价值创造是企业经营的核心本质问题，直接决定企业的生存边界。企业的可持续生存不依赖外部融资或流量营销驱动，核心支撑来自价值创造能力。价值创造的核心定义为：企业通过产品或服务载体，精准匹配用户痛点需求，提供具备差异化竞争优势的效用供给（包含功能效用与情绪效用），以此形成用户付费意愿的核心决策依据。当前大量企业存在战略重心错配问题，过度聚焦成本管控、流量获取等前端运营动作，忽略了经营的核心前提：企业交付的用户价值与定价体系是否具备对等匹配性。
价值创造模式并非抽象的战略概念，其核心逻辑可定义为：企业通过构建差异化的价值交付链路，同时实现用户痛点解决与自身盈利目标的系统性运营框架。要实现价值创造模式的闭环运转，企业需通过资源整合、运营流程优化、产品服务创新等动作，持续向用户交付可量化感知的价值，并建立价值向经营收入、超额利润与长期核心竞争力转化的完整链路，形成可复用、可迭代的运营体系。作为企业的核心生存逻辑，价值创造模式的成熟度直接决定企业的长期发展天花板，只有完成价值交付-收益转化的价值闭环，才能进一步形成业务可持续增长的增长闭环。
不同行业的头部企业已经验证了这套逻辑的可行性。高端制造领域的宁德时代锚定自身在动力电池技术研发、产能规模上的核心资源禀赋，构建“技术迭代-成本优化-场景适配”的价值交付链路：一方面通过CTP、麒麟电池等技术创新解决下游车企续航、充电效率的核心痛点，为不同定位的新能源车企提供定制化的电池解决方案；另一方面通过上游矿产资源布局、供应链体系优化、大规模智能制造降本，在保证产品性能优势的同时维持定价竞争力，最终形成“技术壁垒-市场份额-利润反哺研发”的闭环，在动力电池细分赛道构建了难以被复刻的竞争优势。
消费服务领域的胖东来则锚定区域用户的服务体验需求，核心逻辑是通过超出行业标准的门店运营服务创造情绪价值溢价：从商品无理由退换、免费便民服务到员工薪酬福利体系设计，所有运营动作都围绕“提升用户消费体验”的核心价值主张展开，既解决了传统商超购物体验差、信任成本高的用户痛点，也通过用户口碑形成自发流量，降低获客成本的同时提升用户复购率，在区域零售市场形成了极强的差异化壁垒，模式难以被简单复制。
To B SaaS领域的Salesforce锚定企业客户的客户关系管理全流程需求，构建“标准化产品+定制化配置+生态服务”的价值体系：将CRM的核心功能模块化，中小客户可以通过标准化SaaS产品快速满足基础管理需求，中大型客户可以通过PaaS平台适配自身个性化业务流程，同时接入大量第三方生态服务商覆盖客户的配套需求，既解决了不同规模企业的数字化管理痛点，也通过订阅收费、增值服务收费的模式实现了稳定的营收增长，产品迭代与客户需求形成正向循环，构筑了极高的行业护城河。
从底层逻辑来看，价值创造模式作为解决企业盈利本质问题的核心框架，其构建并非无本之木，必须锚定企业自身的资源禀赋，无法脱离企业实际资源边界由管理层主观选择。价值创造模式需要与企业核心能力、价值主张、产品服务载体形成高度耦合匹配，而成熟的价值创造模式天然具备差异化属性，在企业所处的细分赛道中会形成难以被竞争对手简单复刻的竞争壁垒。
Value creation lies at the fundamental essence of business operation and directly defines an enterprise’s survival boundary. Sustainable corporate survival does not rely on external financing or traffic-driven marketing; its core support stems from the capability to create value.
Value creation is defined as: By leveraging products or services as carriers, an enterprise precisely matches users’ pain points and demands, delivers utility supply with differentiated competitive advantages — covering both functional utility and emotional utility — and thereby forms the core basis for users’ willingness to pay.
Many enterprises today suffer from misaligned strategic focus. They overemphasize front-end operations such as cost control and traffic acquisition, while neglecting the fundamental premise of business operation: whether the user value delivered by the enterprise matches its pricing system in a reciprocal manner.
The value creation model is no abstract strategic concept. Its core logic can be defined as a systematic operational framework through which an enterprise builds a differentiated value delivery chain, simultaneously resolving user pain points and achieving its own profitability goals.
To close the loop of the value creation model, enterprises must continuously deliver quantifiable and perceptible value to users via resource integration, operational process optimization, product and service innovation, and other initiatives. They also need to establish a complete transmission chain that converts value into operating revenue, excess profits and long-term core competitiveness, forming a reusable and iterable operational system.
As the fundamental survival logic of enterprises, the maturity of the value creation model directly determines the ceiling of long-term development. Only by completing the value closed loop of value delivery–revenue conversion can enterprises further build a growth closed loop for sustainable business expansion.
Leading enterprises across different industries have validated the feasibility of this logic.
CATL in High-End Manufacturing
Rooted in its inherent core endowments in power battery R&D and production capacity scale, CATL has built a value delivery chain of technological iteration – cost optimization – scenario adaptation.
On one hand, technological innovations such as CTP and Kirin Batteries address core pain points of downstream automakers regarding cruising range and charging efficiency, providing customized battery solutions for new energy vehicle brands of different positioning.
On the other hand, it lowers costs through upstream mineral resource layout, supply chain system optimization and large-scale intelligent manufacturing. While retaining product performance advantages, it maintains pricing competitiveness. Ultimately, it forms a closed loop of technological moat – market share – profit reinvestment in R&D, establishing an inimitable competitive edge in the segmented power battery track.
Pangdonglai in Consumer Services
Pangdonglai focuses on regional users’ demand for service experience. Its core logic is to create emotional value premium by delivering in-store operational services exceeding industry standards.
From unconditional merchandise returns and free public welfare services to employee compensation and welfare system design, all operational moves revolve around the core value proposition of elevating consumer experience. It resolves traditional pain points such as poor shopping experience and high trust costs in supermarket retail. Meanwhile, user word-of-mouth generates organic traffic, cutting customer acquisition costs and lifting repurchase rates. This has forged an extremely strong differentiated moat in the regional retail market, with a business model that cannot be easily replicated.
Salesforce in B2B SaaS
Targeting corporate clients’ full-process needs in customer relationship management, Salesforce has built a value system of standardized products + customized configuration + ecosystem services.
It modularizes core CRM functions: small and medium-sized clients can meet basic management needs quickly via standardized SaaS products, while large and mid-sized enterprises can adapt personalized business processes through its PaaS platform. Meanwhile, access to a large number of third-party ecosystem service providers covers clients’ supporting demands.
It not only solves the digital management pain points of enterprises of all sizes, but also achieves steady revenue growth through subscription fees and value-added service charges. Product iteration and customer demand form a positive cycle, building an extremely high industry moat.
From an underlying logical perspective, as a core framework for solving the fundamental profitability problem of enterprises, the construction of a value creation model cannot be groundless. It must be anchored in the enterprise’s inherent resource endowments and cannot be subjectively chosen by management beyond actual resource constraints.
The value creation model must be highly coupled and aligned with the enterprise’s core capabilities, value proposition, and product and service carriers. A mature value creation model inherently carries differentiated attributes, forming a competitive barrier in its segmented track that rivals cannot easily replicate.