Foreign tools attach great importance to corporate value gains. Domestic counterparts rely on subsidies and revenue. The target customers of domestic and foreign tools are locked in early, specific industries, and companies with business prospects. They are committed to providing them with resources that were lacking in the early stages of growth to help them achieve rapid growth in business value.

According to the theory of value chain management, the connotation of the business model can be divided into dimensions such as value positioning, value creation, value realization and value transfer. Although there are universal core appeals for domestic and foreign tools in these four dimensions, limited by the differences in system, economy and culture, the exploration direction and landing form of industrial tools at home and abroad are different.

Foreign tools pay more attention to Maker culture and high-tech return on investment, and tend to use the acquisition of corporate shares or the sale of corporate shares to harvest the premium as the main method of profit, and form a continuous self-service capability, through technology accumulation and project display to gain reputation;

Domestic tools closely formulate expected development goals around policy orientation and industrial value positioning, accelerate resource exchange and focus by opening up industry, academia and research, gain profits for enterprises, and continuously accumulate resources and brand influence to form a snowball effect.