亚洲欧美中文日韩在线v日本,亚洲精品永久在线观看,亚洲av日韩av永久无码色欲,亚洲成a人片777777,亚洲人成网站在线播放942

2025年4月20日，中國(guó)農(nóng)業(yè)大學(xué)MBA開(kāi)啟了一場(chǎng)別開(kāi)生面的管理案例研討課，此次課程的授課老師是谷征博士。為深化產(chǎn)教融合，助力MBA學(xué)子拓寬商業(yè)視野，特邀知名企業(yè)家、北京食為先生態(tài)農(nóng)業(yè)園有限責(zé)任公司創(chuàng)始人蔣國(guó)平先生走進(jìn)課堂，以“從園林綠化到健康餐飲：一位踐行者的跨界破局之路”為主題，為師生帶來(lái)一場(chǎng)生動(dòng)的商業(yè)案例課程。蔣國(guó)平先生結(jié)合自身創(chuàng)業(yè)經(jīng)歷，分享了其“知行合一”的商業(yè)理念與跨界創(chuàng)新的實(shí)踐成果。

On April 20, 2025, China Agricultural University's MBA program launched a unique management case study course, taught by Dr. Gu Zheng. To deepen industry-education integration and help MBA students broaden their business horizons, the program invited renowned entrepreneur Mr. Jiang Guoping, founder of Beijing Shiwuxian Ecological Agriculture Park Co., Ltd., to the classroom. Under the theme "From Landscaping to Healthy Dining: A Practitioner's Path to Cross-Border Breakthroughs," Mr. Jiang delivered an engaging business case study session for faculty and students. Drawing on his entrepreneurial journey, he shared his business philosophy of "unity of knowledge and action" and the practical achievements of his cross-border innovation.

蔣國(guó)平先生以1994年畢業(yè)于西北農(nóng)林科技大學(xué)的經(jīng)歷為起點(diǎn)，回顧了其從北京市林業(yè)局公務(wù)員到創(chuàng)業(yè)者的轉(zhuǎn)型歷程。2003年，他敏銳捕捉到城市化進(jìn)程中“大地美容”的需求，創(chuàng)立北京大地綠原園林景觀工程有限公司，開(kāi)啟綠化事業(yè)。然而，2014年因個(gè)人健康危機(jī)與行業(yè)紅利消退的雙重壓力，他重新思考“病從口入”的根源，毅然將名下1100畝耕地轉(zhuǎn)型為生態(tài)農(nóng)場(chǎng)，創(chuàng)立北京食為先生態(tài)農(nóng)業(yè)園，致力于生產(chǎn)無(wú)農(nóng)藥、無(wú)化肥的有機(jī)農(nóng)產(chǎn)品。蔣國(guó)平先生通過(guò)“治源而非治病”的案例，闡釋了企業(yè)家如何從社會(huì)痛點(diǎn)中發(fā)掘商業(yè)機(jī)遇，并強(qiáng)調(diào)“初心”與“健康”在商業(yè)決策中的核心價(jià)值。

Mr. Jiang Guoping began by recounting his journey starting with his graduation from Northwest A&F University in 1994, transitioning from a civil servant at the Beijing Municipal Forestry Bureau to an entrepreneur. In 2003, keenly recognizing the demand for "land beautification" amid rapid urbanization, he founded Beijing Dadi Lüyuan Landscape Engineering Co., Ltd., launching his greening business. However, in 2014, faced with both a personal health crisis and the decline of industry紅利 (market紅利 is often translated as "dividends" or "boom"), he revisited the root cause of "illness entering through the mouth" and decisively transformed his 1,100 acres of farmland into an eco-friendly farm, establishing Beijing Shiwuxian Ecological Agriculture Park. Dedicated to producing organic agricultural products free of pesticides and chemical fertilizers, Mr. Jiang illustrated through the case of "treating the source, not the symptoms" how entrepreneurs can identify business opportunities in societal pain points. He emphasized the core values of "staying true to the original aspiration" (初心) and "health" in business decision-making.

