Define a competitive value proposition and business model

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Once the lessons of the competitor analysis have been learned, it is important to return to the point where the value proposition was defined. It is worth considering basing or enriching the value proposition on aspects that customers of the competing solutions are not satisfied with, or on features that customers lack (in the case of the shampoo mentioned above, this could be healthy, dandruff-free and affordable hair, for example).
During this phase, the company's business model should also be defined, taking into account the following areas:

Final value proposition - defined based on the activities of competitors and the opinions of potential customers,
Settlement model – will the recipient pay for the luxembourg email list product only, or for the license, or will the fee be tiered based on profit? (For example, if our solution is to streamline the production process, can we offer a billing model that consists of a fee that is part of the resources saved by the recipient)?
Distribution Channels - How will our product be distributed? Is it worth creating our own distribution network or is it better to partner with other entities (for example, entities that offer complementary products to ours)?
Main sources of revenue and main sources of costs - For certain types of solutions or products, it may turn out that it is better to offer a certain product, technology or service to the end user free of charge, and the source of revenue will be, for example, advertisers (if the product specification allows it to carry advertising content). The cost structure should also be clearly defined - it may turn out that the mere supply (production) of our product does not involve significant costs, while human resources will be the largest cost.