本案例由江南大学商学院的肖仲云教授团队撰写，江南大学商学院案例中心研究员白冰峰全文改编，江南大学商学院案例中心研究员盛诗慧为责任编辑，作者拥有著作权中的署名权、修改权、改编权。

摘要：江苏十八湾茶业科技发展有限公司（以下简称十八湾茶业）是无锡本土创业的一家以茶叶生产、销售为主营的小微新型农业企业。创业维艰，公司默默耕耘二十载，现已在苏南地区打造出一定的知名度。除了茶叶销售，公司还积极开展茶文化交流活动，构建了十八湾茶叶爱好者的消费圈层；同时，公司打造的茶主题休闲农庄，将业务拓展到乡村旅游领域，也取得一定成绩。然而，面临日益复杂的经济形势、日趋严峻的竞争环境、高速发展的网络经济，十八湾茶业也暴露出品牌缺失、销量乏力、内控不严、管理粗放等突出问题。今后如何制定和实施发展战略，是直接关系公司生存的重大问题，公司创始人卢芹珍面临艰难抉择。

关键词：十八湾茶业；茶叶销售；新农企；战略抉择

Shibawan Tea: The New Agricultural Firm’s Strategy Choice

Abstract: Jiangsu Shibawan Tea Technology Development Co., Ltd. (hereinafter referred to as Shibawan Tea) is a small new agricultural firm founded in Wuxi, mainly engaged in tea production and sales. Entrepreneurship is difficult, the firm has been working silently for 20 years, and now it has built a certain reputation in southern Jiangsu. In addition to tea sales, the firm has also actively carried out tea cultural exchange activities to build a consumption circle for tea lovers; at the same time, the firm has built a tea-themed leisure farm, which has expanded its business to the field of rural tourism, and has also achieved certain results. However, facing the complex economic situation, the severe competition environment, and the rapid development of the Internet economy, the firm shows some problems such as lack of brand, weak sales, lax internal control, and extensive management. How to formulate and implement a development strategy in the future is a major issue directly related to the firm survival. Lu Qinzhen, the founder of the firm, is facing a difficult choice.

Keywords: Shibawan Tea; Tea retailing; Characteristic farm; Strategic choice