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两个85后回村创业 在大山深处“造”了一门千万产业

朱之丛 2026-06-10 09:13
朱之丛 2026/06/10 09:13

邦小白快读

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本文讲述了两位85后返乡青年在杭州下姜村打造千万级栀子产业的创业故事,给关注乡村创业的普通读者带来了清晰的实操干货:

1. 创业路径可参考“短期兜底+长期布局”思路,初期先对接B端企事业单位助农采购快速打开销路、积累经验资金,解决起步阶段销路不稳定问题,再逐步开拓C端市场做长期品牌,平衡短期收益和长期发展。

2. 产品升级可从品种改良和深加工切入,把原来低附加值的原材料种植,升级为一年两收、亩产翻番的改良品种,再开发多元高附加值衍生产品,提升整体收益空间。

3. 要学会借力外部资源,通过官方助农项目获取流量、运营培训和品牌对接支持,同时要及时转变思维,从“有什么卖什么”转为跟着市场需求找产品,逐步实现自主造血。

下姜栀子的品牌打造实践,给新兴农产品品牌提供了完整的可参考样本,干货内容如下:

1. 产品研发端:依托本地原有产业基础,改良传统品种提升亩产与产出灵活性,对接高校科研资源开发栀子油、香氛等多品类深加工产品,将低附加值的原材料升级为高附加值的终端消费品,对冲原有原材料市场价格波动的风险。

2. 渠道布局:采用“B端兜底+C端做长期”的双渠道布局,用B端助农采购快速消化产能、积累资金,再逐步布局C端电商市场,解决B端销量依赖合约、稳定性不足的问题。

3. 品牌发展:借助官方助农项目获得流量背书,对接成熟消费品牌嫁接资源,借力成熟品牌的消费渠道与用户认知逐步打入市场,循序渐进培养品牌溢价,契合当下消费者对原生乡村特色产品的消费趋势。

本文给做农货生意的卖家,尤其是返乡创业的新农人提供了很多实操经验和机会提示,干货内容如下:

1. 起步模式选择:初期优先做B端企事业单位助农采购,这种模式单量大、见效快,能快速帮你打开销路、积累启动资金,还能规避C端起步没经验、没流量的风险,等模式跑通后再逐步开拓C端做长期增长。

2. 资源对接机会:可以主动对接蚂蚁集团“百县百品”这类官方助农项目,这类项目不仅能带来爆发式流量,文中案例短短几天销售额就突破40万元,还能提供免费电商运营培训、对接成熟品牌资源,帮助新手快速成长。

3. 风险提示和思维转变:不要长期依赖B端采购,要提前布局C端获得稳定销路,同时要转变思路,从“搜罗什么卖什么”转为“先看市场需求缺口再找货源开发产品”,还要注重培养自主运营能力,不能只依赖外部帮扶。

本文给农产加工工厂、乡村产地加工厂带来了很多产品升级方向和商业机会,干货内容如下:

1. 产品生产与设计升级方向:如果原本做原材料供应,可以先改良品种提升亩产,比如下姜村把单收果实的黄栀子改成一年收花收果两次的大叶水栀子,亩产直接翻番,还能拓展更多产品开发空间,同时要做深加工提升产品附加值,改变原来卖原材料利润低、价格波动大的问题。

2. 新的商业机会:可以对接区域公共农产IP,和外部成熟消费品牌合作开发产品,下姜栀子和专业香氛品牌合作后,相关产品上线就登顶天猫类目排行榜第一,给工厂带来了全新的增量市场,还能借助品牌渠道打开销路。

3. 数字化和电商转型启示:要主动对接电商平台和助农项目,学习电商运营和C端市场规则,逐步建立自己的电商运营能力,打通从工厂直接到消费者的链路,获得更稳定的订单,摆脱原来只给中间商供货的被动局面。

本文给做乡村产业服务、电商服务、助农服务的服务商提供了行业趋势和可落地的解决方案,干货内容如下:

1. 当前乡村农产服务商的核心客户痛点:很多乡村有优质原生农产,但普遍存在缺乏品牌影响力、不懂电商运营、产品开发不符合C端市场需求、渠道不稳定,单纯一次性资金帮扶没法解决长期发展的问题。

