Page 9 - Demo

%u062c%u0645%u064a%u0639 %u0627%u0644%u062d%u0642%u0648%u0642 %u0645%u062d%u0641%u0648%u0638%u0629 %u0640 %u0627%u0625%u0644%u0639%u062a%u062f%u0627%u0621 %u0639%u0649%u0644 %u062d%u0642 %u0627%u0645%u0644%u0624%u0644%u0641 %u0628%u0627%u0644%u0646%u0633%u062e %u0623%u0648 %u0627%u0644%u0637%u0628%u0627%u0639%u0629 %u064a%u0639%u0631%u0636 %u0641%u0627%u0639%u0644%u0647 %u0644%u0644%u0645%u0633%u0627%u0626%u0644%u0629 %u0627%u0644%u0642%u0627%u0646%u0648%u0646%u064a%u062999risky than the previous two models, and therefore it is less profitable, and the level of investment required can be minimal. An example is Airbnb 4. Subscription business model: The company gets revenue from subscribers at regular intervals, such as Netflix, Spotify and others. This model has a clear advantage, which is that the company knows in advance how much returns it will generate, but on the other hand, the company will take several months to recover the cost of acquiring the subscriber, which leads to less cash generation at the beginning of the cycle. 5. Freemium free business model: The company offers two versions of its product, a free version with specific features and aims either to raise awareness about the product or to create a network of influence. The paid version includes more features, including the company's profit margin sufficient to cover the costs of free users. The key to success here is the ability to generate a large network of influence (eg LinkedIn) and/or convert enough free users into paid customers (eg UserVoice). 6. Work model with add-ons (extensions): The company offers the product for free or at a price close to the cost of production and generates profit from the sale of accessories. The classic example of this model is the sales of razor blades: the machine is sold almost for free, but you have to constantly buy expensive blades to be able to use it. 7. Group Purchasing: a quantity purchasing that enables groups of purchasers to obtain a discount price.