Gaoliang smiled confidently, calmly and clearly responded. "In academic circles, the widely accepted definition of a business model is: 'A holistic solution that integrates internal and external elements to create an efficient, system-driven operating structure with unique core competencies, aiming to maximize customer value through the delivery of products and services, thereby achieving sustainable profitability.' Among these, 'integration,' 'efficiency,' and 'systematic structure' are foundational prerequisites; 'core competencies' serve as the means; 'maximizing customer value' is the subjective objective; and 'sustainable profitability' is the objective outcome—this is the sole external benchmark for evaluating whether a business model is successful." Gaoliang's words were firm and compelling, resonating with many in the audience. Amidst the applause, Pan Jinlian stood up and asked Gaoliang, "What is the essence of a business model? How should one build a successful one?" The campus beauty herself asked the question, instantly capturing everyone's attention. All students were staring at Gao Liang, their eyes wide. Professor Qian Jinshui gently pressed his nose where his glasses sat, while inside the classroom, the headmaster, Wu Yue, also walked in, her eyes filled with anticipation, admiration, and a quiet listening demeanor. After all, the most profound speech on business models was about to begin. Since Gao Liang had returned to his alma mater, though quietly, reporters from the Kyoto City Television, the Kyoto City Daily, and the Kyoto Municipal Government website had swiftly gathered, surrounding the business lecture hall with such intensity that it was nearly impossible to move through. These reporters had not been formally invited—they had all come spontaneously. They were eager to capture the most compelling moments. Gao Liang continued his incisive presentation: "At its core, a business model addresses the fundamental questions of what a company does, how it does it, and how it makes a profit—essentially, the practical application of commercial principles in operations." Just now, we outlined Huayuan's operational process and elaborated on its business model—namely, a profitable cycle achieved by promising payment to secure enterprises, using compensation trade to acquire equipment, generating profits through the return of new products, signing new contracts to receive advance payments, thus creating a self-sustaining growth process. "Clap! Clap! Clap!" The audience erupted into applause. The reporters' cameras flashed continuously. President Wu Yue beamed with satisfaction, "Haha! Our Kyoto University, ranked number one nationwide, has once again shone brightly—this time, even outshining my Yu Weng Shen Group!" There's a key figure here, a true myth—High Guang. At this moment, a reporter from Kyotocity TV asked, "Respected Mr. High, could you please tell us what exactly is the successful business model behind Yu Weng Shen's achievements?" Another reporter from Kyotocity Daily followed up, "Mr. High President, what are your insights on technological innovation and the successful business models of today?" "Starting a business involves risks. So, I'd like to ask Mr. Gao, how do you understand success and failure in the context of entrepreneurship? Thank you!" asked a female journalist from the Jingdezhen Municipal Government website. …… A stream of questions poured in at once toward Gao Liang, with several journalists asking different questions simultaneously. Many celebrity figures prefer to meet their fans rather than face journalists' inquiries, as journalists' questions are often not easy to answer—poor responses might even lead to behind-the-scenes revelations. Hence, celebrities often avoid or decline to answer when meeting journalists. Yet, Gao Liang embraced reality and managed to address all these questions at once. The journalists heard Gao Liang respond: A successful business model doesn't necessarily require technological innovation—it could simply involve transforming a specific operational aspect, reorganizing or innovating an existing business model, or even disrupting the entire game rules. Innovation in business models permeates the entire process of corporate operations, encompassing every aspect—from resource development, R&D models, manufacturing methods, marketing systems, to distribution networks. Innovation in each of these areas can give rise to a brand-new, successful business model. Every large enterprise begins as a small one, just as our pride, Liu Xiang—the one who runs faster than the wind—started his journey with wobbly, tentative steps. Let us now carefully examine the enterprises that have created commercial legends around us today: Baidu, Mengniu, Guomei, Haier, Lenovo, Li-Ning, Wahaha, Huayuan, Wuliangye, and Xiao Fei Yang. Are the methods by which these companies grew from small to large fundamentally the same? As Leo Tolstoy said: "Happy families are generally similar, but unhappy ones are all different." Here, attentive observers will surely notice that: failing enterprises tend to share common traits, while successful ones differ significantly from one another. A company's failure generally stems from a few core reasons: capital, talent, strategy, execution, and so on. Yet the path to success varies greatly from one enterprise to another. Baidu's pay-per-click ranking, Mengniu's event marketing, Guomei's multi-component system model, Haier's focus on after-sales service, Lenovo's diversified operations, Li-Ning's athlete-branded strategy, and Wahaha's channel collaboration—each successful company has found a unique business approach and operational model tailored to its own development. Only by continuously adapting and upgrading this model in response to evolving market conditions, competitive dynamics, and shifting consumer preferences can they grow and thrive. Within our course system, "The Path to Profit: Business Model Innovation in the New Economy," we have designed the "Business Model 5R Framework," examining and designing unique business models for each enterprise across five essential phases—Product, Operations, Communication, Financing, and Social Value Chain Interaction—thereby ultimately aiming to create business models that evolve and adapt over time in response to changing circumstances and environments. … Highlight's business presentation was truly insightful and distinctive, thought-provoking, and elicited sustained applause from the entire audience, which lasted for five minutes—long enough that it would have continued for even longer had it not been for Highlight signaling the audience to stop clapping. Since the Kyoto City TV Station, the Kyoto City Television Station, and the Kyoto City Government's official website were all conducting live broadcasts, millions of Chinese citizens were able to witness Highlight's compelling presentation in real time! "An executive who aspires to become a god—Mr. Highlight! Truly remarkable!" He could clearly and logically explain his successful business model, offering profound insights that truly benefited his audience—no wonder our group, Wuyi Group, is recognized as an outstanding brand across the entire Chinese nation! The viewers at home were deeply impressed by his eloquence, refined business acumen, and commanding presence. Not only the beautiful women from Kyoto University, including those from the foreign languages department, but in fact, many of these lovely girls had already extended their courtesies to Gao Liang, our super-attractive male star. Yet Gao Liang remained merely appreciative—after all, he possesses an exceptional mental strength and is not easily captivated by ordinary beauties.