Question 1: How to analyze the profit model of an enterprise For stock investment, whether a stock is worth betting on depends on the profit characteristics and business model of the enterprise, that is, the value creation process of the company. Generally speaking, it is a way for enterprises to make money, and it is a conventional method. This method of making money determines the future life and death of the enterprise, the corresponding investment value and investment type of the enterprise, and of course the operation strategy that an investor should adopt. A good profit model can certainly ensure the sustainable development or growth of enterprises. It is also a competitive advantage of an enterprise. Since the profit model is studied, it is not product, price, output, finance, valuation, investment rating, etc. What is mentioned in the general survey is not the short-term information of the enterprise, for example, the enterprise suddenly signed a big order, or the enterprise workshop suddenly caught fire. In fact, these can only have a short-term impact on the stock price, and the fundamental core impact is determined by the company's profit model and business characteristics. The concepts of profit model and business characteristics are very abstract to explain, and Peter Lynch, a famous fund manager, explained them with vivid metaphors. He thinks that looking at stocks is like looking at people, and choosing stocks is like getting married. Different stocks are like different people with different occupations. If you know his occupation well, you won't have some unnecessary associations, and you can get along with him in a direct way. However, the core characteristics of an enterprise are not as easy to identify as a person's professional characteristics, so only by mastering some analytical methods and gaining some experience can you identify these core characteristics. The profit model is inseparable from the management of enterprises. Because the profit model is the way and channel for enterprises to turn business value into profit. It can be said that the profit model is a comprehensive embodiment of management's strategic vision, judgment and execution. From the perspective of valuation, some enterprises will have higher valuation than others because of the advantages of profit model, which is caused by the difference of profit model. In fact, sometimes a simple analysis of the industry situation can reveal the profit model of enterprises. You must admit that some industries are easier to make money than others. This is a superficial profit model analysis. Generally speaking, the competition in industries with low barriers to entry is often fierce. When everyone can participate, there will be excessive competition and it will become unprofitable business. This is the case in many manufacturing industries, especially those producing middle and lower reaches products. As the price of raw materials rises, the gross profit margin will be greatly reduced. For example, raw materials account for 70% of the cost. If its price rises by 10%, the enterprise cost will increase by 7%, and the gross profit margin will decrease by 7% accordingly. In addition, ordinary manufacturing enterprises need a large number of continuous equipment updates, and in order to improve efficiency and make products catch up with the times, more funds must be continuously invested. Therefore, many manufacturers feel that the business is getting bigger and bigger, and the debt is getting bigger, because many new machines and equipment are expensive and often need financing to buy, but the profits are not getting bigger and bigger. However, the profit model of some enterprises is better than other enterprises, such as chain+brand model is better than OEM production model; It is natural that natural monopoly industries are better than over-competitive industries. Even if the industry of such an enterprise is not excellent, as long as the management finds a profit model suitable for itself and the characteristics of the industry, it will certainly create considerable profits. For example, Newco Steel Company in the United States, even if it is in a cyclical industry, its share price can increase by 10 times within 10 years. Its success lies in the excellent profit model established by the management.

Question 2: How to plan the company's profit model? Profit model Simply put, the profit model is the channel for enterprises to make money, and what mode and channel to make money through.

Profit model can be divided into spontaneous profit model and conscious profit model. The former is formed spontaneously, and enterprises lack a clear understanding of how to make profits and whether they can make profits in the future. Although the enterprise is profitable, its profit model is not clear, and its profit model is characterized by concealment, fuzziness and lack of flexibility. The latter, that is, conscious profit model, is formed by enterprises consciously adjusting and designing profit model by summing up profit practice. It has the characteristics of clarity, pertinence, relative stability, environmental adaptability and flexibility. In the early stage of market competition and the immature stage of enterprise growth, the profit model of enterprises is mostly spontaneous. With the intensification of market competition and the continuous maturity of enterprises, enterprises begin to pay attention to the study of market competition and their own profit model. Even so, not all enterprises are lucky to find a profit model.

Profit model planning is marketing planning. The main contents of marketing planning are as follows: 1. Marketing strategic planning. 2. National marketing of products. 3. First-line marketing team building. 4. Promotion policy formulation. 5. Create a special sales model such as monopoly system. 6. Terminal sales performance improved. 7. Demonstration market construction. 8. Establishment of distribution system. 9. Channel construction. 10. Construction of direct selling system. 1 1. Construction of price system. 12. Investment planning. 13. New product launch planning. Product planning. 15. Market positioning. 16. Marketing diagnosis. 17 establishment of network marketing platform, etc.

