Value, how to generate income?
Put customer needs, payment relationships, revenue sources and delivery costs together to determine whether the business logic is complete.
Form a business structure that can be discussedS02 BUSINESS & ECONOMIC MODEL DESIGN
Business and economic model design
Make business run smoothly,
Let incentives have a basis.
Put value creation, revenue costs, contribution incentives and equity rules into the same model. Make business assumptions measurable, allow cooperation mechanisms to have boundaries, and provide a basis for piloting and implementation.
For enterprise decision-makers, business owners and ecosystem builders
WISERUNIONMODEL BLUEPRINT / S02
ONE BUSINESS. CONNECTED RULES.
From business logic,
to a set of executable rules.
01
Value and Transaction Who pays · Why pay
02
Revenue and costs Revenue sources · Cost constraints
03
Contributions and incentives Contribution verification · Reward budget
04
Equity and redemption Acquisition conditions · Use and release
Model description Calculation and scenarios Parameters and rules
Delivery structure diagram, the specific scope is agreed upon according to business issues.
VALUE. CASH FLOW. RULES. Download Service Summary MD
01 / MAKE THE LOGIC WORK
Good business idea,
The logic must withstand scenario testing.
Before expanding investment, introducing partners, or issuing incentive mechanisms, first clarify and calculate the relationship between value, budget, and rules.
Can growth cover investment?
Measure different business scales and cost conditions, and find out the key variables and budget constraints that affect operating results.
See clearly the establishment conditions and pressure scenariosContribution, how to get rewards?
Clarify the contribution caliber, reward sources and rights redemption, and transform participation willingness into executable collaboration rules.
Align incentive basis and fulfillment of responsibilities02 / START WITH YOUR BUSINESS
Different business problems,
has a different modeling focus.
Starting from the current business and collaboration methods, determine the models that need to be deepened. Choose a scenario close to you to view communication and delivery priorities.
Revenue structure / unit cost / scale assumptions
The business is preparing to expand. Let’s first see if the growth can cover the investment.
For a new business, platform or upgrade, connect customers, pricing, transaction frequency and delivery costs, comparing outcomes under different operating assumptions.
Discuss my model requirementsAnswer these questions first
- Who pays and for what value?
- How does the cost change with each additional customer or transaction?
- Under what scale and conditions can the business cover the investment?
Highlights of achievements
Business model description/Revenue cost calculation/Key assumptions and verification list
Contribution caliber / incentive budget / allocation rules
There are more and more participants, allowing contributions and rewards to have a common basis.
For industry platforms, channel networks or collaborative ecosystems, define which contributions warrant rewards, how they are recorded and verified, and where reward budgets come from.
Discuss my model requirementsAnswer these questions first
- What contributions drive real business, rather than just increasing the number of participants?
- What are the reward sources, budget caps and redemption conditions?
- How to deal with duplicate contributions, unusual behavior and rule changes?
Highlights of achievements
Contribution measurement caliber/Incentive parameters and budget calculation/Allocation and exception handling rules
Purpose and rights/Issuance and release/Equity redemption
If we plan to introduce digital rights, we should first explain the rights and rules clearly.
For projects needing points, digital rights or tokens, define the use case and rights first, then design acquisition, distribution, lock-up, release and exit conditions.
Discuss my model requirementsAnswer these questions first
- What is the purpose of the rights and interests, and who will perform the corresponding responsibilities?
- How do the total amount, acquisition and release match business conditions?
- What conditions need to be met to use, redeem or withdraw?
Highlights of achievements
Mechanism and rights description / Parameters and release rules / Professional review and implementation to-do
03 / WHAT WE DESIGN
Combine business, calculations and rules,
Connect them within one coherent logic.
The four groups of work focus on business goals, and the specific depth and combination are determined based on enterprise issues. Digital rights and token mechanisms are included as needed.
BUSINESS MODEL
Business model adaptation
Focus on customer value, participation roles, transaction relationships and willingness to pay, adjust the business structure, and match the business model with corporate resources and goals.
Value proposition / Paying relationship / Business structure / Key assumptions Supported judgment
Who creates value, who receives value, and who pays for value?
