## 1 Introduction
The Cost Analysis Model [36; 37; 38; 39] develops the mechanism of risk-adjusted scheduling and cost budgeting of research and development (R&D) projects in telecommunications, analyzes customer satisfaction, switching intentions, perceived switching costs and perceived alternative attractiveness, and develops case studies for cost allocation regarding flex-grid optical networks and similar projects, churn prediction in the telecommunications sector, etc. TEM serves many different purposes [40; 41; 42] of analysis. For example, it analyzes pure 5G network models and comparison of the Cognitive Radio and Software Defined Network (SDN) in 5G mobile networks, defines and develops business modeling of optical networks for Metropolitan Area Networks (MAN), evaluates optical disaggregation architectures in the context of metropolitan area networks, and so on. Also, commonly used models for evaluating certain companies are SWOT, PESTLE, the Ansoft Matrix, Porter's Five Forces and the BCG Matrix models. All relevant explanations of these models can be found in Appendix A of this paper. All of the above-mentioned facts point to there being no single model for a quick but precise analysis of the telecom operator's potential (from top to bottom). In this period and in the years and decades that follow, the telecommunications market will go through many challenges and changes during Industry 4.0. Due to these reasons, it is mandatory to have a unique model for a quick, precise, and high-quality assessment of the potential of telecom operators with an assessment of the main advantages and disadvantages. The CTE model was created exactly for this purpose. During the Industry 4.0 era, the telecommunications market will change drastically. This is being reflected in almost all business segments, from the introduction of new technologies, through the development of new products, services and the development of sales networks and customer service, as well as a greater orientation towards the development of its own employees. Because of such rapid, sweeping changes, there is a need for such a model and a completely different approach for analysis than is prevalent in current models used for analyses in telecommunications. This article presents and describes the Comprehensive Techno-Economic (CTE) model for the assessing of telecom operator potentials. The CTE model is a new and original model based on the research of existing models of analysis and experience in telecommunications. This model is fast, reliable and efficient in assessing the potential of a particular telecom and provides accurate potential assessment results. In addition, this model is modular and can be used to estimate individual parts of telecoms. The CTE model can also be used to compare two or more telecoms from the same or different countries. The main goals of the CTE model are defined as follows:  
* To calculate and evaluate the potential of a telecom operator easily and quickly with remarkably high accuracy;
* To calculate and evaluate the potential of area(s) of the telecom operator easily and quickly with very high accuracy;
* To compare two or more telecom operators from one or more countries;
* To aid managers and employees in making certain strategic business decisions. This model can be used wholly unto itself, but can also be used modularly: one or several items from one or more areas, an entire area or several areas together for assessing the data of telecom operators(s). It measures the potential of internal items on the business of telecoms but also assesses the potential of telecom resilience in the face of external factors. The model gives results that will help to support relevant business and strategic decisions, which have been noticed as the main shortcoming of the existing models used for telecom modeling and adaptation to the changes brought forth by Industry 4.0.