在生態(tài)農(nóng)業(yè)實(shí)踐中，蔣國(guó)平先生遭遇了傳統(tǒng)農(nóng)業(yè)思維與有機(jī)理念的沖突。高薪聘請(qǐng)的“菜把式”仍偷偷使用農(nóng)藥化肥，迫使他意識(shí)到“人才先行”的重要性。通過(guò)與中國(guó)農(nóng)科院、中國(guó)農(nóng)業(yè)大學(xué)、南開(kāi)大學(xué)等專家合作，他組建了一支涵蓋農(nóng)藝、土壤健康、綠色防控等領(lǐng)域的專業(yè)團(tuán)隊(duì)，以科學(xué)方法實(shí)現(xiàn)“65種植原則”（無(wú)農(nóng)藥、無(wú)化肥、高有機(jī)質(zhì)土壤），最終打造出高品質(zhì)有機(jī)蔬菜品牌。蔣國(guó)平先生提出“吸引力法則”——當(dāng)企業(yè)堅(jiān)守初心并明確目標(biāo)時(shí)，志同道合的人才與資源會(huì)自然匯聚。這一觀點(diǎn)引發(fā)了學(xué)員對(duì)團(tuán)隊(duì)建設(shè)與企業(yè)文化的深度思考。

In the practice of ecological agriculture, Mr. Jiang Guoping encountered conflicts between traditional farming mindsets and organic principles. Highly paid veteran vegetable growers still secretly used pesticides and chemical fertilizers, which made him realize the importance of "talent first." By collaborating with experts from the Chinese Academy of Agricultural Sciences, China Agricultural University, Nankai University, and other institutions, he assembled a professional team covering fields such as agronomy, soil health, and green pest control. Using scientific methods, they achieved the "65 Planting Principles" (no pesticides, no chemical fertilizers, high-organic-matter soil), ultimately creating a high-quality organic vegetable brand.

Mr. Jiang proposed the "Law of Attraction"—when a company stays true to its original aspirations and clarifies its goals, like-minded talent and resources will naturally converge. This perspective sparked deep reflection among trainees on team building and corporate culture.

2023年，蔣先生再次出發(fā)，創(chuàng)立“中華餐飲創(chuàng)新工場(chǎng)”，旨在搭建從田間到餐桌的健康餐飲平臺(tái)。然而，項(xiàng)目初期因團(tuán)隊(duì)認(rèn)知差異、消防問(wèn)題等陷入停業(yè)危機(jī)。他頂住壓力，果斷調(diào)整團(tuán)隊(duì)、投入百萬(wàn)整改廚房，最終以“健康與美味并存”為核心理念重新開(kāi)業(yè)。通過(guò)中國(guó)農(nóng)業(yè)大學(xué)校友供應(yīng)鏈、文化賦能菜品及“美食周”主題活動(dòng)，項(xiàng)目成功實(shí)現(xiàn)差異化競(jìng)爭(zhēng)。例如“想念”面條、“七彩花生”、 “云南松茸”等，他以親身經(jīng)歷解答了“從0到1”的創(chuàng)業(yè)難題，強(qiáng)調(diào)“堅(jiān)持價(jià)值觀”與“靈活應(yīng)對(duì)”的平衡，并分享其“多元監(jiān)督機(jī)制”保障食品安全的創(chuàng)新實(shí)踐。

In 2023, Mr. Jiang embarked on a new venture by founding the "China Culinary Innovation Factory," aiming to build a healthy dining platform connecting farms to tables. However, in its early stages, the project faced a operational crisis due to team misalignment and fire safety issues. Under immense pressure, he stood firm, decisively restructured the team, and invested millions to renovate the kitchen. Eventually, the project relaunched with the core philosophy of "balancing health and flavor."

Leveraging the supply chain from China Agricultural University alumni, infusing culture into dishes, and hosting themed "Food Weeks," the project successfully achieved differentiated competitiveness. Examples include the "Missing" noodles, "Rainbow Peanuts," and "Yunnan Matsutake." Through his personal journey, Mr. Jiang demonstrated solutions to the "zero-to-one" challenges of entrepreneurship, emphasizing the balance between "staying true to values" and "adapting flexibly." He also shared innovative practices like the "multi-level supervision mechanism" to ensure food safety.