Steps of marketing strategy

Marketing planning includes six steps: scenario analysis, goal, strategy, tactics, budget and control. 1. Scenario analysis: Enterprises should first make clear all kinds of macro forces (economy, politics, law, society, culture and technology) and insiders-enterprises, competitors, distributors and suppliers. Enterprises can conduct SWOT analysis (strengths, weaknesses, opportunities, threats). However, this analysis method should be modified to TOWS analysis (threats, opportunities, weaknesses, strengths), because the order of analytical thinking should be from the outside to the inside, not from the inside out. SWOT analysis may pay too much attention to internal factors and mislead enterprises to selectively identify external threats and opportunities according to their own advantages. This step should also include the main problems faced by all departments of the company. 2. Objectives: For the best opportunities confirmed in scenario analysis, enterprises should rank them, and then use this as a starting point to define the target market, set targets and complete the timetable. Enterprises also need to set goals for stakeholders, corporate reputation, technology and other related aspects. For example, Haier's corporate slogan "Sincere service forever", Foersheng's "Make transmission simpler, make transmission more energy-saving" and so on. 3. Strategy: There are many ways to achieve any goal, and the task of strategy is to choose the most effective way of action to achieve the goal. 4. Tactics: The strategy is fully developed into details, including the schedules and tasks of 4Ps and personnel in various departments. 5. Budget: the cost of actions and activities planned by the enterprise to achieve its goals. 6. Control: The enterprise must make inspection time and measures to find out the completion of the plan in time. If the plan is behind schedule, the enterprise must correct its own goals, strategies or various behaviors to correct this situation.

Four elements of marketing planning

Market environment analysis

The main purpose of market environment analysis is to understand the potential market and sales volume of products and the information of competitors cutting products. Only by mastering the market demand can we be targeted, reduce mistakes and minimize risks. Take herbal tea as an example. Herbal tea has always been loved by southerners, who have differences in climate and diet. Therefore, the main marketing force should be concentrated in southern cities. If the power is wrongly positioned and transferred to the north, no matter how much manpower and financial resources are invested, it will not achieve good marketing results.

Psychological analysis of consumption

Only by understanding the reasons and purposes of consumers buying products can we formulate targeted marketing ideas. At present, most marketing is consumer-oriented and products are formulated according to consumers' needs, but this is not enough ... >>

Question 3: How to write the profit model? The specific content of the business plan is determined according to your specific plan and writing ideas. In other words, as long as you can clearly express what you want to express or your expression can make readers fully understand what you want to express, you can, and you don't have to strictly abide by what you want to express. Generally, you should write the following contents for your reference ―― First, the general situation of the enterprise; Second, business philosophy and market analysis; Fourth, the main products or services; Fifth, the pricing scheme; Sixth, the promotion plan; And legal forms of existence. You should focus on the distinctive part of your plan or the part that is very important to the whole plan, such as the profit model proposed by your question. If your plan is characterized by a profit model, you must write it out. If your profit model is common in the industry, you can simply explain your business ideas or pricing plan, and you don't need to write specifically.

Question 4: How to write corporate profitability? Enterprise profitability refers to the ability of enterprises to make use of various economic resources to obtain profits. It is a comprehensive embodiment of its marketing ability, cash acquisition ability, cost reduction ability and risk avoidance ability, and it is also a concrete embodiment of all aspects of the company's operating results. The quality of enterprise management will be shown through profitability. The analysis of enterprise profitability is mainly based on the balance sheet, income statement and profit distribution table, and a set of index system is constructed through the logical relationship between the items in the table, which usually includes net profit rate of sales, profit rate of cost and expense, return on total assets, interest guarantee multiple, etc. And then analyze and evaluate the profitability. Profitability analysis is an important part of enterprise financial statement analysis, and the following issues should be paid attention to in profitability analysis.

First, we can't just look at the profitability of enterprises from the sales situation.