2. 行业发展趋势:单纯卖货、给钱的助农模式不可持续,可持续的产业赋能才是未来的核心方向,客户真正需要的是帮助他们实现自主造血,获得长期发展的能力。

3. 可复制的解决方案:参考“百县百品”的三步走模式:第一步依托平台流量帮区域农产IP打开知名度,拿到市场切入点;第二步提供专业电商陪跑培训,手把手教会本地团队运营,逐步培养自主获取流量的能力;第三步对接品牌资源,帮助区域农产和成熟消费品牌嫁接合作,共同开发符合市场需求的产品,打开长期销路。

下姜栀子的案例给布局乡村助农业务的平台商提供了模式参考和运营经验,干货内容如下:

1. 农产区对平台的核心需求:不止是一次性的流量扶持和卖货活动,更需要长期的运营能力培养和产业资源对接,帮助当地建立可持续的自主发展能力,这才是平台助农能长期落地的核心。

2. 平台助农的可行做法:采用“授人以渔”的模式,不要只做单次卖货活动,而是分三步走实现长期价值:先做专场活动帮区域农产IP快速打开知名度,拿到开门红;再提供长期免费的电商陪跑培训,培养本地的专业运营团队;最后对接平台内的品牌供应链资源,帮助农产区和成熟品牌合作开发产品。

3. 风向规避:要避免单次流量活动过后销量快速下滑的问题,通过长期运营培训和品牌合作,帮助农产区获得稳定的自然流量和销路,打造可持续的区域公共IP,而不是只依赖平台一次性的流量倾斜,同时挖掘区域特色农产做标杆项目,也能给平台带来更好的招商效果。

下姜栀子的案例展现了乡村振兴背景下返乡青年带动农产产业升级的新动向,给产业研究提供了鲜活样本,干货内容如下:

1. 产业新动向:当前乡村产业已经从脱贫阶段的兜底帮扶,转向市场化的可持续产业升级,越来越多受过城市工作训练的返乡青年成为产业升级的核心力量,他们带来了运营能力和市场思维,改变了传统乡村产业的发展逻辑。

2. 创新商业模式:形成了可复制的“B端兜底+C端增长+平台赋能+品牌嫁接”农产产业化路径:先通过B端助农采购快速起量积累经验,再借助平台助农项目获得流量和运营能力,最后对接消费品牌开发产品,打造区域公共IP,实现可持续发展。

3. 新问题与研究启示:当前传统农产区普遍存在缺乏电商运营能力、产品不符合C端需求、渠道不稳定等问题,单纯资金帮扶无法解决根本问题,助农政策和研究应该更多偏向产业赋能和资源对接,侧重培育本地自主运营能力,才能真正推动乡村产业长期发展。

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Quick Summary

This article tells the entrepreneurial story of two post-1985 returnee entrepreneurs who built a 10-million-yuan gardenia industry in Xiajiang Village, Hangzhou, delivering practical actionable insights for general readers interested in rural entrepreneurship:

1. Entrepreneurs can follow the "short-term stability + long-term layout" approach for their path: start by securing procurement orders from B-end public institutions to quickly open sales channels, accumulate experience and capital, and address unstable sales at the early stage, then gradually expand into the C-end market to build a long-term brand, balancing short-term revenue and long-term development.

2. For product upgrading, start with variety improvement and deep processing. Transform low-value-added raw material production by adopting improved varieties that enable two harvests a year and double output per mu, then develop diverse high-value-added derivative products to expand overall profit margins.

3. Entrepreneurs should learn to leverage external resources: access traffic, operational training and brand matching support through official agricultural assistance programs, and shift mindsets in time from "selling whatever you have" to developing products based on market demand, gradually achieving independent, self-sustaining growth.

The brand-building practice of Xiajiang Gardenia provides a complete, replicable reference sample for emerging agricultural product brands, with key takeaways as follows:

1. On product R&D: Build on local existing industrial foundations, improve traditional varieties to boost per-mu yield and production flexibility, and partner with university research institutions to develop deep-processed products such as gardenia oil and fragrances. This transforms low-value-added raw materials into high-value-added end consumer goods, hedging against the risk of price volatility in raw material markets.