最后，蔣國(guó)平先生介紹了其發(fā)起的“國(guó)翼聯(lián)盟鏈”，通過(guò)生產(chǎn)者、創(chuàng)業(yè)者、消費(fèi)者的利益共享機(jī)制，降低中間成本，實(shí)現(xiàn)“質(zhì)量可溯、價(jià)格普惠”。這一模式為農(nóng)業(yè)產(chǎn)業(yè)鏈重構(gòu)提供了新的思路。

Finally, Mr. Jiang Guoping introduced the "Guoyi Alliance Chain" he initiated, which reduces intermediate costs through a benefit-sharing mechanism among producers, entrepreneurs, and consumers, achieving "traceable quality and inclusive pricing." This model provides a new approach to the restructuring of the agricultural industry chain.

蔣國(guó)平先生以“厚德、務(wù)實(shí)、專注、創(chuàng)新”總結(jié)其創(chuàng)業(yè)精神，并寄語(yǔ)學(xué)員：“商業(yè)的本質(zhì)是解決問(wèn)題，而企業(yè)家的價(jià)值在于用愛(ài)成就夢(mèng)想。”本次課程不僅為MBA學(xué)子提供了鮮活的本土商業(yè)案例，更深化了大家對(duì)“知行合一”創(chuàng)業(yè)理念的理解。

Mr. Jiang Guoping summarized his entrepreneurial spirit with the principles of "virtue, pragmatism, focus, and innovation," and shared this message with the students: "The essence of business lies in solving problems, and the value of entrepreneurs is to fulfill dreams with love." This course not only provided MBA students with vivid local business case studies but also deepened their understanding of the entrepreneurial philosophy of "unity of knowledge and action."

(Note: "知行合一" is translated as "unity of knowledge and action," a concept often associated with the Ming Dynasty philosopher Wang Yangming, which emphasizes the integration of theory and practice.)

值得一提的是，此次課程將AI引入課堂，以“中華餐飲創(chuàng)新工廠”為研討主題，為教學(xué)創(chuàng)新注入了新的活力。課程伊始，劉國(guó)蘭老師借助AI工具DEEPSEEK以隨機(jī)抽取的方式，選出AI組的同學(xué)，他們可以運(yùn)用AI工具進(jìn)行問(wèn)答，并分析研討商業(yè)邏輯。其余同學(xué)組成人類組，圍繞課程核心問(wèn)題展開(kāi)深入研討。這些問(wèn)題涵蓋綠色農(nóng)業(yè)種植生產(chǎn)，餐飲行業(yè)獲客模式，供應(yīng)鏈管理，人力資源整合，以及公司未來(lái)的發(fā)展趨勢(shì)，行業(yè)面臨的機(jī)會(huì)與挑戰(zhàn)等。

It is worth mentioning that this course introduced AI into the classroom, using the "Chinese Catering Innovation Factory" as the discussion theme, injecting new vitality into teaching innovation. At the beginning of the session, Professor Liu Guolan utilized the AI toolDeepSeekto randomly select students for theAI group, who could employ AI tools for Q&A and analyze business logic. The remaining students formed thehuman group, engaging in in-depth discussions around core course topics. These topics coveredgreen agricultural production, customer acquisition models in the catering industry, supply chain management, human resource integration, as well asfuture business trends, industry opportunities, and challenges.

(Note: "DEEPSEEK" is retained as the tool's name, while "AI組" and "人類組" are translated as "AI group" and "human group" for clarity. Key business terms are kept precise to maintain professional relevance.)

這次被選中的芒種夏至AI組

也對(duì)本次課程有著很深的感悟：

The AI groups of Mangzhong and Xiazhi chosen this time also gained deep insights from the course：

這周日的MBA開(kāi)設(shè)的管理案例研討課堂進(jìn)行了一次有趣的嘗試，“企業(yè)家走進(jìn)課堂+AI對(duì)戰(zhàn)”的創(chuàng)新課堂，既是產(chǎn)教融合教學(xué)的一次嘗試，也是一場(chǎng)別開(kāi)生面的"人機(jī)對(duì)抗"。我們是第五組“芒夏”組被選為AI組，當(dāng)我們自信滿滿地展示由ChatGPT生成的分析時(shí)，谷老師直接評(píng)價(jià)：“全是'鬼話'，不像'人話'"。這個(gè)評(píng)價(jià)像一記警鐘，讓我開(kāi)始重新思考AI在教育場(chǎng)景中的角色邊界。這場(chǎng)產(chǎn)教融合的實(shí)驗(yàn)課，不僅讓我們近距離觸摸企業(yè)真實(shí)的脈搏，更在AI與人類思維的碰撞中，揭示了商業(yè)智慧中那些難以被算法量化的部分。

