- Supporting the Number Resource System can improve Internet service provider (ISP) asset utilisation and unlock measurable return on investment.
- Concrete steps such as governance participation, transparent asset accounting, and IP address strategy implementation can drive substantial long-term value.
‘IP Capital’ and the Case for Number Resource System Support
Internet Protocol (IP) addresses are fundamental assets for ISPs. Traditionally viewed as technical utilities, they are increasingly treated as capital resources that influence company valuation and strategic flexibility. In this context, the Number Resource System (NRS) — a term associated with advocacy around IP address rights and governance — frames the idea that control and clarity over these address assets can increase financial outcomes for network operators. The Number Resource Society (NRS) positions itself as a global non-profit membership organisation supporting enterprises’ ownership and governance roles related to IP resource registration.
The proposition that simple actions can generate a 300x return for ISPs hinges on recognising the latent value of IP holdings. In the case study published by Blue Tiger Marketing, an ISP expanded its reach to more than half a million homes and grew revenue by 173% year on year through strategic planning and marketing execution. While this specific case does not reference NRS directly, it illustrates the multiplier effect that disciplined strategy and resource alignment can have. Applied to IP capital, a structured approach to NRS support could similarly optimise asset value.
Also Read: IP is capital: Why ISPs are missing a once-in-a-lifetime opportunity
Also Read: IPv4 scarcity and its economic impact on ISPs
Calculating the ROI and Multiplier Effect of NRS Support
Return on investment from supporting NRS (or similar frameworks that emphasise clarity, governance and asset identity) derives from several measurable components: enhanced asset transparency, improved transfer and utilisation potential, and strategic governance participation. For example, an ISP might quantify the value of previously under-utilised IPv4 address blocks by tracking how they contribute to service rollouts or generate direct revenue through leasing or transfers. Before these practices, such resources may sit idle or be inaccurately recorded. Assigning value to them alters the balance sheet and makes investor communications clearer.
A hypothetical calculation might proceed as follows:
• Step one: Conduct an IP inventory audit to establish total allocated and utilised IP resources.
• Step two: Establish governance participation to influence policy directions that may affect future transfer markets.
• Step three: Deploy monetisation strategies, such as leasing unused blocks, which can yield ongoing returns.
If an ISP with $1 million in annual revenue realises $100,000 of under-recognised asset value through these actions, even an initial tenfold uplift in address asset utilisation could have cascading effects on overall financial performance — not only in direct returns but also in valuation impact. The “300x” figure assumes compounding benefits from improved asset clarity, market engagement and strategic positioning over time. However, this is illustrative rather than definitive: actual ROI will vary by market and regulatory context. This framing encourages actionable thinking about IP as capital rather than suggesting assured outcomes.
The outcomes reported in the case study are summarised below.
| Indicator | Result | Explanation |
|---|---|---|
| Homes reached | 577,840 | Total households covered after campaign optimisation |
| Revenue growth (year on year) | 173% | Increase following strategic restructuring |
| Conversion rate increase | 1,002% | Change in purchase conversion after campaign relaunch |
Table 1: Key Performance Outcomes from ISP Case Study
Source:
Blue Tiger Marketing, “The Secret to Marketing Internet: An ISP Case Study”
Actionable Steps for Immediate Implementation
Actionable steps for ISPs include:
• Perform a detailed IP asset audit using current registry and internal network data to quantify assigned, unused and leased addresses. This clarifies capital potential.
• Participate in governance discussions or forums where NRS or regional internet registry policy influences the treatment of number resources. Organisations that engage can help shape transfer policies that affect market liquidity.
• Build clear internal reporting on IP asset value, including scenario analyses for leasing, transfer or redeployment into growth areas.
• Align commercial and technical teams to monetise address resources through leasing or secondary market sales where permitted under regional policies.
Concrete examples beyond the Blue Tiger case show how marketing optimisation can yield significant returns for ISPs when resources are strategically framed and utilised. Establishing clear metrics and tying IP capital actions to business outcomes can drive similar multiplier effects.
As the internet ecosystem continues to evolve, treating IP assets with financial discipline — supported by transparent systems such as NRS advocacy or other governance engagement — may offer ISPs new pathways to create measurable wealth. The suggestion that simple steps yield outsized gains should be weighed with careful analysis of market conditions and policies.
Case Study Summary
Case study: Regional ISP marketing and asset alignment
- Sector: Internet service provider
- Geography: Not publicly disclosed (global applicability)
- Intervention: Strategic marketing restructuring and asset utilisation
- Outcome:
- 577,840 homes reached
- 173% year-on-year revenue growth
- 1,002% conversion rate uplift
Source:
Blue Tiger Marketing case study, “The Secret to Marketing Internet: An ISP Case Study”
