On the 24 models of adversity profit of the hottes

2022-07-27
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There are 24 modes for enterprises to make profits in adverse circumstances (Part I)

whether it is a new enterprise in its infancy or an old enterprise that has been tempered for a century, it faces both favorable and adverse conditions in its internal and external environment every day. The understanding of the adverse trend should be comprehensive. Whether it is the external financial crisis, the fierce competition in the market or the bottleneck of development, these can be understood as the adverse trend encountered by the enterprise. From this point of view, the development of almost all enterprises is accompanied by "counter trend", but to varying degrees

since the real growth environment is so fierce and the competition is so cruel, the enterprise has to run like an antelope every day as soon as it opens its eyes, and constantly make itself one step faster than its peers, so as to avoid becoming the last poor man to be lunched by the lion. Then, when the homogenization of products is increasing and the competitive strategy is becoming more and more transparent, how should enterprises become "blue chip stocks" in the market? In the real business environment, what are the successful profit models

1. "Revenue sharing" mode

definition: "revenue sharing" mode generally consists of two (or more) parties signing revenue sharing contracts, agreeing to receive cash in the form of agreed fixed amount or total sales revenue sharing ratio in the future. Generally, this model has long-term and stable collection income. Usually, one party needs to make subsidies or advance payments in the early stage, and the early investment will be recovered by relying on the later sharing income

geeya Technology Co., Ltd. is a private radio and television enterprise established in 1999. This enterprise located in Chengdu mainly provides end-to-end overall solutions for small and medium-sized digital TV operators. Its main business is responsible for the R & D, production and sales of software and hardware before and after the overall solutions

the development of geeya is accompanied by the transformation of China's TV network. The domestic traditional TV network is analog signal. In recent years, analog TV digitization is the result of the efforts of the entire radio and Television Department. The earliest geeya technology started from selling software and hardware, and gradually carried out independent research and development. Compared with similar enterprises, geeya technology is the only solution provider with six core technologies including CAS, SMS, multiplexer, encoder, QAM modulator and set-top, which are wrapped with two-layer carbon fiber box outside the central ultra light core structure. The core software and hardware products required by the digital TV system are provided by ourselves, which greatly saves the cost

geeya's business model is similar to the "Qingdao model" that took the lead in the overall translation of digital TV nationwide in 2003. The so-called "Qingdao model" is to give free set-top boxes, increase the number of channels, and set up a TV information platform and a business platform. On the basis of the above, it will charge users regular viewing fees every month. Rely on the collection of late viewing fees to repay the funds advanced in the early stage

however, unlike the "Qingdao model", geeya's model is to transform the main body of the project implementation from the radio and Television Department to the company, with geeya providing equipment in advance and relying on the incremental viewing fees in the later period to recover the initial investment. Relying on this "revenue sharing" model, geeya has obtained the overall translation project of digital TV in Changning, Hunan, Yanggu, Shandong and Nanchong, Sichuan, and these three projects have begun to receive regular revenue sharing. On october30,2009, geeya technology, as one of the first GEM companies, was listed on the gem, and the funds raised soared from the expected 185MILLION yuan to 418million yuan

2. Definition of "professional deep ploughing" mode: the "professional deep ploughing" mode refers to the continuous research and development of an enterprise on its own core business or products, and the continuous creation of new products. By relying on this continuous innovation, the enterprise can distance itself from other competitors, so as to achieve stable market occupation

Intel: carry out the "pendulum" to the end

business model and innovation are the most popular topics for enterprises and media, especially in the IT industry. As the world's leading chip manufacturer, Intel's success is not accidental. In addition to its experience in operation and sales, almost everyone is convinced that Intel's success in product research and development has made it ahead of all competitors, and has been leading so far

everyone familiar with Intel knows that Intel is the faithful executor of the "pendulum theory" in the chip field. The so-called "pendulum theory" is that in odd years, Intel will launch new processes; In even years, Intel will introduce a new architecture. In short, it refers to the concepts of odd process years and even architecture years

Intel's pendulum strategy can reflect the direction of its technological change. When the Intel pendulum swings to the left, this strategy will update the process. When it swings to the right, it will update the processor microarchitecture. Therefore, driven by Intel, the whole industry has formed a common structure to move forward according to this pendulum. However, due to Intel's strong R & D strength, other competitors can only follow Intel. Except AMD, other chip manufacturers have almost lost the capital to compete with Intel, and Intel has enough new products in its warehouse for several years. It is understood that Intel has a team working on the product and architecture of chip technology in 2015

looking back on Intel's long history, we will find that Intel has been on the brink of trouble for many times. Fortunately, Intel's strong sense of hardship makes it return every time at a critical moment, making it constantly adjust and revise its strategy, and continue to achieve "the goal"; It is equipped with a micro motor. Yangxuzeng, President of Intel China, said. "The front part of the long march was the grassland, so we should know how to go out. If we can't go out, we will get stuck." fortunately, Intel knows how to go out, that is to find the power in technology driving