Profitability analysis of enterprise sales activities is the focus of enterprise profitability analysis. In the formation of enterprise profits, operating profit is the main source, and the level of operating profit depends on the growth rate of product sales. The increase or decrease of product sales directly reflects the production and operation status and economic benefits of enterprises. Therefore, many financial analysts tend to pay more attention to the impact of sales on the profitability of enterprises, trying to analyze and evaluate the profitability of enterprises only according to the changes in sales. However, the factors that affect the sales profit of enterprises include product cost, product structure and product quality, and the factors that affect the overall profitability of enterprises include foreign investment and sources of funds, so it is not enough to evaluate the profitability of enterprises only from sales, and sometimes it is impossible to objectively evaluate the profitability of enterprises.

Second, we should pay attention to the impact of tax policies on profitability.

Tax policy refers to the policies and principles of tax distribution activities selected and established by the state to realize the tasks in a certain historical period. It is the main means for the state to carry out macro-control. The formulation and implementation of tax policy is conducive to adjusting the effective allocation of social resources, providing a fair tax environment for enterprises and effectively adjusting the industrial structure. Tax policy has a very important impact on the development of enterprises. Enterprises that meet the national tax policy can enjoy tax incentives and enhance their profitability. Enterprises that do not meet the national tax policy are required to pay high taxes, which is not conducive to the improvement of corporate profitability. Therefore, there is a certain relationship between the national tax policy and the profitability of enterprises, and the evaluation and analysis of the profitability of enterprises cannot be separated from the evaluation of the tax policy environment they face. However, because tax policy belongs to the external factors that affect the development of enterprises, many financial personnel often only pay attention to the internal factors that affect the development of enterprises, and often ignore the impact of tax policy on the profitability of enterprises.

Third, pay attention to the influence of profit structure on the profitability of enterprises.

The profit of an enterprise is mainly composed of main business profit, investment income and non-recurring project income. Generally speaking, the main business profit and investment income account for a large proportion of the company's profits, especially the main business profit is the basis for the formation of enterprise profits. Non-recurring projects also contribute to corporate profits, but they should not account for a large proportion in the overall profits of enterprises. When analyzing the profitability of enterprises, many financial analysts often only pay attention to the analysis of the total profit of enterprises, but ignore the analysis of the profit composition of enterprises and the influence of profit structure on the profitability of enterprises. In fact, sometimes the total profit of an enterprise is very large. If the profitability of the enterprise is good from the total amount, but if the profit of the enterprise mainly comes from some non-recurring projects or is not created by the main business activities of the enterprise, then such a profit structure often has great risks and cannot reflect the real profitability of the enterprise.

Fourth, pay attention to the influence of capital structure on the profitability of enterprises.

Capital structure is one of the important factors affecting the profitability of enterprises, and the degree of debt management of enterprises directly affects the profitability of enterprises. When the return on assets of an enterprise is higher than the loan interest rate of an enterprise, enterprise debt management can improve the profitability of the enterprise, otherwise enterprise debt management will reduce the profitability of the enterprise. Some enterprises only pay attention to increasing capital investment and expanding the scale of enterprise investment, while ignoring whether the capital structure is reasonable, which may hinder the growth of enterprise profits. In the process of analyzing the profitability of enterprises, many financial personnel also ignore the influence of capital structure changes on the profitability of enterprises, and only pay attention to the independent analysis of borrowed capital or self-owned capital of enterprises, without comprehensively considering whether the structure between them is reasonable, so they cannot correctly analyze the profitability of enterprises.

Verb (abbreviation of verb) attaches importance to asset operation ... >>

Question 5: What is the difference between profit model and profit model? It means the same thing

Question 6: Analysis of the profit model of e-commerce website How to write the cost budget and profit model? Other words are the customer-oriented transformation of the website or visual merchandising, and logistics, and that's probably all.

Question 7: Elements of profit model It is necessary to study the profit model of enterprises by effective analysis. When we studied the profit model of successful enterprises for a long time, we summed up five elements of the analysis and design of enterprise profit model. The profit model of almost all enterprises is a combination of various elements with one or two elements as the core. Profit source refers to the group of buyers and users of goods or services provided by enterprises, and they are the only source of profits for enterprises. Profit sources are divided into main profit sources, auxiliary profit sources and potential profit sources. A good enterprise profit source should have a sufficient scale, have a deep understanding of the needs and preferences of profit sources, and have a certain competitive advantage compared with competitors when mining profit sources. Profit point refers to the products or services that enterprises can make profits from. A good profit point should aim at clarifying customers' clear demand preferences, creating value for customers who constitute the profit source and creating value for enterprises. Some enterprises' products and services either lack the pertinence of profit sources or do not create profits at all. The profit point reflects the output of the enterprise. Profit leverage refers to a series of business activities of enterprises to produce products or services and attract customers to buy and use their products or services. Profit leverage reflects part of the investment of the enterprise. Profit barrier refers to the preventive measures taken by enterprises to prevent competitors from plundering their own profits. It is the same as profit lever, but profit lever is to incite "cheese" to belong to me, and profit barrier is to protect "cheese" from being moved by others. Profiteers are people who are extremely sensitive and predictable about how enterprises make profits. He is often an entrepreneur himself, perhaps an ally of an entrepreneur or a professional manager.

