1. value proposition: the value that a company can provide to consumers through its products and services. The value proposition confirms the practical significance of the company to consumers.

2. Consumer target group: the consumer group targeted by the company. These groups have certain characteristics, so that the company can create value (for these * * *). The process of defining consumer groups is also called market segmentation.

3. Distribution channels: namely, various channels through which the company contacts consumers. This paper expounds how the company develops the market. It involves the company's marketing and distribution strategy.

4. Customer relationship: the relationship established between the company and its consumer groups. What we call customer relationship management is related to this.

5. Value distribution: the distribution of resources and activities.

6. Core competence: namely, the competence and qualification required by the company to implement its business model.

7. Value chain: related support activities to provide customers with the value of products and services.

8. Cost structure: monetary description of tools and methods used.

9. Income model: that is, the way the company creates wealth through various income streams.

Companies that have been engaged in business model research and consulting for a long time believe that a successful business model has three characteristics:

First of all, a successful business model should provide unique value. Sometimes this unique value may be a new idea; And more often, it is often a unique combination of products and services. This combination can provide additional value for customers; Either let customers get the same income at a lower price or get more income at the same price.

Second, the business model is difficult to imitate. Enterprises can improve the entry threshold of the industry by establishing their own uniqueness, such as careful care for customers and unparalleled execution ability, so as to ensure that the source of profits is not infringed.

For example, the direct selling model (it can't be called a business model by "direct selling" alone), everyone knows how it works and that Dell is the benchmark of direct selling, but it is difficult to copy Dell's model, because behind "direct selling", there are a set of resources and production processes that are extremely difficult to copy.

Third, a successful business model is down-to-earth. Enterprises should live within their means. This seemingly self-evident truth is not easy to do year after year, day after day.