2. On channel layout: Adopt a dual-channel strategy of "B-end stability + long-term C-end growth". B-end agricultural assistance procurement quickly absorbs production capacity and accumulates capital, then the brand can gradually expand into the C-end e-commerce market to address the issue of unstable sales brought by over-reliance on B-end contracts.

3. On brand development: Gain traffic and credibility through official agricultural assistance programs, and access resources by partnering with established consumer brands. Leverage the existing distribution channels and consumer recognition of mature brands to enter the market, and gradually cultivate brand premium, aligning with current consumer demand for authentic, distinctive rural products.

This article offers abundant practical experience and opportunity insights for agricultural product sellers, especially new farmer entrepreneurs returning to their hometowns, with key takeaways as follows:

1. On choosing a startup model: Prioritize B-end procurement from public institutions for agricultural assistance in the early stage. This model features large order volumes and quick returns, helping sellers quickly open up sales, accumulate startup capital, and avoid the risks of lacking experience and traffic when starting from the C-end. Sellers can expand into the C-end for long-term growth only after the business model is proven viable.

2. On resource matching opportunities: Sellers can proactively connect with official agricultural assistance programs such as Ant Group's "100 Counties, 100 Products" initiative. These programs not only bring explosive traffic growth — the case in this article saw sales exceed 400,000 yuan in just a few days — but also provide free e-commerce operation training and access to established brand resources to help new entrepreneurs grow quickly.

3. On risk warning and mindset shift: Do not rely on B-end procurement long-term;布局C端 ahead of time to secure stable sales. At the same time, shift your mindset from "selling whatever you can source" to "identifying market demand gaps before sourcing and developing products". Also focus on building independent operational capabilities, rather than only relying on external support.

This article offers product upgrading directions and business opportunities for agricultural processing factories and rural processing facilities based in producing areas, with key takeaways as follows:

1. On product production and design upgrading: For factories originally focused on raw material supply, first improve crop varieties to boost per-mu yield. For example, Xiajiang Village replaced traditional single-harvest gardenia with large-leaf water gardenia, which enables annual harvests of both flowers and fruits, doubling per-mu yield and opening up more space for product development. Factories should also develop deep processing to boost product added value, addressing the issues of low profits and large price volatility that come with selling raw materials.

2. On emerging business opportunities: Factories can partner with regional public agricultural IPs and collaborate with established consumer brands to co-develop products. After Xiajiang Gardenia partnered with a professional fragrance brand, its co-developed products topped Tmall's category ranking upon launch, bringing brand-new incremental market growth and opening up new sales channels through the partner brand's distribution network.

3. Insights on digital and e-commerce transformation: Factories should proactively connect with e-commerce platforms and agricultural assistance programs, learn e-commerce operation and C-end market rules, gradually build in-house e-commerce operational capabilities, and open up the direct-to-consumer supply chain to secure more stable orders and escape the passive position of only supplying to middlemen.

This article offers industry trend insights and actionable solutions for service providers focused on rural industrial services, e-commerce services and agricultural assistance, with key takeaways as follows:

1. Core pain points of current rural agricultural service clients: Many rural regions have high-quality native agricultural products, but generally lack brand influence, e-commerce operational expertise, product development capabilities aligned with C-end market demand, and stable sales channels. One-off financial support alone cannot solve the problem of long-term development.

2. Industry development trends: The traditional aid model of one-off sales and funding is unsustainable. Sustainable industrial empowerment has become the core direction for the future. What clients truly need is support to achieve independent, self-sustaining growth and build long-term development capabilities.

3. Replicable solution: Reference the three-step model of the "100 Counties, 100 Products" initiative: First, leverage platform traffic to raise awareness for regional agricultural IPs and secure an initial market foothold. Second, provide professional hands-on e-commerce training for local teams to gradually build their capability to acquire traffic independently. Third, connect regional producers with brand resources to facilitate cooperation with established consumer brands, co-develop products that meet market demand, and open up long-term sales channels.

