Analysis of 10 classic domestic business model cases

A business model refers to a business operation organization designed by an enterprise based on its own strategic resources, combined with market conditions and the interest requirements of partners. This business operation organization is generally designed to include suppliers. The comprehensive interests of manufacturers, distributors, terminal dealers and consumers, etc., therefore, the business model is a strategic concept for leading enterprises under a win-win value system. The following is an analysis of 10 classic domestic business model cases that I have prepared for you. You are welcome to refer to it.

1. Tianyu model of thinking revolution

For enterprises, it means that every process in which old thinking is broken and new thinking is generated is a business opportunity Unlimited.

If you want to select the most successful business plan, it must be the "Super Girl" program planned by Shanghai Tianyu Company. On the day Super Girl aired, the crowds were as empty as the Spring Festival Gala. However, unlike the Spring Festival Gala, which burned a lot of money, Tianyu spent almost no money on the entire planning, and let all the media do free fanatical publicity for it.

Only relying on this plan, Tianyu Company quickly entered the forest of wealth, growing at a speed that is jaw-dropping. In the past, people generally believed that better and more sophisticated programs are more likely to attract attention. "Super Girl" tells us that these are correct, but what is truly eye-catching are those programs with high audience participation rates and strong interactivity. , in this sense, "Super Girl" can be called a revolution.

Why Super Girl has such a profound impact should also be attributed to creative learning. The idea of ??"Super Girl" is directly copied from the American entertainment program "American Idol". This is borrowingism. However, the success of "Super Girl" largely lies in localization, which includes: abolishing the age threshold and proposing to sing whenever you want; linking SMS voting and PK elimination to strengthen interaction with the audience, etc.

From being left out in the cold in 2004 to today’s popularity, Tianyu Company and Hunan Satellite TV have always been adjusting their creativity based on market feedback. This is what Lu Xun said: Use your brain, broaden your horizons, and get it yourself? process.

"Super Girl" is a cultural phenomenon, but for companies, it means that every process in which old thinking is broken and new thinking is generated is boundless business opportunities.

2. The Shanda model of not giving up on others when you have the advantage

The development of an enterprise should not stop at growth and profitability. You should ask yourself whether you have maximized your advantages and whether you can Achieve greater growth.

Shanda is a living legend, and its fortune was largely accidental.

When he obtained the agency rights for "Legend", there was no such story as Chen Tianqiao's discerning eye for treasures. He was just passive and lucky to be chosen. But after "Legend" took hold, Chen Tianqiao's business genius had a stage to display.

Changing from purchasing servers to renting servers is because he took advantage of the growth of game players to take the initiative against operators; defaulting on share fees to Koreans, and establishing Hengkang Network as the general agent of sales channels. These gray methods are his way of taking advantage of the upstream industry. The occupation of resources; the development of "Legendary World" is his break away from the constraints of intellectual property rights. Chen Tianqiao's savvy lies in the fact that all these results have been used to increase investment, and the success of each step of negotiation has become a bargaining chip for the next step.

This kind of unrelenting expansion has achieved fruitful results. Today, "Legend" has 120 million registered users, and more than 1 million people are online at the same time. It requires at least 6,000 servers to operate it. Controlling a huge user base and extremely high investment barriers, it became the strongest bargaining power in the "Legend" value chain. In the end, the Koreans who suffered a loss could only turn to Chen Tianqiao to continue making "Legend".

The emerging online game market is a geomantic treasure, and Shanda’s success does depend to a large extent on it.

However, even though online games are a hugely profitable industry, manufacturers that have suffered setbacks or even went bankrupt are still like crucian carp across the river. Juyou Network and Haihong Holdings are examples of this. Even equally successful online game companies, such as Ninetowns, Snail, etc., are not as important as others. There is quite a gap with Shanda.

The reason why Shanda was able to occupy Tianwang Mountain is related to its unyielding expansion strategy. This is just like fighting. In the wars of the past dynasties, the greatest results are often not achieved in decisive battles, but in victory. Later in the sweep and pursuit.

3. Focus model where concept is king

Focus Media does not sell advertising to customers, but sells networks to the capital market, which requires capital management that traditional enterprises do not have. vision.

Unlike Shanda, Focus Media is completely a Chinese “concept stock” on Nasdaq. Before Shanda went public, its main business, online games, had continued to bring huge profits and cash flow. Focus Media, which only started to emerge in 2002, was able to become famous overseas in such a short period of time because it started Just aiming to go public.

Focus Media’s main business is to operate LCD advertising networks in office buildings and other commercial real estate locations. Although this new type of "office building" strategy attracts people's attention, the amount of investment required is also very large. The cost of installing an LCD screen in a Grade A office building in Guangzhou can easily reach tens of thousands of yuan. If no special method is adopted, Even though Focus Media has a bright future, it is difficult to develop rapidly.