This Sunday’s MBA management case study class conducted an interesting experiment—an innovative session titled "Entrepreneurs Enter the Classroom + AI Showdown." It was not only an attempt at industry-education integration in teaching but also a unique "human-machine competition." Our fifth group, the "Mangxia" team, was selected as the AI group. When we confidently presented our analysis generated by ChatGPT, Professor Gu directly commented, "It's all 'nonsense' and doesn’t sound like 'human language.'" This critique served as a wake-up call, prompting me to reconsider the boundaries of AI’s role in educational settings. This experimental class on industry-education integration not only allowed us to closely engage with the real pulse of enterprises but also, through the collision of AI and human thinking, revealed those aspects of business wisdom that are difficult to quantify with algorithms.

企業(yè)家走進(jìn)課堂的產(chǎn)教融合模式，撕碎了傳統(tǒng)商科教育與企業(yè)實(shí)踐的隔膜。當(dāng)一位真實(shí)的企業(yè)家站在講臺(tái)上講述他的創(chuàng)業(yè)故事時(shí)，那些教科書(shū)上的"SWOT分析""波特五力模型"突然有了血肉。蔣先生談到從體制內(nèi)跳出，因?yàn)樽约盒呐K搭橋手術(shù)后越來(lái)越注重食品安全問(wèn)題，再到后來(lái)的創(chuàng)業(yè)“食為先”生態(tài)園，“食為先”小程序平臺(tái)以及農(nóng)大創(chuàng)新工廠的嘗試。這種"情境化學(xué)習(xí)"讓我們看到，企業(yè)家的親身經(jīng)歷比課本上的商業(yè)案例更鮮活，同學(xué)們的“直擊靈魂”的提問(wèn)也比那些案例中冰冷的文字內(nèi)容更加豐富，直擊痛點(diǎn)。這次分享，蔣先生也是帶來(lái)了企業(yè)目前面臨的問(wèn)題來(lái)問(wèn)問(wèn)同學(xué)們的意見(jiàn)，人工討論組的同學(xué)們都來(lái)自各行各業(yè)，擁有自己獨(dú)有的社會(huì)經(jīng)驗(yàn)和職業(yè)理解，更人性化的提出了解決方案，而我們組作為AI組在不斷訓(xùn)練AI的回答之后得出的分析還是比較公式化浮于表面的回答。我認(rèn)為比較可惜的是這次討論時(shí)間比較倉(cāng)促，只有30分鐘，沒(méi)有充分最大化的利用好AI，大家對(duì)AI的使用和訓(xùn)練AI解決問(wèn)題還在“手忙腳亂”的初期，如果還有下次機(jī)會(huì)的話，希望能給更多的自由討論時(shí)間，把AI利用地更充分，人類組也能有更多更好的解決方案。

The industry-education integration model, where entrepreneurs step into the classroom, has torn down the barriers between traditional business education and real-world corporate practice. When an actual entrepreneur stands at the podium sharing their startup journey, textbook concepts like "SWOT analysis" and "Porter's Five Forces" suddenly come to life with flesh and blood. Mr. Jiang spoke about leaving his government job after undergoing heart bypass surgery, which made him increasingly concerned about food safety issues, leading to his subsequent entrepreneurial ventures: the "Food First" eco-park, the "Food First" mini-program platform, and his experimental projects with the Agricultural University Innovation Factory. This kind of "situational learning" showed us how the firsthand experiences of entrepreneurs are far more vivid than the business case studies in textbooks. The students’ "soul-piercing" questions also felt richer and more incisive than the cold, detached text of traditional case studies.

For this sharing session, Mr. Jiang also brought real challenges his company is currently facing to solicit students’ opinions. The human discussion group, composed of individuals from diverse industries, leveraged their unique professional insights and social experiences to propose more human-centric solutions. Meanwhile, our AI group, after continuous training of the AI’s responses, still ended up with somewhat formulaic and superficial analyses.

I think it’s a shame that the discussion time was quite limited—only 30 minutes—which didn’t allow us to fully maximize the potential of AI. Everyone was still in the early, somewhat chaotic stages of learning how to use and train AI to solve problems. If there’s another opportunity in the future, I hope we can have more free discussion time to utilize AI more effectively, while also allowing the human group to develop even better solutions.