REVENUE & COST
Revenue and cost model
Separate revenue sources, unit costs, fixed inputs and budget constraints, establish adjustable measurement calibers, and compare base, pressure and growth scenarios.
Pricing and Revenue / Cost Structure / Scenario Calculation / Sensitivity Analysis Supported judgment
Under what conditions does it work, and which variables affect the results the most?
CONTRIBUTION & INCENTIVES
Contribution measurement and incentive mechanism
Connect contribution definitions, record verification, incentive sources and distribution conditions, clarify budget caps, settlement cycles and exception handling, and support continuous collaboration.
Contribution caliber / Reward source / Weight and upper limit / Verification and settlement Supported judgment
What is the basis for the reward, who bears the cost, and how to cash it out?
TOKEN & RIGHTS RULES
Token Mechanisms & Rights Rules
Design the usage, acquisition, distribution, lock release and exit rules of points, digital rights or tokens according to project needs, and form instructions that can be used for professional review and technical implementation.
Purpose and rights / Assign parameters / Lock release / Use and exit Supported judgment
What do the rights and interests represent, when will they take effect, and who will fulfill them?
The model design takes real business as the starting point; role permissions, governance processes and organizational mechanisms can be connected separately S03, and system configuration and development will be agreed separately.
04 / EXPLORE THE ASSUMPTIONS
Move the parameters,
See the relationships between rules.
Take a fictitious pay-per-transaction business as an example to observe how business volume, cost and incentive budget interact with each other. Formal models will be further built with your real business in mind.
EXAMPLE / Simplified calculation results
Balance after incentive distribution ¥72,000
The default example covers the listed costs and leaves a positive balance.
- Business income
- ¥600,000
- Variable costs
- − ¥360,000
- Fixed costs
- − ¥150,000
- Operating balance before incentives
- ¥90,000
- Example incentive budget
- − ¥18,000
Transaction volume covering listed costs 1,875 transactions/month
Each income, after deducting variable costs, can be used to cover fixed costs.
Only displays parameter relationships, and the results are calculated according to the example formula, not corporate forecasts, investment returns, or token valuations.
View calculation caliber and example boundary
Business revenue = transaction volume × revenue per transaction; variable cost = transaction volume × variable cost per transaction; operating balance before incentives = revenue − variable cost − fixed cost.
Example incentive budget = max (operating balance before incentives, 0) × incentive ratio; balance after distribution = operating balance before incentives − incentive budget. When there is a loss, this example does not add a new incentive budget from the operating balance.
The transaction volume covering the listed costs = fixed cost ÷ (income per transaction − variable cost per transaction), rounded up to the whole transaction; when the unit contribution is zero or a negative number, it will be analyzed separately.
This example excludes taxes, refunds, billing periods, inventory, financing and other obligations. Formal design will first confirm the scope, and then discuss funding sources, budget caps, verification and cash-out rules.
The value of a calculation table lies in clarifying the assumptions and how the rules are established.
Discuss models of real business05 / TANGIBLE DELIVERABLES
Deliver a set of models,
also delivers the basis for its use.
Organize results around model descriptions, calculations, parameters and rule documents to provide a common draft for internal decision-making, collaborative communication and subsequent implementation.
01
Business and Economic Model Description
Value creation, transaction relationships, revenue sources, cost structure and mechanism logic.
Let management and partners understand the same model02
Calculation table and scenario comparison
Adjustable inputs, calculation calibers, base and pressure scenarios, and sensitive variables.
Make assumptions traceable and make different conditions comparable03
Parameters and rules files
Contribution indicators, incentive budget, allocation weight, release and redemption conditions.
Provides a basis for rule review, configuration and execution04
Verification & Implementation Handover Checklist
Hypotheses to be verified, data gaps, professional review matters and technical requirements.
Clarify what needs to be accomplished for the pilot and subsequent implementationThe depth of results, editable format, review and handover arrangements will be agreed after the business issues are clarified.
Download Service and Delivery Summary06 / HOW WE COLLABORATE
Model together with the business,
Let the rules enter practice.
The enterprise provides business facts, and the consultant is responsible for model and rule deduction. Work together to identify assumptions, review scenarios, and keep items to be verified on the handover list.
- 01
Define the problem and caliber
Confirm business objectives, participating roles, existing data, and model usage.
