The traditional production-centered business model is now considered a rigid enterprise business model. In addition to this business model, there are the following four business models:
(1 ) Division of labor and collaboration management model. That is to say, supporting large enterprises is regarded as a way for enterprises to develop and enter the market. Successful small and medium-sized enterprises pay great attention to avoid competing directly with large enterprises, but instead cooperate with large enterprises as much as possible and become indispensable partners in the development of large enterprises.
(2) Franchise business model. This is an important form of chain operation. It refers to a trademark that the franchise will own. Products, patents and proprietary technologies are granted to the franchisee in the form of a franchise contract, and the franchisee engages in business activities under a unified business model and pays corresponding fees as stipulated in the contract.
(3) Niche business model. As small and medium-sized enterprises, most of them are market fillers. As market fillers, they should carefully serve a small part of the market, not compete with major competitors, and occupy a favorable market position through specialized operations. The niche business model means that through market segmentation, the company concentrates its efforts on a specific target market, or strictly targets a market segment, or focuses on one product and service to create product and service advantages. By choosing a particular niche market, the firm's strategy becomes more prominent in the entrepreneur's decisions about customers and competitors. Compared with large enterprises, small and medium-sized enterprises are the most competitive in meeting the multi-level needs of consumers.
(4) Virtual business model. Since the 1990s, the world has been undergoing a profound transformation from a material economy to a knowledge-based economy. Through the integration and transformation of traditional production factors, namely capital, labor, land and other natural resources, knowledge and information have created a new business model for the development of enterprises, that is, virtual enterprise management.
In a virtual enterprise, the enterprise only controls the core functions, that is, the high value-added parts that are highly dependent on enterprise knowledge and technology are in its own hands, and other low value-added departments are virtualized. By leveraging external forces for integration, the purpose is to make the most efficient use of corporate resources in competition