Many times we emphasize the importance of a good business model for enterprise development, especially for some start-ups, thinking that a good business model can make up for their inherent shortcomings in management and achieve rapid development. Yes, but there is often a misunderstanding here. A good business model lies in uniqueness and innovation. As long as it is not thought of by others or not in all aspects of the existing market, it is your own wealth. Just as people are superstitious about ideas, they finally find that "a good idea can only be supported so far." For an entrepreneur, a really good model should be suitable for him, that is, he has the ability to operate and effectively integrate existing resources. On this basis, real innovation can be realized. In the highly competitive Internet era, an idea has just come to mind, and thousands of people may think of it at the same time. The same business model that looks promising will actually be practiced by hundreds of enterprises at the same time, but in the end, only one may succeed in actual operation. Here, apart from the small differences that each mode itself may lead to different results in the actual operation process, what really plays a decisive role is the actual operation ability of different companies. I want to build a virtual entertainment community for home computer users. Lenovo and a student team do it, and the effect is definitely different. Similarly, if it involves the operation of e-commerce payment authentication system, it is actually a dead end without bank relationship and background. The operational ability mentioned here has not actually involved the problems in the specific operation and management of the company. It is just the resources that entrepreneurs can develop and mobilize, including funds, channels, customers and so on. We often say that "entrepreneurs should do what they are best at". What we are good at here is not only the ability, but also the resource conditions of your environment. When designing your own entrepreneurial model, it is very important to have an objective measure of yourself and the environmental conditions, and to know clearly what you can do and where to invest to get the greatest benefits, instead of blindly imitating and following other people's successful models. There was a time when young entrepreneurs often had a wrong understanding that simply building a website meant starting a business, and they could become Yang Zhiyuan and Zhang Chaoyang. Now everyone has gradually calmed down and understood that the success story cannot be copied. Let's talk about student entrepreneurship. With the adjustment of Nasdaq stock market, students' entrepreneurship has also entered a trough accordingly. Gone are the days when a novel website idea can be invested by venture capitalists. Nowadays, VCs are pragmatic and calm, and their promising projects are all technologies with originality and certain barriers in the future of Internet application, while the requirements in market and management are relatively simple. Because for students or other young entrepreneurs who don't have much business experience, this is a relatively easy model. There are many details here. For example, for a start-up technology company, whether it needs to directly face the user market is a problem that needs careful consideration. If you directly connect your technology with the final client application, you need to measure your market ability, channels, customer base and other resources. If we can't do technology and market well at the same time on the existing basis, we may have to give up those models that seem to have higher added value and do what we can do at this stage first. At the beginning of starting a business, the first important choice is to find a business model that suits you, not only Internet companies such as e-commerce, where the model is king.