How do you disregard the tradition of building a new business model?

The business model is a blueprint. They are forced to choose at an early stage. This is not only necessary, but also can be limited (much like construction drawings). In the end, they are a key factor in determining future success.

The problem is that the business model is later (based on past experience). In other words, a successful enterprise follows a set of specific rules in the context of the last setting. However, if this event is a novel-there is no past experience-you must create a new pattern.

This is the media, as well as TV and radio and other electronic channels are facing the most obvious challenges. The exclusivity of business models and the creation of brand and distribution controls (the nature of the old media business model) are useless for today's digital world.

Recognizing that environmental change is the first step. Most existing businesses refuse to accept the changes that have taken place-and try to force into an old business model. This has created a rising opportunity for the new company during the transition period to emerge from existing business by inventing and applying new models.

So how do you start a business when the pattern is out of date? The answer is simple: by actually assessing the external environment, creating a new model, building your assets and liabilities without fear, and realistically estimating your strengths and weaknesses (for future) competitors.

When you build this model, you need to consider the following five things:

1. Don't think a new model is your only way out--make sure your company actually needs or will benefit from the new business model. Even in a changing environment, changing existing models may be more beneficial to your business opportunities.

2, do not overestimate the change-change is happening gradually, so even if you start to move in a new direction, your model may still stop in history.

3. Don't let "try to be better" destroy the benefits-just because you're building a new model, you should focus less on the target before you hit it. Many ipad apps, for example, have dizzying numbers, but slow and hard to download. The result is a sharp drop in sales rather than the initial expectation.

4. Build a flexible model--it's always good, for example, to postpone estimating the time to reach your goal. Like software, it always takes longer time and cost than it starts to imagine.

5. Expect competition-if you want to eat your competitor's lunch, they will notice-and will work very hard to prevent you from doing it. Create competitive feedback in your model.

Finally, ignore criticism. There's always a person who doesn't understand what you're doing or don't want to understand. But they will have some comments. Once you start your plan, stick to it until you know it's already working or it can't be implemented. Don't give up too early.