The Xiajiang Gardenia case provides model references and operational insights for platform operators expanding into rural agricultural assistance, with key takeaways as follows:

1. Core demands of agricultural producing areas from platforms: Beyond one-off traffic support and sales campaigns, producing areas need long-term operational capability building and industrial resource matching to help local industries build sustainable independent development capabilities — this is the core of long-term successful platform-enabled agricultural assistance.

2. Feasible approach to platform agricultural assistance: Adopt a "teach a man to fish" model, instead of only running one-off sales campaigns, deliver long-term value through a three-step process: First, hold special campaign events to quickly raise awareness for regional agricultural IPs and secure a strong opening. Second, provide long-term free hands-on e-commerce training to build local professional operational teams. Third, connect with in-platform brand supply chain resources to help producing areas co-develop products with established brands.

3. Risk avoidance: Avoid the problem of rapid sales decline after one-off traffic campaigns. Through long-term operational training and brand cooperation, help producing areas secure stable organic traffic and sales channels, and build sustainable regional public IPs instead of relying solely on one-off platform traffic allocation. At the same time, developing benchmark projects around distinctive regional agricultural products also brings better investment attraction results for platforms.

The Xiajiang Gardenia case reveals new trends in returnee youth-driven agricultural industrial upgrading against the background of rural revitalization, providing a vivid case study for industrial research, with key takeaways as follows:

1. New industrial trends: Current rural industries have shifted from the poverty alleviation stage of basic support to market-oriented sustainable industrial upgrading. A growing number of returnee youth with work experience in urban areas have become the core driving force of industrial upgrading, bringing operational capabilities and market-oriented thinking that have reshaped the development logic of traditional rural industries.

2. Innovative business model: A replicable industrialization path for agricultural products has emerged, structured as "B-end stability + C-end growth + platform empowerment + brand partnership": First, quickly scale up and accumulate experience through B-end agricultural assistance procurement, then build traffic and operational capabilities via platform agricultural assistance programs, and finally partner with consumer brands to develop products and build a regional public IP to achieve sustainable development.

3. New issues and research implications: Traditional agricultural producing areas commonly face problems such as lack of e-commerce operational capabilities, product misalignment with C-end demand, and unstable sales channels. One-off financial support cannot solve these fundamental issues. Agricultural assistance policies and future research should focus more on industrial empowerment and resource matching, with an emphasis on cultivating local independent operational capabilities, to truly drive long-term rural industrial development.

Disclaimer: The "Quick Summary" content is entirely generated by AI. Please exercise discretion when interpreting the information. For issues or corrections, please email run@ebrun.com .

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栀香浸透微雨,千岛湖畔的群山隐入云雾,漫山遍野开满了白色的栀子花。

下姜村,坐落于杭州千岛湖西南侧。这里既有青山绿水的美景,也因为地处偏远,一度是淳安县枫树岭镇出名的贫困村,有民谣唱道:“土墙房、半年粮,有女莫嫁下姜郎。”当地种植了几百亩栀子,但大多仅作为原材料对外销售,没有进行精深加工,产品附加值低。

如今,盛放的栀子花为下姜村推开了产业转型的大门。

下姜村党总支书记姜丽娟介绍,目前整个“大下姜”片区种植栀子约有2500亩,栀子品种不仅经过改良,产品形态也日益多元化,“我们希望让更多人知道下姜村有栀子,让栀子产业走得更远。”

要走出云封雾锁的深山,电商是必由之路。2025年,蚂蚁集团“百县百品助农行动”浙江专场在下姜村启动,推动当地特色农副产品爆单,短短几天,销售额就达到40多万元。在平台和品牌的共同助推下,这座小山村不仅开出了第一家淘宝店,“下姜栀子”IP也开始在更广袤的市场发挥影响力。