Question 8: Profit model Profit model Up to now, the profit models that we are familiar with for Internet companies (or enterprises that rely on the Internet platform for marketing) are nothing more than the following: 1, big advertisements (especially brand advertisements, such as banners and text advertisements on Sina and Sohu's home pages, including column titles, etc. ); 2. Small advertisements (especially classified advertisements, competitive ranking advertisements, narrow advertisements, etc.). , such as GOOGLE, Baidu, Tianxia Internet, Search Fan, etc. ) 3. props, QQ show (if you have read Tencent's financial report, you will know how much income you can earn by buying props and paying members) 4. EC (that is, E-merce's method of obtaining income through e-commerce, such as Taobao and Soufan). Whether it is B2B, B2C or C2C, or providing network services, there are various charging methods, which we classify as EC)5. Online games (the game products launched by Shanda and Netease are typical cases, and many free online games are also very popular. Although there is no charge for players, you can charge for buying and promoting special props; Scenes can also be sold to related companies for revenue) 6. Provide (on behalf of) charging services (many websites that download movies and songs, considering that many similar websites involve copyright issues, here are no examples; Websites that register members to pay for services, such as Lily.com; Websites that help traditional enterprises to carry out online marketing, such as E Long and Ctrip, seem to have some similar profit models with Article 4 above, but there are still subtle differences. 7.SP-related (too many, Kong Zhong, Pocket Smart, and many SP companies) are almost all Internet-related charging modes. Portal websites have most or all revenue methods, so the portal can develop smoothly. Vertical websites, if one or two of them are professional and refined, can also get stable income. With the exclusion method, if you can think of a method other than the above revenue model, it may be the profit model of the WEB2.0 website. But obviously, there is no other revenue model for the domestic Internet at present. Therefore, it is natural for us to think that WEB2.0 website can not be separated from one of the above-mentioned Internet revenue models, or there are multiple charging models. In fact, because each website has different products, structure, content and audience, it is very important to consider what kind of profit model to build according to the characteristics of its own website products. Everyone knows the myth of Myspace. In fact, frequent Myspace users know that there is no particularly good way to earn income from the website. Its website architecture and product design are all ideas of WEB2.0, but why are Google and Yahoo eager to get its advertising rights? Because they value MYSPACE's huge users and PV comparable to Yahoo. With these, Google can easily put Adsense ads on Myspace and get huge income. It can also put banner ads and text link ads on every Myspace personal page, which is easy to understand. Similarly, Youtube will attract advertisers' attention with its huge video file library, detailed content classification and huge daily video playback. Imagine if you put a Coca-Cola brand advertisement at the end of all video files, then the daily display of this advertisement will far exceed the display of commercial inserts of popular TV movies in the United States. But is this profit model new? Not new, we are all familiar with it. So, whenever someone asks: What is the profit model of WEB2.0? I will tell him that there is no special profit model for WEB2.0. The most urgent task for WEB2.0 website is not to consider the profit model, but to design the logical relationship of its own products with the advanced concept of WEB2.0, carry out technological innovation at the fastest speed, and automatically and accurately classify the content, so as to provide its own users with the best online experience and further obtain the most registered users and the largest PV, which is the key to building a good profit model. If we can use virus marketing to get the most users in the shortest time, it is the key to success. To put it more thoroughly, to get the most eyeballs, the profit model naturally came into being, which is basically the continuation of WEB 1.0 eyeball economy. Six years ago, Wang Zhidong, Zhang Chaoyang and Ding Lei had to mention eyeball economy in every speech. Today, eyeball economy has finally proved to be a successful model of the Internet. I >>

Question 9: How to write the profit model of food city Let me introduce the profit model of a foreign company for your reference. The company started out small. In order to develop rapidly, it adopts the capital snowball model to develop, which is the chain model. It first set up a small company, and then the company mortgaged it, lent money to Yinchang, and used the money to buy more enterprises and quickly occupied market share. No matter whether it is profitable in the early stage or not, it is the bank's money anyway, paving the way for the transfer of interests to specific enterprises after the successful acquisition. This is the invincible mode in which the legal system and capital market in early society were not perfect and small companies developed rapidly. I wonder if this is useful to you?