Focus Media can only develop through Nasdaq. After venture capital has completed the initial work, the capital market will take over in the later stage. Therefore, we saw a wonderful performance by international venture capital funds such as 3i Group, SoftBank, and Goldman Sachs.

Since it is aiming to go public, Focus Media attaches great importance to the creation of a concept. The key to this concept is to answer a question, that is, is it possible to make a profit? The relevant person in charge of Focus Media said, "As a supplementary form of traditional media Focus Media focuses on accurate coverage of mid-to-high-end consumers. At present, Guangdong Focus Media’s initial investment has reached more than 10 million yuan. Although the investment is not small, it has now begun to bring profits to investors.

Fundamentally speaking, Focus Media does not sell advertising to customers, but sells networks to the capital market, which requires a capital management perspective that traditional enterprises do not have. Not only Focus Media, it should be said that the market faced by every enterprise is actually multi-faceted. The key is to see whether the leader has a vision for capital management.

4. Deliver water? The New Oriental model of making money

For an enterprise, in addition to your business goals, take a look at the value chain associated with your goals. Maybe There will be unexpected surprises.

There is a proverb from the American gold rush era: Those who dig for gold do not make money, but those who deliver water make money. In the American gold rush era, the dream of getting rich overnight supported the rush of gold diggers to the west. However, few people actually achieved their goals. However, those who provided support services for these people's dreams--the people who delivered water found real gold.

If the current Chinese people’s dream of going abroad is a gold rush dream, then the New Oriental English School that serves this purpose is a water carrier. Hidden behind the veil of education industrialization and training institutions, New Oriental is actually a study abroad service organization, and Yu Minhong is a study abroad ferryman.

Before Yu Minhong founded New Oriental English School, he was also a gold digger. When he graduated from college, his classmates went abroad one after another, but he was refused a visa several times by the embassy. After becoming a teacher at Peking University, he still did not give up his efforts to go abroad, but he still failed. Starting in 1992, Yu Minhong, who gave up his dream of going abroad, began to work in a training school in society, and then started his own business. At that time, education and training had developed to a considerable extent, but there were very few training institutions solely for the purpose of taking the G exam and the exam. Yu Minhong’s New Oriental was fundamentally focused on the G exam and the exam. ?An enterprise organized for two purposes, so it develops very rapidly.

After 1995, New Oriental began to expand rapidly and became synonymous with GRE and TOEFL training. Yu Minhong also completed the transformation from a gold digger to a water carrier.

In business activities, value is a chain, so interests and profits often go hand in hand. Every kind of "hot" in society is a kind of gold mine, but there is not only one way to mine gold mines. For a company, in addition to your business goals, take a look at the value chain associated with your goals. , maybe there will be unexpected surprises.

5. The 51Job model of partnering to conquer the world

The development of enterprises is increasingly dependent on the external environment. Every interpersonal relationship will constitute the capital for success. In the past, heroic enterprises gradually As the number of social enterprises decreases, the number of social enterprises will gradually increase.

51Job is actually an online intermediary. You can also think of it as an e-commerce for individuals. This kind of moving intermediary business online was promoted by 51Job, and it has also been successful in other fields. On September 30, 2004, with the successful listing of 51Job on Nasdaq, the net worth of the four founders of 51Job exceeded 400 million yuan.

51Job is a typical example of successful entrepreneurship in mainland China led by Hong Kong native Yan Ronghui and his international team at Bain & Company. Among the founders of 51Job, CEO and President Yan Ronghui was born and raised in Hong Kong; Senior Vice President and CFO Jian Sihuai was born in Taiwan, China; Senior Vice President Fenglei is an authentic Beijinger and completed his studies in Beijing.

Different from the first generation of private enterprises in China, which were mainly led by a strong leader (including family members connected by blood relationships) to conquer the world, we are in the emerging entrepreneurship represented by 51Job and others. In the enterprise, there is an obvious situation of partnering to conquer the world. Moreover, in addition to family entrepreneurial relationships such as brothers, among these partners, more are acquired relationships such as classmates, colleagues, and friends.

More than 50% of wealthy people come from partnership entrepreneurial enterprises. At the same time, entrepreneurs with overseas study and work backgrounds seem to be more inclined to create companies in partnership; domestic entrepreneurs still mostly work alone, which is consistent with China's traditional entrepreneurial stories.

The partnership wealth creation model means that the development of enterprises is increasingly dependent on the external environment. Every interpersonal relationship will constitute the capital for success. In the past, heroic enterprises have gradually become less and less social enterprises. will gradually increase.

