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06 / CAPITAL MECHANISM · V2.0Participants and Growth Feedback · Why Each Party Keeps ParticipatingSupport growth with real demand, effective service, operating contributions and clear returns; the products and incentives below are proposals pending pilots.V2.0 Internal Mechanism Design Draft · Additions are proposals; entities, contracts, parameters and applicability remain to be confirmed. Original: Capital.pdf.06Role → Value provided and received → Settlement basis → Feedback into the next operating cycleConsumerConsumerConfirm role and corresponding contractProvide real contributionReceive corresponding products, fees or rightsReceive actual goods or servicesAttractive price, quality, experience and after-salesBuy and repurchase voluntarily according to demandConsumption rights may have defined scope and validityFormation of consumption rights and discountsBased on orders, actual service or approved marketing budgetExplain eligibility, scope and refund/change rulesRecord amount, cost and responsible entityTest consumer valueReal external customers, order value, repeat purchase and refundsRights use, fulfillment cost and satisfactionImprove goods/services to sustain demandChannel PartnerChannel partnerConfirm role and corresponding contractProvide real contributionReceive corresponding products, fees or rightsProvide verifiable channel servicesQualified leads, real sales and customer serviceService fees or contribution-based settlement may be designedSpecify fee types and budget in advanceSettle based on real contributionLead verification → Sales cash received → Delivery confirmedRecord commissions, service fees and taxes item by itemAdjust refunds and cancelled orders as agreedTest channel economicsVerified net sales, acquisition cost and payback periodChannel service quality, complaints and returnsDistinguish productive channels from inefficient costsInvestorInvestorConfirm role and corresponding contractProvide real contributionReceive corresponding products, fees or rightsObtain project rights matched to riskReceive real operating information and post-investment reportsChoose business investment, income rights or equityDecide after understanding terms and risksReturns arise from specific transaction arrangementsProject cash, distributable profit or real transfersClarify contractual rights, fees, losses and payerRecord capital input separately from distributable returnsTest capital allocation outcomesProject inputs, recoveries, losses and remaining obligationsActual returns, voluntary reinvestment and exit outcomesInform the next project selection and use of fundsSupplier and Operating PartnerSupplier and operating partnerConfirm role and corresponding contractProvide real contributionReceive corresponding products, fees or rightsProvide deliverable goods, services or assetsReceive real orders and agreed settlementService cooperation and volume purchasing may be designedCreate partnership value through quality, cost and fulfillmentMatch cash needs with responsibilitiesSupply/service standards, acceptance and settlement termsAgree cash, payables and consumption-right cost allocation separatelyTrace fees, after-sales and loss responsibilityTest supply and operating efficiencyDelivery lead time, stockouts, quality and actual purchase pricePayables, settlement timing and fulfillment cash gapsMatch expansion speed to actual delivery capacityGrowth feedback loop / Validate a single SKU or project before deciding incentives and expansionSmall-scale pilotReal quotes, orders and serviceVerify actual contributionsCash, costs, delivery and refundsApprove affordable incentivesMatch performance obligations and cash budgetObserve repeat purchase and partnership qualityValidate long-term customer and channel valueExpand or revise the planReview projects, supply and capital allocationIncentive budgets are jointly constrained by verified contributions, unfulfilled obligations, refunds and operating cash; specific ratios and settlement cycles follow pilot data.Repeat purchases, voluntary reinvestment and more channels should result from value and service; they cannot replace real external demand, profit and cash recovery.yutengfei.com · Andrew David W.Y.
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