Question 10: What are the profit models of enterprises? They are the unique business structure and its corresponding business structure gradually formed by enterprises in the market competition, and they are a way for enterprises to obtain profits. So what are the profit models of enterprises?

Profit model: differentiation

Product differentiation brings higher income, which can be used to cope with the pressure of suppliers and relieve the pressure of buyers. When customers lack choices, their price sensitivity is not high. Finally, companies that win customer loyalty by adopting differentiation strategy are in a more favorable position than other competitors in the face of the threat of substitutes.

Achieving product differentiation sometimes conflicts with efforts to occupy a larger market share. Enterprises often need to be psychologically prepared for the exclusiveness of this strategy, that is, this strategy and increasing market share cannot be taken into account. More generally speaking, it is always expensive to establish differentiated activities, such as extensive research, product design, high-quality materials or careful customer service. Then realizing product differentiation means at the cost of cost position.

If the differentiation strategy is successfully implemented, it will become an active strategy for an industry to win high-level income, because it has established a defensive position to deal with five competitive forces, although its defensive form is different from cost leadership. Porter believes that the implementation of differentiation strategy sometimes conflicts with the activities of striving for greater market share. The implementation of differentiation strategy often requires enterprises to be psychologically prepared for the exclusiveness of this strategy. This strategy cannot be balanced with the growing market share. The activity of establishing company differentiation strategy is always accompanied by high cost. Sometimes, even if customers in the whole industry know the unique advantages of the company, not all customers will be willing or able to pay the high price required by the company.

Profit model: low cost

Cost-leading strategy (also known as low-cost strategy) Cost-leading strategy is perhaps the clearest of the three general strategies. Under the guidance of this strategy, enterprises decided to become low-cost manufacturers in their industries. The business scope of an enterprise is very wide, serving many industrial departments, and may even operate businesses belonging to other related industries. The management of an enterprise often plays an important role in its cost advantage. The source of cost advantage varies with industrial structure. They can include the pursuit of economies of scale, patented technology, preferential treatment of raw materials and other factors.

When the price of a cost-leading enterprise is equal to or lower than that of its competitors, its low-cost status will be transformed into high income. Although cost-leading enterprises rely on their leading position in cost to gain a competitive advantage, they must obtain a favorable position with equal or similar value on the basis of unique products compared with competitors if they want to become an expert with above-average economic benefits. The success of cost leadership strategy depends on the skills of enterprises to actually implement the strategy day after day.

Cost leadership is not the same as the lowest price. If the enterprise falls into the misunderstanding that the price is the lowest and the cost is not the lowest, what it can only get is to push itself into the endless price war. Because, once the price is reduced, competitors will also reduce the price, and because the cost is lower than their own, there is more room for price reduction, which can support the price war for a longer time.

Profit model: focus

The cost leading strategy and differentiation strategy are oriented to the whole industry and carry out activities within the whole industry. Centralized strategy is to carry out intensive production and operation activities around a specific goal, which requires more effective services than competitors. Once the company chooses the target market, it can form a centralized strategy through product differentiation or cost leadership. In other words, companies that adopt a focus strategy are basically companies with special differentiation or special cost leadership. Because of the small scale of such companies, companies that adopt centralized strategy often cannot adopt differentiated and cost-leading methods at the same time.

If a company adopting centralized strategy wants to achieve cost leadership, it can establish its own cost advantage on special products or complex products. It is difficult to standardize the production of this kind of products, to form economies of scale in production, and to have the advantage of experience curve. If a company adopting a centralized strategy wants to achieve differentiation, it can use all differentiation methods to achieve the expected goal. Different from differentiation strategy, companies adopting centralized strategy compete with companies implementing differentiation strategy in a specific target market, but not with competitors in other market segments. In this regard, companies with a focused focus can better understand the market and customers because of the small market, and provide ... >; & gt