreement with each other (Salehi Koocheh Baghi, 2021). Each of the nodes plays the role of a miner and validates and validates the transactions to be announced to the network. Roaming tariff agreement between two nodes is implemented in smart contracts and is executed when a transaction containing the details of the services received by the user is received in the network. The elimination of intermediary centers leads to a reduction in costs, and also the confirmation and verification of the execution of transactions on the blockchain leads to the assurance of the user's use of the service and the deduction of costs from him (Pishkar et al., 2020). Also, with this point of view, the operator can provide the user ID confirmation service to the service providers. When the user has a user account in the operator, the operator generates a digital ID for him and its private key is stored securely in the user's C-card. Now, if a website sends a user authentication request to C-Card, it will be authenticated based on the information shared on the blockchain network. Figure (2) shows the digital ecosystem and data together.

Conclusion
As explained in this research, involving organizations and cooperating with them in the form of sharing information and resources is a new approach in generating value for business using the transparency and trust-building capabilities of blockchain. Mobile phone operators are among the organizations whose activities have created an ecosystem and strengthening cooperation in this environment. Blockchain technology provides the ability to share resources and access new information for mobile phone operators through peer-to-peer communication and collaboration. Therefore, in order to gain more profit from new developments and changes in technologies, organizations should develop infrastructures for information sharing and create a cooperation-oriented ecosystem. This collaborative ecosystem based on blockchain and Internet of Things with technological capabilities will lead to the creation of trust among all members and each of the nodes that work in the role of the organization can easily provide their resources or information based on the Internet of Things and also Receive new services and resources. The developed business model based on blockchain technology and Internet of Things regarding mobile phone operators should be based on the categories of cooperation and information sharing between blockchain network nodes, their key actions, revenue flow, cost structure, value creation, communication Peer-to-peer is defined in networking and collaboration. Sham network nodes are all members of the mobile phone ecosystem, from users to competitors and regulatory centers, the key measures are to encourage network nodes to share more information in the network, and peer-to-peer communication refers to the communication channel of nodes and communication.
Based on the type of activities in different parts of the mobile operator's network, they will see the greatest impact of decentralized blockchain technology and peer-to-peer information sharing in the management of their network core, which will lead to cost optimization and creating income based on new values. For example, we can mention the creation of cooperation-oriented services to identify the solutions to solve our current problems, such as settling cases of large-scale financial fraud, providing ID service as a service, data management, and developing the fifth generation of the Internet, which require a mobile phone operator to implement them. Cooperation of other members and activity is based on transparency in the ecosystem and it is not possible to provide these services alone. Blockchain can affect the business model of industries by changing current services or creating new services, changing the structure of service delivery, creating a new business model in the market and obsolescence of old models, as well as the entry of new players into the market. As it can be seen, blockchain technology can be of good help to mobile phone operators in solving their current business problems, which leads to great savings in business costs and financial losses.