3. Definition of "fish" mode

fish is nicknamed "born traveler", which is mainly absorbed by large sharks with strong swimming ability or at the bottom of the ship by the suction cup on the head, and is brought to the oceans of the world. This mode means that small enterprises find common interests with large industries or enterprises, take the initiative to form alliances, and turn powerful competitors into dependent partners, so as to achieve the first goal of striving for profits and make the enterprise grow rapidly

Microsoft: bundled with ibm

1977, Microsoft, which had just been established for two years, moved to Seattle from Albuquerque, Mexico. At that time, Microsoft, which was still unknown, mainly relied on developing and selling PC programming software for a living

In 1980, IBM prepared to enter the PC market and selected Microsoft to write key operating system software for its new PC, which was a major turning point in Microsoft's development. However, Microsoft's strength at that time could not meet IBM's needs, so billgatstein bluntly told IBM that the cp/m operating system of American digital research company met their requirements. Cp/m operating system is the most influential PC operating system in the late 1970s and early 1980s. It can run on hundreds of popular PCs at that time. It was developed by Gary Kildare, a professor in the Naval Research Institute

however, history has determined that this opportunity will eventually fall to Bill Gates. For the negotiators of IBM, the people of digital research company did not show their due enthusiasm. Professor Kildare was on a business trip and his wife was the one who received the IBM representative. She and the company's legal counsel refused to accept the move to sign the agreement before the talks began. They believe that doing so will undoubtedly cost digital research companies. The representative of IBM was so dissatisfied with the distrust of the digital research company that he had to leave. After returning from his business trip, Professor Kildare said that he could sign the agreement, but because he was negotiating with HP at that time, he believed that the benefits of reaching that agreement would outweigh the agreement with IBM

IBM, which was in a hurry, retreated to the second place and finally decided to jointly develop a new operating system with Gates' Microsoft. So gates bought an operating system called "Kwai and dirty" from a programmer named Tim Patterson with less than 100000 US dollars, and then made some improvements. After packaging, it became the world-famous MS-DOS. In november1980, IBM signed a cooperation agreement with Microsoft, but this agreement is not exclusive. The name licensed by Microsoft to IBM is PC-DOS, while that licensed by Microsoft to other PC manufacturers is called MS-DOS. It is through this non exclusive license that the windows operating system, a follow-up product of MS-DOS, has entered the PCs of thousands of households around the world, and "fish" Microsoft has joined shark IBM

4. Definition of "innovation speed" mode

enterprises whose innovation speed is higher than the industry average always have the leading advantage, and the new products they launch can always obtain excess returns. With the follow-up of imitators, profits begin to be eroded. At this time, the speed advantage of the innovator is brought into play again, and new products are launched to obtain additional profits. When the imitators follow up, the innovator launches new products

Huawei: patents win

when talking about Huawei's competitive advantage, many people and even its competitors will mention Huawei's low cost. However, in fact, Huawei has shown paranoia in patent R & D, which is rare among other Chinese private enterprises. Specifically, in terms of continuous investment in R & D and enthusiasm for patent and technical standard formulation, Huawei regards R & D capability and R & D scale as the essential difference between Huawei and other private technology enterprises

among the tens of thousands of employees, technical research and development personnel account for nearly one third. Huawei takes 10% of its annual sales as scientific research investment. Huawei's approach to the development and launch of new products (technologies) is to invest in large-scale commercial applications, enter the pilot stage, enter the development stage, enter the project approval process, and release a number of new ideas, gradually evolve, and get rid of the old to get the new. As early as 2001, Huawei was at the forefront of communication equipment technology in China and even the world with the speed of launching a patented technology in an average of two days. After 2003, Huawei gradually stepped out of the state of "making cars behind closed doors" and turned to a modern R & D model of cooperation, openness, mutual benefit and win-win results. At present, Huawei has established partnerships with more than 100 communication, software and other professional technology companies. On the one hand, this partnership helps Huawei better understand customer needs, on the other hand, it helps Huawei bypass some technical barriers and achieve leapfrog growth in R & D strength. "

finally in 2008, the first Chinese company ranked first in the number of PCT (Global Patent Cooperation Treaty) applications. Huawei submitted 1737 PCT applications in 2008, making it the world's largest patent applicant for the first time. In Huawei's own opinion, this is no longer a miracle.

5. The definition of" overall solution "mode

overall solution is centered on the consumer demand of customers, Provide customers with "one-stop" services. The overall solution is an inevitable product of modern commercial services. The form of the overall solution is different in different industries that are the fundamental problem determining the development of new energy vehicles. But their purposes are the same - focusing on consumer demand

ge: solution giant

many people interpret Ge as an industrial company, mainly engaged in electrical products, so they can't understand how a labor-intensive electrical company can survive from 1892 to today, the basic business leader

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