The Business Model Michael Lewis (2000: pages 256-257) scoffed at the entire attempt to formalize the definition of business models when he wrote that “Business Model” is one of those terms of art that were central to the Internet boom: it glorifies all sorts of half-baked plans. All it really meant was how you planned to make money. a well-known, important and widely used term by the media, management consultancy and top corporate managers, is only embarrassed by the fact that there is no consensus on its definition and few articles in academic periodicals. "He designed and discusses his conception of business model-based interfaces interacting in internal and external business environments. Peter Weill, Thomas W. Malone, Victoria T. D'Urso, George Herman, and Stephanie Woerner of MIT in their article “Do Some Business Models Perform Better than others?: A Study of the 1000 Largest US companies agree that the concept of business models, although widely discussed, is rarely discussed in a systematic manner business models in a comprehensive manner. These consist of four basic types of business models (Creator, Owner, Distributor and Broker), each divided into four variants based on the type of assets handled (physical, financial, intangible and human). Thus giving rise to 16 types of specialized business models. Professor Michael Rappa like many others prefers to present a complete and convincing taxonomy of the basic categories observed on the web as follows: Brokerage Advertising Info intermediary Merchant Manufacturer (direct) Affiliate Community Subscription Utility He however, he does not believe these are exhaustive and expects new and interesting variations in the future. KMLab Inc. offers an interesting definition: “a business model is a description of how your company intends to create value in the marketplace. It includes that unique combination of products, services, image and distribution that your company brings forward. It also includes the underlying organization of people and the operational infrastructure they use to do their work. In a sense… middle of the paper… processes like inventory management, etc. Maybelline, a company founded in 1915, is one of the best-selling lines of color cosmetics in the United States. It sells through the outlets of almost all major mass-market retailers, such as supermarkets, pharmacies, discount stores and cosmetics specialty stores. Its products are also available in over 70 countries around the world. Maybelline uses a traditional model in its sales distribution network, which is using sales representatives to source deals and organize sales. Using sales reps who are employees makes this interface model Business-to-Employee-to-Business. In the 1990s the company reinvented itself from a traditional "Malta" company as a "click and mortar" company through the use of ICT. However, one innovation in the sales representative concept is Maybelline's use of its representatives as market intelligence reporters, who effectively serve as the company's eyes to monitor the progress of its products and how are managed by retailers, as well as the progress of competitors. ' products. This is the company's commercial/sales structure, which cannot be called a new business model.