Tangible direct products can cover all terminal consumer products

Tangible indirect products can cover almost all intermediate products

Intangible direct products mainly provide consumers with labor services, software programs, spiritual products, knowledge information, solutions and financial products, etc.

Intangible indirect products mainly provide labor services, software programs, knowledge information, solutions, public platforms and profit tools for suppliers of final products and services.

Evaluation of pros and cons

Processor (three to one supplement)

Manufacturer (OEM)

Overall Solution Provider (ODM)

Industry Consolidator (JDM)

Brand Controller (OBM)

Depends on resources and involves the industrial chain

Selling technology patents

Selling core components

Sell ​​customized products

Selling equipment systems

overall strategic positioning

Business strategic positioning

Marketing strategic positioning

From a company management perspective

End customers and intermediate customers

Corporate customers and individual customers

High-end customers and mass customers

Male and female customers

Domestic customers and overseas customers

TO B business model

TO C business model

Use other people’s resources, brands, management models, etc. to develop your own business.

Cases: backdoor listing, affiliated operations and franchise chains, etc.

Cost advantage

After-sales service advantages

unique system

Channel advantage

Core technology R&D capabilities

Ability to control and obtain raw material resources

Product development speed capabilities

branded advantages

Leadership advantages

Dimension of resource competition, resources I own (internal)

funding partners

Resource Partner

supply partners

sales partner

service partner

relationship partners

special talents

government agency

workers

Optimize the resource acquisition path, I am short of resources

Save all resources that enterprises can save

low cost strategy

produce effect

Enhanced functionality

quality improvement

Convenient

getting information

physical and mental feelings

cut costs

reduce risk

Solve problems

Personalized service

Express yourself

incremental improvement

disruptive revolution

difference

Feature

added value

resonance

From product to brand

blockbuster path

Profit formula path

pyramid path

Customer Solution Path

After-sales profit value

Speed ​​innovation path

regional leadership model

channel doubling model

Channel compression mode

Channel concentration model

Switchboard mode

Good at combo boxing - open-door products, high-profit products

Case: Jiuyuan Airlines

From fixed fees to sharing

From fixed fees to sharing, agency to buyout, to equity models.

System solution profit path

Supply chain finance profit path

High-profit channel innovation and profitability

Industry standard profit

Brand extension profit

Pricing by piece, quantity, time, quality, time and proportion

subtopic

Knife and price split valuation method

labor and material pricing method

Price cycle floating mechanism, off-season and peak season of tourist attractions, meal times

Space-time two-dimensional control mechanism

cost price floating mechanism

Break-even analysis model

subtopic

Basic principles for package charges: standardized modules, personalized selection, package pricing, one-time charge

Bundle sales

Bid

bid

auction

Seven days no reason to return

The buyer pays first and then uses it. If the effect is not achieved, a full or partial refund will be given.

Buyers apply it first and pay later. If the effect is not achieved or discounts are charged,

The majority subsidizes the minority

The minority subsidizes the majority

Men subsidize women

Adults subsidize children

Ordinary people subsidize disabled people

Staggered time charges

Stagger space consumption

Break through the credit barrier

Set quantization conditions spatially

Set deadline conditions on time

Starting at full price, ending at zero

Based on the perspective of industrial chain direction

A perspective based on industry pain points

Based on the perspective of breaking industry boundaries

Based on stakeholder perspective

Internet-based innovation model

Perspective based on user needs