02 — Business Club · 纳思商业模拟社
Learning business by actually doing it.
I'm not a fan of talking business only inside a classroom. Over the past thirteen months we've run three stalls: two Qixi flower sales and a tarot booth at the sports-meet flea market. Every time we started with sourcing and pricing, and ended with costing, a written retrospective, and profit-sharing under an agreement written up front. I want the club's "business" to live somewhere beyond PowerPoint.
On campus: teach them to build, then let them build
I run a year-long elective under the club's name — 40 minutes a week, taught by me, with 50+ students enrolled. I didn't want it to be "listen to me lecture about business." I want every team to live through the birth of a product firsthand: find the problem → find the users → build the product → figure out the business model → bring in AI → ship it → get real people to test it → keep iterating. Each group has three roles — Explorer, Builder, Product Owner: someone hunts problems and users, someone builds the thing, someone keeps the whole product moving — and it all ends with a Demo Day where they actually show what they made.
The funny thing is, the course design isn't what made me happiest. Before class started I asked everyone: "what do you most want to learn?" The notes came back: economics, AI coding, monopoly simulations — and one said "I want to learn all of it." Since then the classroom has been full almost every week. It was the first time I realized that teaching people to build is itself a product: you have to hear what they actually want before deciding what to teach.
Off campus: business can't stay in the classroom
From Qixi 2025 to the 2026 sports meet, the club ran three stalls in total: two flower sales and one tarot-reading booth. Before each stall we worked out costs, sourcing, pricing and a profit target; afterwards we reconciled every income and expense line, wrote the retrospective, and split profits under a written agreement.
At the first flower sale, what I cared about most was "can we sell it all?" By the later stalls, I cared about something else more: can a teenager actually learn how business works from running a street stall?
Stall #1: Qixi 2025 flower sale
Aug 29, 2025 · first off-campus stall
Fresh flowers, handmade bracelets, and a polaroid corner. The margin was modest, but we ran the full loop — sourcing, pricing, selling, and splitting the take under a written agreement.
Stall #2: Qixi 2026 flower sale
Aug 19, 2026 · 7 hours near Dongbai Center, Fuzhou
¥382.19cost
≈¥697revenue · 55 transactions
45.17%profit margin (target 30%)
100+stems, nearly sold out
Seven people split into departments — procurement, promotion, sales, finance — under a written profit-sharing plan. Compared with our first stall a year earlier, the scale, the division of labor, and the mechanics were all a level more complete.
What actually sold: single stems and flowers customers assembled on the spot. What didn't: pre-designed bouquets, our mini-games, and the polaroid add-on. The plan survived contact with the street for about an hour.
Stall #3: tarot readings at the sports-meet flea market
Sep 30, 2026 · school sports-meet flea market
¥13.7cost
¥163.32total profit
For the third stall we changed the product: tarot readings at the flea market. Nearly zero cost, and pricing works completely differently when what you sell is an experience, not a bouquet.
"Business isn't one sale that works. It's turning every miss into next time's playbook."