這場(chǎng)教學(xué)實(shí)驗(yàn)為AI+教育模式，也給我們帶來(lái)了重要啟示。首先，它證明了AI更適合扮演"智庫(kù)"而非"決策者"的角色。AI可以提供數(shù)據(jù)支持、降低信息不對(duì)稱，但還是要將最終判斷權(quán)交還人類。我們組后來(lái)反思，如果先用AI完成基礎(chǔ)分析，再圍繞輸出進(jìn)行深度討論，可能產(chǎn)生更優(yōu)質(zhì)的方案。其次，經(jīng)過(guò)2次AI走進(jìn)課堂的嘗試，我認(rèn)為以后的課堂可以嘗試新的教學(xué)框架來(lái)調(diào)和兩者優(yōu)勢(shì)，比如"AI預(yù)處理+人類研討"的混合模式，或者設(shè)置"AI結(jié)果批判性評(píng)估"環(huán)節(jié)。最重要的是，我們意識(shí)到AI正在以極快的速度趕超人類，這次雖然是人類組贏了，但是下一次AI組我覺(jué)得未必會(huì)再次輸給人類組。

This teaching experiment, based on the AI+Education model, has provided us with significant insights. Firstly, it demonstrated that AI is better suited to serve as a "think tank" rather than a "decision-maker." AI can offer data support and reduce information asymmetry, but the final judgment should remain with humans. Our team later reflected that if we had used AI for preliminary analysis first, followed by in-depth discussions based on its output, we might have generated higher-quality solutions.

Secondly, after two attempts at integrating AI into the classroom, I believe future classes could adopt new teaching frameworks to balance the strengths of both, such as a hybrid model of "AI pre-processing + human discussion" or incorporating a "critical evaluation of AI results" session.

Most importantly, we realized that AI is advancing at an astonishing pace. This time, the human team won, but in the next round, I’m not so sure the AI team would lose again.

課后，看著蔣先生被同學(xué)們團(tuán)團(tuán)圍住繼續(xù)請(qǐng)教，我忽然明白：產(chǎn)教融合最大的價(jià)值不在于教會(huì)我們使用什么工具，而在于教育與實(shí)踐的血肉聯(lián)系。AI可以成為強(qiáng)大的數(shù)據(jù)收集、分析工具，但永遠(yuǎn)無(wú)法替代創(chuàng)業(yè)者眼中那種對(duì)機(jī)遇的渴望和面對(duì)不確定性時(shí)的勇氣。希望在下一次、或是下下次，經(jīng)過(guò)我們的學(xué)習(xí)和訓(xùn)練，能看到一個(gè)會(huì)說(shuō)“人話”的AI組。

After class, as I watched Boss Jiang being surrounded by classmates continuing to seek advice, I suddenly realized that the greatest value of integrating industry and education lies not in teaching us how to use certain tools, but in the vital connection between education and practice. AI can be a powerful tool for data collection and analysis, but it can never replace the entrepreneurial spark—the hunger for opportunity and the courage to face uncertainty in a founder's eyes. I hope that next time, or the time after, through our learning and training, we can see an AI team that learns to "speak human."

于此同時(shí)，人類組的同學(xué)們也討論熱烈，各執(zhí)己見(jiàn)。其中，夏繁秋實(shí)組的同學(xué)對(duì)企業(yè)案例進(jìn)行了深入分析，表現(xiàn)出色。對(duì)于企業(yè)未來(lái)的發(fā)展，學(xué)生組表示，在管理方面，應(yīng)該復(fù)制成功者經(jīng)驗(yàn)，形成標(biāo)準(zhǔn)化的制度流程，增加TO C和TO B端的獲客渠道，在企業(yè)會(huì)議餐飲獲客的基礎(chǔ)上，增加中式輕食，營(yíng)養(yǎng)餐，并拓展小紅書(shū)，抖音等線上獲客方式，通過(guò)打造食品安全，食品健康的優(yōu)質(zhì)口碑，進(jìn)行裂變，提高用戶的知名度。

Meanwhile, the human group's discussion was lively, with everyone holding their own opinions. Among them, the students from the "Summer Harvest, Autumn Fruits" group delivered an outstanding performance by conducting an in-depth analysis of the corporate case. Regarding the future development of the enterprise, the student group suggested that, in terms of management, the company should replicate the experience of successful players, establish standardized institutional processes, and expand customer acquisition channels for both To C and To B segments. On top of corporate meeting and catering client acquisition, the company could introduce Chinese-style light meals and nutrition-focused meals, while also extending its reach to online platforms like Xiaohongshu and Douyin for customer acquisition. By building a strong reputation for food safety and health, the company could drive word-of-mouth growth and enhance brand awareness among users.

