Operational Experience and Reflection on the University Cycling Club Entrepreneurship Project

Abstract

University cycling club entrepreneurship projects commonly face challenges such as high member mobility, limited resource acquisition, and low organizational standardization. This paper conducts research from three aspects: operational framework design, experience extraction, and reflection optimization. It constructs a hierarchical member management system, a full-cycle activity process, and an internal and external resource network on campus. It also extracts retention strategies driven by community identity, low-cost and high-engagement activity models, and risk emergency mechanisms. Furthermore, it identifies the issues of operational efficiency bottlenecks and the imbalance between commercialization and value realization, and proposes optimization paths such as modular division of labor, knowledge accumulation, tiered filtering of commercial cooperation, and evidence-driven trial and error. The study shows that the above framework can achieve stable operation and self-renewal under limited resource conditions, providing a referential operational logic for similar projects.