6. The fast and slow Sunco model

Any company has had the Sunco experience, which is to adopt different development strategies in different market backgrounds. However, There are few things that are as resolute, proactive and intense as what Sunco does.

When Sunco was developing rapidly, the Sunco model became the target of verbal criticism in the real estate industry and the media. What is even more interesting is that when and how Sunco collapsed seems to have become a hot topic. topic.

The development of Shunchi has subverted the slow atmosphere of the traditional real estate industry. He has taken the workshop-style rolling development deduction to the extreme. Its biggest feature is that it compresses the time from land acquisition to sale to the shortest possible time, and the operating speed has almost reached the limit of real estate projects. This is to shorten the capital holding period to solve the problem of large capital gap and tight capital chain. There is a saying in the art of war: Clever delay is worse than clumsy speed. The essence of Sunco mode is all about speed, but the most difficult thing is also speed. Sprinters all know that in a race, even if you are just a few seconds faster than your opponent, you must mobilize the strength of your entire body. The speed of Sunco is just a highlight, but the power to support this speed is the value of Sunco mode.

However, we should note that the Sunco model is not a model that can be used for a long time, because the biggest support for Sunco speed is the market background. Fundamentally speaking, the Sunco model is nothing but a bull market. To get a head start, macro-control will be restricted as soon as it comes.

The most prominent manifestation of this is the issue of high-priced land acquisitions. In order to run fast, Sunco has to buy land at high prices. However, in the bull market, the land acquired by Sunco at high prices is no longer expensive when it is completed and sold. However, Once the market cools down, its speed will inevitably be restricted.

After the advent of macro-control, Sunco's speed also slowed down, but in just 3 years, Sunco grew from an unknown small company to one that rivals companies like Vanke. As a real estate giant, Sunco's achievements are nothing short of brilliant. In fact, any company has had a Sunco-style experience, which is to adopt different development strategies in different market backgrounds. However, few are as determined, proactive and intense as Sunco's.

7. The Baidu model that is not afraid of strong enemies

The market space is actually much larger than we imagined. Even under the monopoly of powerful opponents, we can still find opportunities for development. Space, Baidu’s success proves this.

In the Internet era, there is a phenomenon called preconceptions. For a certain kind of software, if users are used to it, then unless there is a big difference in quality, the user's changing costs will be relatively high. Microsoft is the most obvious beneficiary of this phenomenon. It monopolizes almost all operating system software with high quality and customary thresholds.

There is a view that Google will be the second Microsoft, and all companies that dare to exist in the search field will face the fate of being killed by it, but the existence of Baidu breaks this myth. So this view changed again: as Google develops in the field of Chinese search, Baidu's space will become smaller and smaller, and in the end it can only once again carry the banner of a national industry. But over the past few years, Baidu has been focusing on Chinese search, Google is still strong, and Baidu is still developing. As soon as the Nasdaq was listed, 298 millionaires emerged overnight, announcing that Baidu's years of suffering were not going away. Squatting for nothing.

In fact, the competition between Google and Baidu is not as fierce as imagined. Ordinary netizens don’t care about it at all, and they don’t even know the concept of Baidu going public. They only know about search, and there is no need to care about the people and things that provide search services. The criterion they use to evaluate a good search service is their own experience, that is, user experience.

The so-called commercial dignity only exists in imagination. In fact, consumers are extremely flexible. Baidu saw the existence of this consumer sentiment, so it persisted in Baidu's exploration and expanded the market. space.

Many business students have heard this story. After putting big stones in a bottle, you can also put small stones in it. After putting small stones in, you can also put sand in it. After putting in sand, Water can still be poured. Therefore, the market space is actually much larger than we imagined. Even under the monopoly of powerful competitors, we can still find room for development. Baidu's success proves this.

8. The Ctrip model of new shoes and old roads

The gap between industries is often a blank space, not only between the new and old economies, but also between the new economy and the new economy. , there are many opportunities between the two traditional industries, as long as you can find the exact combination point.

You may have had this experience. When waiting at the airport, you will always receive a free Ctrip network card. At this time, you may notice the close integration of Ctrip's online and offline services.

Ctrip is fundamentally another Nasdaq story. But the overall design is relatively clear, so the development is relatively stable. It can be said that venture funds were used premeditatedly. Ctrip initially learned from Sina and Sohu in making websites, but in the hands of Liang Jianzhang, Ctrip became less and less like a website. In the past few years, Ctrip first acquired Modern Express, the largest hotel reservation center at the time; then it entered the field of air ticket reservations and acquired Beijing Coastal, an air ticket agency; last year, it acquired Huacheng Southwest Travel Agency and officially entered the self-guided travel market. In Liang Jianzhang's vision, Ctrip is not a website, but a high-tech travel service company and an integrator of traditional industries.