(Note: "夏繁秋實(shí)" is translated as "Summer Harvest, Autumn Fruits" to convey the seasonal and fruitful connotations of the original Chinese name. Adjustments can be made if the group name has a specific official translation.)

隨后谷征博士結(jié)合AI組和學(xué)生組的回答，對(duì)課程問(wèn)題進(jìn)行總結(jié)，谷征老師強(qiáng)調(diào)，要解決經(jīng)營(yíng)難題，要找到企業(yè)面臨的核心問(wèn)題。通過(guò)差異化的戰(zhàn)略發(fā)展，打造核心競(jìng)爭(zhēng)力，運(yùn)用互聯(lián)網(wǎng)思維，突破市場(chǎng)拓客難題，助力企業(yè)發(fā)展。

Subsequently, Dr. Gu Zheng summarized the course questions by integrating the responses from the AI group and the student group. Dr. Gu emphasized that to solve business challenges, it is essential to identify the core issues faced by the enterprise. Through differentiated strategic development, companies can build core competitiveness, leverage internet thinking, and overcome market expansion difficulties to drive business growth.

課程結(jié)尾，夏繁秋實(shí)組憑借扎實(shí)的案例分析、敏銳的洞察力以及卓越的團(tuán)隊(duì)協(xié)作，以高票當(dāng)選“最佳表現(xiàn)組”，成為全場(chǎng)矚目的焦點(diǎn)。當(dāng)晚，2005級(jí)校友重返母校，與獲獎(jiǎng)學(xué)員及導(dǎo)師圍坐一堂，共進(jìn)晚餐。

At the conclusion of the course, the "Summer Blossoms, Autumn Fruits" group was elected "Best Performing Team" by a large margin, becoming the center of attention for their solid case analysis, keen insight, and outstanding teamwork. That evening, alumni from the Class of 2005 returned to their alma mater and joined the award-winning students and mentors for a shared dinner, sitting together in lively conversation.

燭光搖曳，笑語(yǔ)盈堂。導(dǎo)師與校友們追憶往昔崢嶸，暢談行業(yè)未來(lái)，而夏繁秋實(shí)組的成員則以新生代的視角，為對(duì)話注入鮮活思考。導(dǎo)師欣慰感慨：“教學(xué)相長(zhǎng)，薪火相傳，正是這份傳承讓中國(guó)農(nóng)業(yè)大學(xué)MBA精神歷久彌新。”校友們亦動(dòng)情表示，重返校園如歸故里，同窗之誼、師生之契，經(jīng)歲月淬煉愈發(fā)醇厚。

The candlelight flickered, and the room was filled with laughter and conversation. The mentors and alumni reminisced about the past glories and discussed the future of the industry, while the members of the "Summer Harvest, Autumn Fruits" group infused the dialogue with fresh perspectives from the new generation. The mentor remarked with heartfelt emotion, "Teaching benefits teachers as well as students, and the passing of the torch ensures that the spirit of the China Agricultural University MBA remains vibrant and enduring." The alumni, equally moved, expressed that returning to campus felt like coming home, and the bonds of friendship among classmates and the teacher-student connection had grown even richer over time.

席間，往屆學(xué)長(zhǎng)與新生代表分享心得，思想碰撞間，既是學(xué)術(shù)的接力，亦是情感的共鳴。這場(chǎng)跨越二十載的圍爐夜話，以知識(shí)為紐帶，以溫情為底色，書(shū)寫(xiě)了商科教育中最動(dòng)人的注腳——無(wú)論時(shí)代如何變遷，師生同心、同行、同成長(zhǎng)的底色永不褪色。

During the gathering, senior alumni and freshman representatives shared insights, sparking an intellectual exchange that served as both an academic relay and an emotional resonance. This cross-generational fireside chat, spanning two decades, wove knowledge into a bond and warmth into its foundation, composing the most touching footnote in business education—no matter how the times may change, the essence of teachers and students uniting, journeying, and growing together remains forever vibrant.