在“百县百品”项目链接到的上百款标志性产品中,下姜栀子是一个点睛之笔:只有可持续的产业赋能,才能让大山深处的好货真正受到消费者认可,推动乡村产业“走出去”。

两种归乡

村民们都认识姜丽娟:那个身材娇小、做事却虎虎生风的“姜书记”。

2016年,姜丽娟离开杭州,回到自己从小生长的家乡下姜村,创办了村里第一家精品民宿“栖舍”。

对这个突然归来的女儿,家人又是惊喜,又是忧虑。彼时,下姜村虽然已脱去了贫困底色,但文旅业态尚处于萌芽阶段。村里究竟会有多少游客,又有多少人愿意在乡村住宿,没人敢打包票。

然而,姜丽娟很快用大城市学来的市场营销能力,让父老乡亲刮目相看:2017年春节期间,从年三十到大年初六,开业仅两个多月的“栖舍”全部客满。连母亲也称赞她:“没想到你一个星期赚了我们大半年的钱。”

作为返乡创业青年代表,姜丽娟在2020年当选为下姜村党总支书记、村委会主任。她开始从更高的站位审视下姜村的产业全貌:文旅产业做的是“人进来”的文章,客流量难免受到宏观环境制约;想让村民的收入更可观,就必须把下姜村的产品供应给外部市场,利用乡村产业带来稳定的现金流。

为了带动村集体增收,最快捷的做法就是建立起B端销售渠道:把下姜村的农产品对接给企事业单位,以助农的名义消化产能。

2023年,姜丽娟邀请余伟杰加入了这个计划。

和姜丽娟一样,余伟杰也是“半路出家”。这个瘦削的青年出生于枫树岭镇,原本是某大型服饰公司的IT运维部门主管。两人分工合作,撑起了一家简易的“农产品公司”:姜丽娟出面洽谈商务,从各级企事业单位拉来采购订单;余伟杰负责后端货品管理,将山茶油、日晒面、土鸡蛋等农产品打包成礼盒。

在磕磕绊绊中,两名85后归乡青年一道跑通了这个商业模式。2023年端午节期间,下姜村农产品总计卖出了180万元。如今,下姜村销售的农产品货源已扩展至“大下姜”(下姜村与周边24个村庄成立的乡村振兴联合体)和整个淳安县。

深山栀香

通过企事业单位采购农产品,优点是单量大、见效快。但局限性也显而易见:销量很大程度上依赖单次合约,缺乏稳定性。

“B端市场只能作为兜底保障。”姜丽娟早早地意识到了这一点,“如果要(着眼于)未来品牌的对外输出,以及产业的可持续化,一定需要稳定的市场和渠道。”

开拓C端市场势在必行,姜丽娟选择先从产品端开始突破。她从湖州的安吉白茶中得到灵感,把目光转向本地的标志性产业——栀子。这种香气淡雅、营养丰富的植株,能不能被打造成下姜村的“共同富裕之花”?

下姜村的栀子产业起步于2003年。其品种原本以黄栀子为主,主要用作药材,受市场价格波动影响大。2022年起,下姜村开始试点种植大叶水栀子,这种栀子能在每年5月采收一次花朵,11月采收一次果实,“相当于亩产翻了一番”。

沿着栀子这条主线,下姜村与浙江农林大学合作,研发出栀子油、栀子藏红茶、栀子米酒、栀子香氛等多款衍生产品。

这些产品形态虽然多元,但毕竟距离消费市场太远,其产品力、定价策略能不能获得消费者认可,姜丽娟心里也没底。此前,下姜村没有开过哪怕一家淘宝店,对电商运营物流发货等流程几乎一无所知。

但无论如何,凡事总要迈出第一步,也只有在C端消费市场的竞争中不断迭代升级,下姜村才能跑通电商链路,推动栀子产业走上正轨。

以此为契机,下姜村与蚂蚁集团接上了线。2025年5月,蚂蚁集团“百县百品助农行动”浙江专场在下姜村启动,这成为了下姜村“农货出山”的一个转折点。

时隔一年,余伟杰仍记得当时“爆单”的盛况:一开始,店铺主推的是栀子香薰和香挂,供货方准备的3000多件货品在一天之内全部售罄。余伟杰当机立断,把下姜村的花生、黑豆设为主推品,热度依然不断蹿升,前后总计销售超过1万袋,登上全国淘宝天猫同类货品排行榜第一位。