In this case, the story Liang Jianzhang told the venture capitalists soon became reality. In 2000, Ctrip had less than 100 employees, which later grew to more than 1,500. The doubling of revenue made it difficult for traditional travel companies to catch up. Academic people like to look for fringe subjects because that is where results can easily be produced. The same goes for those in the industry. The reason why Ctrip’s story is so smooth is that it has not simply been in the new economy and avoided the Internet bubble in those years. At the same time, it has not become an ordinary travel agency. From a channel perspective, It has found the juncture of the old and new economies.

For any enterprise, the gap between industries is often a blank space, not only between the new and old economies, but also between the new economy and the new economy, and between the two traditional industries. Lots of opportunities, if you can find the exact right combination.

9. Homeinns’ model to control business changes

Homeinns seized the opportunity of business changes, entered the industry before the market took off, and finally successfully occupied a place. Far away from the new economy, and based on an extremely old industry (the hotel industry), Homeinns' development speed is surprising. When Ji Qi entered the hotel industry, if we calculate the number of hotels in the country at that time, supply far exceeded demand, especially the market share of mid- to low-end hotels accounted for 80-90% of the total. However, Ji Qi still dove in headfirst. . What prompted him to make this "irrational" behavior was the following judgment: chain business formats will be introduced into the economic hotel industry, and economic hotels will undergo revolutionary changes. The past situation cannot be used as a criterion for judgment.

Facts have proved that Ji Qi is right. The field he entered is not one with many competitors, but a blank. Ji Qi's value is that he realizes that changes in business formats will bring about a reshuffle of the industry. In this environment, the original market share foundation will no longer exist. He believes that although there appear to be many practitioners on the surface, as long as you find the right one the entry point, there will be opportunities. The story originated from a post. In 2001, Ji Qi noticed that a netizen was complaining that the price of booking a hotel on Ctrip was too expensive. So he analyzed Ctrip's online booking data and found that the rooms of New Asia Star were selling very well. Ji Qi did not let this go. He immediately went to try this type of hotel in person and discovered this unexpected The market is empty.

Nowadays, the original budget hotels such as Jinjiang Inn and Motel 168 are expanding rapidly, and budget hotels of foreign brands such as Super 8 have also entered China. In just a few years, budget hotels have The threshold is rising rapidly. The opportunity was fleeting, but Home Inns seized the opportunity of the industry change, entered the industry before the market took off, and finally successfully occupied a place.

10. The Datang Model of Fighting for Standards

The highest form of competition for intellectual property rights is the competition for standards. In fact, it is also a competition for future industrial dominance.

In today’s business world, which unproduced interest is the most fiercely fought for? It is 3G. Many people in the mobile phone industry believe that 3G will be the last fertile ground for the IT industry. In this competition, one important player is Datang Telecom. The TD-SCDMA standard it developed directly supports this competition for the 3G standard.

The IT industry is the industry that suffers the most from intellectual property rights in China. The lack of intellectual property rights for core technologies has directly led to the collapse of the entire VCD industry. Likewise, they have the deepest understanding of the benefits brought by intellectual property rights. In the nearly hand-to-hand lobbying activities of the three major 3G standard interest groups, Datang Telecom's TD-SCDMA camp, relying on the characteristics of the national standard to gain the favor of the government, is making up for its shortcomings in slow commercialization.

In order to support local 3G standards, the government has repeatedly postponed the issuance of 3G licenses, which has created opportunities for the revitalization of Datang Telecom. Whether Datang Telecom can seize the 3G opportunity depends to a large extent on the company's market strategy and whether it can successfully promote the TD-SCDMA standard.

Once Datang succeeds, its "money potential" is unlimited. This is why we have hesitated again and again to include Datang, which is currently in a loss-making state, among the top ten wealth creation models.

For Datang Telecom’s TD-SCDMA, the domestic market alone is obviously not enough. The development of the international market will determine its future development scale. If the international market is not developed enough, the international roaming of TD-SCDMA will become a constraint. development bottleneck. The highest form of competition for intellectual property rights is the competition for standards. In fact, it is also a competition for future industrial dominance. Standards are composed of factors such as technology, habits, number of users, and friendly interfaces. It needs to be emphasized that, more than enterprises, In addition to technical attention, many small details also determine the marketability of the product. Different models have led to different leading companies in the industry. Old models are difficult to develop rapidly in a market with such fierce competition. We need new models to change our lives. Maybe the next new model is in your mind.