Currently, under the joint efforts of Gao Liang and Zhang Yuping, the "I Want to Become a God" scholarship has become one of the most renowned and influential student aid programs at Kyoto University, with many students taking pride in securing this award. The thriving academic performance and growing reputation of Kyoto University are significantly attributed to the strong motivational impact of the "I Want to Become a God" scholarship. When students prepare for university entrance exams, many are specifically drawn to this scholarship. A diligent undergraduate, upon earning the "I Want to Become a God" scholarship, not only covers their tuition but also secures a paid internship position at a subsidiary company within the "I Want to Become a God" Group, thereby addressing their living expenses as well. This dual benefit offers an excellent opportunity for outstanding students, enabling them to achieve significant career development. Nowadays, there's a well-known saying circulating: "Study at Kyoto University, and secure a position with the 'I Want to Become a God' Group!" A seamless pathway from education to employment—what a great experience! It appears that Kyoto University is now promoting a distinct banner—the renowned "I Want to Become a God" scholarship. Everyone knows that today's top universities typically establish scholarships to expand their own brand and influence. Yet, the "I Want to Become a God" scholarship has achieved such prominence that it now surpasses even the reach of a leading university brand. This caliber of stature and appeal is something most enterprises simply cannot match. Therefore, President Wu Yue deeply respects and holds the chairman of the "I Want to Become a God" scholarship, Gao Liang, in the highest regard. This visit by Gao Liang to Kyoto University primarily aims to meet with distinguished faculty members who are visionaries in business, to provide strategic guidance for the future development of "I Want to Become a God." Accompanied by President Wu Yue, Gao Liang arrived at the classroom of the School of Business Administration at Kyoto University's Guanghua College. The renowned professor Qian Jinshui, well known across the country, delivered a vivid lecture to his students on a successful business model, while Gao Liang, a quiet listener, quietly observed and engaged. "May I ask, Professor Qian," Gao Liang asked, speaking as an ordinary student, "what exactly is a successful business model?" Qian Jinshui wrote the words on the blackboard with a chalk: "The Path to Profit: Innovation in Business Model Operations." Gao Liang was deeply inspired. Indeed, despite the impressive achievements of his current Yushen Group, he clearly realized that unless he took further decisive steps, the group would eventually fall behind. Although the Hubei Group had gained a temporary edge through less-than-ideal means, Gao Liang had come to understand a fundamental truth: in the business world, just as on the battlefield, one must constantly innovate, boldly transform, and relentlessly advance. Otherwise, the enterprise will be eliminated. Even if it avoids elimination, it will inevitably lose its leading position. Starting a business is difficult; sustaining it is even harder. Gaoliang currently needs a completely new business model to drive transformation and promote the leap-forward development of our group. Qian Jinshui continued to lecture: Profitability is the first issue every company must consider—it's also one that everyone is deeply interested in. The path to profitability is easy to understand: it's simply about the methods and mindset for generating profits. So, how should our enterprise evolve? Lu Xun once said, "In reality, there is no path on the ground—paths are created by those who walk." This insight from Lu Xun gives us strength and encourages us to remain proactive, bold in our exploration, and committed to forging our own way. Yet, the current situation often leaves us puzzled: even when we are diligent and courageous in our efforts, we may still fail to resolve the challenges. We often encounter traffic congestion: once rush hour arrives, even on our northern fourth ring road in Kyoto—fourteen lanes, a spacious highway—cars pile up like waves, forming long queues that move slowly, creating a truly impressive scene. The same phenomenon occurs in business operations: familiar faces, conventional methods, and similar strategies, all competing for the same path, resulting in a situation where thousands of troops struggle to cross a single bridge. Thus, the reality teaches us that business operations must embrace innovation. In other words, as Lu Xun once said, "There was always a path on the ground; but when too many people walk it, the path itself disappears." To stand out, businesses must "take the less-traveled road." This is precisely the guiding principle of our course, "The Path to Profit: Business Model Innovation in the New Economy Era." The students in the audience spontaneously clapped as soon as Qian Jinsui spoke, and Gao Liang thought to himself, "Indeed! Hearing Professor Qian's words, I feel truly refreshed and inspired." Then, listen on. At this point, Professor Qian Jinshui continues: Well, let’s start with something close to us—the Olympic Games. Let’s see how innovation that takes the unconventional path drives social progress and transforms the course of events. It is well known that the Olympic Games are the world’s largest gathering of sports and cultural events, carrying with them passion, pride, honor, and dreams for decades. The dream of successfully hosting the Olympics in one’s own country is a shared aspiration for every one of us. Everyone will remember the moment on July 13, 2001, when Mr. Samaranchi announced in Moscow that Beijing would host the 2008 Olympic Games—the entire nation erupted in joy, its people filled with fervor and excitement, the country vibrating with enthusiasm. Many of our fellow citizens were so moved that they shed tears of happiness, their faces beaming with contentment. Yet it is not widely known that before 1984, hosting the Olympics was primarily determined by mandatory assignment. At that time, no country willingly volunteered to host the Games, let alone saw public enthusiasm or competitive bidding. In fact, countries actively avoided hosting altogether. Why? The reason was simple and severe: the costs of hosting were enormous, revenues were meager, and the financial losses were substantial—fear had taken root. The 20th Olympic Games in Munich in 1972 remained deeply in debt for years. The 21st Games in Montreal in 1976 left a debt of $1 billion, nearly driving the city's municipal government into bankruptcy. The 22nd Games in Moscow in 1980 cost $9 billion, yet the combined sponsorship from 381 sponsors amounted to only about $9 million. Initially, the U.S. government refused to host the 1984 Games in Los Angeles. It was only through the exceptional efforts of the visionary businessman Peter Ueberroth, who took charge of organizing the event, that the legacy of the Olympics was fundamentally transformed. Uberroos vigorously cut costs and pursued innovative management strategies. All know that the two largest expenses in hosting the Olympic Games are constructing new stadiums and building the Olympic Village. Uberroos advocated not building the Olympic Village, but instead leveraging student dormitories from three nearby universities to accommodate approximately 20,000 residents temporarily. He also largely utilized existing facilities for the competition venues, avoiding major construction projects.