As far as the current development trend is concerned, the "profit model" is a hot term for the whole financial sector. It is not only the financial sector, the boss who does business and the wage earners who want to do business, but they are ignorant of the "profit model." In particular, the popularity of Weibo and WeChat in the past two years and the popularity of QR codes mean the rise of the new profit model and the decline of the old profit model. "Profit mode" is a "God horse" thing? "Profit mode" is so hot, as a member of the consulting industry, it is naturally also concerned, so use "Diang Niang" to search, a lot of "profit mode" The definition has come out, but it is foolish to think that many explanations have problems, or they are not marginal, or look around, or are too detailed to refine the focus, or highly generalize. all in all. To sum up the suggestions of these experts and scholars, it is nothing more than the following seven aspects. First of all, the core products of your profit model must have broad market capacity and continuous development prospects. The market capacity is too small, and the development space of the project is naturally small. The market development prospects are small (such as the sunset industry, such as traditional lighting), the project's growth space is bound to be small. Second, the core strength of the product (or service) is very competitive. Your core product or service, the core competitiveness is the first, or an upgraded version of the traditional product (or service), in theory, has an unparalleled competitive advantage. Again, the project's profitability is strong (at least theoretically). The profitability is too weak to keep the project alive and unable to provide the team with fresh blood – cash flow, naturally it is impossible to expand production or scale up. Fourth, there must be a scientific interest distribution mechanism. Many theoretically measure a good profit model because the irrationality of the benefit distribution mechanism leads to the loss and guilt of the core backbone. Because of the lack of effective incentive mechanism, the cohesiveness of the team is reduced, and the project is in a state of semi-death and at the same time, the core members. The loss, invisibly also created a lot of competitors for themselves. Fifth, you must be able to copy quickly. If the project's operating mechanism cannot be quickly self-replicated, it will not be able to grow quickly, and naturally it will not be able to grow bigger and stronger. For example, a lighting store, if it can only be bigger and stronger in the form of a single store, or even a regional first brand, it can not be a profit model, because he can not copy multiple same stores in other areas. Whether it can be copied depends largely on whether there are standard processes and operations. And the core human resources drive these standards to enforce. Sixth, we must be able to create barriers to competition. This way, you can not be afraid of the imitation and transcendence of competitors However, the source of competitiveness is not limited to products. In addition to products, there are soft things such as financing platforms, incentive mechanisms, and service standards. Seventh, in theory, it can attract venture capital or other financing platforms. It is precisely because the profit model has the above six competitive advantages, so it is a matter of course to attract all kinds of venture capital or listing. Using the seven criteria of the “profit model†(mainly the first six), we can easily find out which are the profit model and which are not. For example, home appliance chain channels, such as Ma Yun's Ali system, such as KFC, McDonald's and so on. These are mature and successful profit models that fit the seven definitions of the “profit modelâ€. But some are theoretical "profit models", such as the now hot O2O model, it is inevitable that some big companies will be born in the future. There are also some theoretically successful profit models, but in practice, it is not ideal. For example, the “Wu Dalang†biscuits that have been used for a while, in “manufacturing barriers to competitionâ€, “proportion of profit distribution†and “core competitiveness†Does not meet the definition of the profit model.
Features
1. It is widely used in the industries of grain, feed, flour, oil, chemicals, and metallurgy;
2. It is for controlling of materials entering in and out. The cylinder is adopted to push connection rod to move and ease of operation;
3. It can be customized according to client's requirements.
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