为了接住汹涌的流量,余伟杰干脆把发货点设置在了邮政快递网点,一车车花生直接从工厂运往县城,邮政的所有空闲员工都被抽调过来,帮忙打包、贴单。几千条咨询信息在后台响个不停,连姜丽娟都带着村委干部当起了客服。

姜丽娟坦言:“我们一开始的预期是卖个几万块钱,没想到‘百县百品’带动的消费力这么强劲。”同样超出她预期的是,“百县百品”成为了一道路引,带领着下姜栀子走向更广阔的世界。

授人以渔

“百县百品”项目不仅拉动了下姜栀子的销量,更回答了一个现实的问题:流量高峰过去后,新农人该如何获取长线运营能力,从外部帮扶过渡到“自主造血”?

下姜村的实践是“三步走”:第一步,借助支付宝的互动流量优势,扩大下姜栀子IP在消费者圈层的影响力——也就是“百县百品”浙江专场所打响的“开门红”。

第二步,接入专业电商陪跑服务,帮助“电商小白”快速成长。当前,下姜村开设了长期电商培训课程,专业电商导师对当地电商团队进行手把手教学,一步步打磨产品,吸引自然流量。据了解,下姜村淘宝店铺的全年销售额已突破100万元。

第三步,则是和品牌资源做嫁接,围绕下姜栀子打造更多爆款产品。

姜丽娟深知,尽管下姜村的栀子产业已有一定基础,围绕栀子果的衍生产品较为成熟,但栀子花的价值还未得到充分利用。她设想过用栀子花开发香氛、美妆产品,但市场反响始终平平。

这时,“百县百品”项目给村里带来了一名“远客”:香氛品牌CITTA西苔。

见了面,姜丽娟才得知,西苔曾经两度造访下姜村考察栀子产业,但当时村里的产业基础尚不成熟,双方阴差阳错地错过了。直到在“百县百品”的撮合下,她才重新抓住这来之不易的机会。

在三方交流、研发和测试中,下姜栀子的品质让西苔颇感惊艳。西苔方面表示,下姜栀子是乡村发展的缩影,带有一种中国乡村土地的呼吸感,“那种气息让人想到夏天的风、院子里的树、傍晚的灯光,以及人与土地之间真实的连接。”

姜丽娟也逐渐意识到,C端市场的运行逻辑和B端截然不同。此前,下姜栀子产品的定价即使略微偏高,也会有采购方买单。但在C端市场,每个消费品牌都有自己的人群、价格带和品牌调性,培养品牌溢价是一个循序渐进的过程。以西苔为触点,下姜栀子可以先在消费端初步打响知名度。

今年5月26日,“百县百品”再次举办浙江助农专场,西苔的下姜栀子香氛一上线,就快速冲上天猫香氛蜡片排行榜第一名,连续霸榜七天。下姜村也全力打造香氛研发基地,准备从源头扩大下姜栀子IP的影响力。

“你给我10万、100万,钱花光了也就结束了。”姜丽娟直言,“只有从产业结构上链接资源,以市场化的方式去运作,我们的产业才是稳固、可持续的。”

除了原生运营能力的成长,思维方式的转变也同样可贵。

之前,余伟杰的做法是在全县搜罗货源,只要是自己觉得能“跑出来”的产品,就设法包装上架。但现在,他的思路变成了以市场为导向:先观察当下哪些赛道最火、什么需求缺口最大,再从身边对接资源,迎合市场。

就像上个世纪“要想富,先修路”的口号,一条川流不息的“信息高速公路”接入了这个曾经闭塞的小山村。除了“百县百品”项目外,蚂蚁集团还致力于推动当地多业态运营能力升级,从产业、金融、文旅三大维度助力乡村建设。

“未来,随着下姜越来越多栀子到达初产期乃至丰产期,产量还会翻上好几番。”望着远处云雾缭绕的山峦,姜丽娟踌躇满志。下姜栀子的清香,正从浙江省的湖山一隅飘向万水千山之外。

注:文/朱之丛,文章来源:天下网商(公众号ID:txws_txws),本文为作者独立观点,不代表亿邦动力立场。

文章来源:天下网商

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