business model is a profitable method, and it is also the main source of core competitiveness of enterprises. Cultural enterprises need to pay attention to the discovery and improvement of business models. Business model needs to be based on project management, but business model is not equal to the profit of specific projects. The profit in the business model is sometimes single and sometimes combined.

the first business model is a business model with enterprises as the main body and enterprises as the whole value. For example, now that a company invests in a movie and engages in an activity tomorrow, the whole company is operating a project, but not an enterprise, so the business model of the overall value of the enterprise has not been reflected. I turn a project-based enterprise into a project-based enterprise. There are many commercial movies, and people know the names of the stars, but they don't know the name of the company, so there is no overall business operation at this time.

the second is the business model of industrial chain management. Our theme park in China mainly sells tickets and hardware. Disney's theme park is an industrial chain that engages in tourism, film and television, entertainment, catering and derivative products. For example, we are now engaged in animation. There are many foreign animation industry chains, including Winnie the Pooh, which has sold nearly 6 billion dollars of derivative products every year, but some of our animation companies only sell original works.

the third business model is industrial agglomeration in the form of industrial chain. At present, there are two conditions for us to make industrial cluster parks in many places. The first is the gathering of enterprise headquarters, and the second is the gathering of industrial chain forms.

the fourth business model is called capital operation and enterprise merger and acquisition. All the major cultural companies in the world raise funds through listing, and then buy other enterprises; None of them grew up entirely by their own accumulation.

the fifth is that the project can be a large-scale, sustainable and branded business model. We have a lot of brand activities now, but some activities are here this year and in other places next year. They are not done well every year, and they are accumulated, even getting better every year. The project must be sustained and branded, so as to embody the essence of the business model of large-scale projects. The state should allow talent shows to go on, because only in this way can there be economies of scale.

the sixth business model is a business model with the core of tapping the commercial value of customers. Comparing Phoenix Satellite TV with Sunshine Satellite TV, we can see that the audience of the former has high commercial value, while the latter does not, mainly those who have no money to spend, so the advertisements can't go up.

the seventh business model is a combination business model, which is a business model in which cultural industries are integrated with other industries. For example, in tourism real estate, we are now called Cultural tourism real estate. In fact, those who make the most money in the field of cultural industries are those who engage in cultural tourism real estate, like OCT, and they earn much more money than content enterprises.

the eighth business model is one that requires specialization. For example, Americans are good at making animated films, and their scale income is more than that of Japanese animated TV. For another example, the football clubs in China, which need professional sports management, have no specialization. Football clubs in China are very strange now. No one in foreign countries uses the company's name to name a team, because if the sponsored company goes bankrupt, the brand of this team will be gone, and there will be no loyal consumer fans.

the ninth is a comprehensive business model that combines star brokerage with entertainment, including letting people participate in the draft to become stars, and the protagonist after the draft becomes a movie star, carries out celebrity endorsement, publishes books, etc. These activities also include the income from mobile phone text messages, commercial sponsorship, etc., which can build an industrial chain.

The tenth business model is to transform and upgrade the manufacturing business model. For example, Apple is a successful example, and Yachang Printing is also an example of active exploration. This business model needs to greatly enhance the connotation of cultural and artistic design.

the eleventh business model is a cross-media business model. Our enterprise is now moving towards such a trend and can operate across media. Some companies have begun to try cross-media management, and they have been quite successful. For example, Huayi Brothers is doing cross-media management.

the twelfth business model is a business model as a regular activity and trading platform, such as Alibaba and Ctrip for network information and e-commerce, as well as various musical instrument trading and intellectual property centers. Web portal is also a business model with the nature of activity platform.

The thirteenth business model is a business model that combines technology and skills, such as Google and Baidu, which keep leading technology, and their employees have the skills to improve technology and team ability.

the fourteenth business model is one with lifelong consumers, such as sports teams and clubs, to meet the lifelong consumption needs of fans, rather than relying on title sponsorship at one time.

the fifteenth business model is customized business model, such as the customization of animation content of mobile companies, or the technology outsourcing and customer service of some large enterprises.

the business model should be in line with the current national conditions in China, and at the same time it needs to be forward-looking. Of course, all business models must strictly consider commercial feasibility. Therefore, the above business models are all business models led by entrepreneurs, not business models led by artists and planners.