Question Definition / Materials & Measurement Basis - 02
Modeling and scenario calculation
Sort out the business structure, revenue costs and contribution mechanisms, and compare different assumptions.
Model draft/scenario results - 03
Rule deduction and review
Discuss constraints between budgets, equity redemptions, abnormal scenarios, and parameters.
Parameter file/rule review - 04
Finalization and implementation handover
Align results and verification plans with the scope of subsequent professional or technical work.
Model finalization/handover checklist
A CLEAR WORKING SCOPE
First align the problem with the delivery,
Agree on the plan and expenses.
The quotation is based on business complexity, data completeness, participating roles, measurement scenarios and number of rules, as well as review and handover workload determination.
Discuss service scope and quotation- Advisory Team
- Responsible for model design, calculation, rule description and results communication within the agreed scope.
- Corporate Business and Finance Team
- Confirm operating data, cost caliber, cashing ability and internal execution conditions, and participate in the review.
- Professional and technical team
- Complete legal, accounting and other professional reviews when necessary, as well as development, configuration and testing; responsibilities will be clearly defined.
FROM DESIGN TO IMPLEMENTATION
The model is finalized,
Only then can we have a basis for the next step.
First solve the operation and mechanism issues, and then connect strategic judgment, governance design or technical implementation according to the goals. When capitalization is required, corresponding solutions will be evaluated separately.
07 / BEFORE WE BEGIN
Before starting,
Make cooperation clear.
Regarding business adaptation, model delivery and subsequent implementation,
You may want to know these first.
Can traditional businesses still use S02 without a token plan?
Yes. S02 includes business model adaptation, revenue and cost measurement, and contribution incentive design. Tokens or digital rights are a mechanism discussed based on business needs and are not a prerequisite for using this service.
What is the relationship between S02 and S01 and S03?
S01 focuses on strategic diagnosis, business planning and path judgment; S02 deepens business logic into calculations, parameters and economic rules; S03 further designs role permissions, governance systems, organizational mechanisms and processes. S02 can be agreed separately, or other services can be connected according to project needs.
Is the budget exercise on this page a formal model?
The walkthrough only shows the relationship between business volume, unit price, cost and incentive budget, using fictitious examples. The formal model needs to be established separately based on the company's real data, applicable standards, fulfillment obligations and stress scenarios; the drill does not include factors such as taxes, account periods, inventory, financing or equity valuation.
What documents will be delivered and can they continue to be used for internal calculations?
Determine the delivery around model descriptions, calculation tables, parameter and rule files, and provide editable files and usage instructions as agreed. The specific format, calculation depth, number of scenarios and handover method will be written into the service scope after the problem is clarified.
Does it include system development, token issuance and professional advice?
S02 Delivery model and rule design. System development, rule configuration, issuance and implementation, ongoing operations, as well as legal, accounting or securities professional opinions require separate clarification of the scope of work, responsible agency and fees. Whether the rights can be implemented must be reviewed based on project conditions.
How to determine the cost and work cycle?
Determine plans and quotations based on business complexity, participating roles, data integrity, measurement scenarios, number of rules, and review rounds. In the initial communication, the business, current mechanism and problems to be solved will be explained first. In-depth information and confidentiality arrangements will be confirmed during the cooperation process.
LET’S BUILD YOUR MODEL
With real business,
Let’s make the model clear together.
Tell us about your business, how you make money or your current incentives, and what problems you most want to solve. Work together to clarify modeling scope, delivery and collaboration arrangements.
Service cooperation email info@weitengfei.com
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S02 / Business and Economic Model Design
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Service scope description
S02 Provide business and economic model design, the specific results are subject to the service agreement. The implementability of the model needs to be confirmed based on real operations, contract performance capabilities and applicable conditions; governance systems, technology development, issuance, professional opinions and operations are agreed upon separately.
Continue reading · Services
Delivery and supporting of business and economic model design
Business and economic model design writes revenue, costs, contribution incentives and equity rules into models that can be discussed and measured. Model description and parameter files precede configuring the mechanism into the software.
Reading & Selection Guidance The discussion begins with revenue sources, cost commitments, participating roles, and assumptions that need to be validated.