Executive Summary: Key Takeaways from Young Foreign Trade Entrepreneurs
In the dynamic landscape of China’s export sector, a new generation of entrepreneurs is emerging from unconventional backgrounds. These individuals, often graduates from private universities, are leveraging digital platforms and agile strategies to carve out significant niches in global trade. Their stories offer valuable lessons for investors, business professionals, and anyone interested in the evolving face of Chinese commerce.
- Graduates from Zhengzhou Sias University (郑州西亚斯学院), a private undergraduate institution, are achieving rapid success in foreign trade, with some businesses reaching annual revenues of 20-30 million RMB within a few years.
- Key success factors include starting as solo operators or ‘super individuals,’ mastering customer communication, and utilizing AI tools to overcome resource limitations and language barriers.
- Their entry coincided with a post-pandemic surge in China’s exports, but sustained growth came from adapting to market shifts, focusing on niche products, and building long-term client relationships.
- These entrepreneurs highlight the democratizing effect of digital platforms like Alibaba International Station (阿里巴巴国际站), which lower entry barriers for small and medium-sized enterprises (SMEs) in global trade.
- The trend underscores broader opportunities in China’s supply chain出海 (going global) strategy, with implications for investors targeting resilient, digitally-enabled SMEs in the equity markets.
The Silent Surge: Young Graduates Capitalizing on China’s Export Engine
While headlines often focus on tech giants and state-owned enterprises, a quieter revolution is unfolding in China’s foreign trade sector. A cohort of post-00s (individuals born after 2000) graduates from private本科 (undergraduate) institutions is demonstrating that formal pedigree and extensive resources are not prerequisites for success in global commerce. Instead, they are quietly making a fortune in foreign trade by harnessing China’s manufacturing prowess, digital export platforms, and an unwavering entrepreneurial spirit. This phenomenon offers a compelling microcosm of the opportunities within China’s vast and often overlooked SME ecosystem, providing critical insights for institutional investors and market analysts tracking non-traditional growth vectors.
The journey often begins at institutions like Zhengzhou Sias University, an中美合办 (Sino-American jointly operated) university known for its entrepreneurial culture. It is the alma mater of Wang Ning (王宁), founder of the pop culture giant泡泡玛特 (Pop Mart). His legacy looms large, inspiring students to look beyond conventional career paths. For Li Jiale (李佳乐), He Jiakun (何佳坤), and Wang Teng (王腾), this environment was the catalyst. They transitioned from campus-based micro-businesses to international trade, navigating complexities from logistics to cross-cultural negotiation. Their success stories are not mere anomalies; they reflect a broader shift where digital tools and global connectivity empower a new generation to participate directly in the global economy, effectively quietly making a fortune in foreign trade from modest beginnings.
Catching the Trade Wind: Strategic Entry During a Market Boom
The timing of their foray into foreign trade was fortuitous, coinciding with a significant uptick in China’s export activity.海关数据 (Customs data) from 2021 showed货物贸易进出口 (goods trade import and export) value surging by over 20% year-on-year, with exports hitting a historic peak. This provided a powerful tailwind for new entrants willing to navigate the concurrent challenges of pandemic disruptions and volatile shipping costs.
Li Jiale’s Low-Risk Launch with Swim Rings
For Li Jiale (李佳乐), the wind arrived in early 2021. After registering a store on Alibaba International Station in late 2020, his first months yielded zero inquiries. Then, in a sudden spike, daily inquiries jumped from zero to over 1,500. His first major order—300,000 RMB for approximately 10,000 swim rings—validated his approach. I chose a low单价 (unit price), niche product to minimize试错成本 (trial-and-error costs),
Li explained. He prioritized understanding platform mechanics and customer needs over immediate profit, accepting even single-item orders to build communication channels. This strategy of starting small to learn the ropes was fundamental to his initial traction during the export boom.
He Jiakun’s Calculated Move into Fitness Equipment
He Jiakun (何佳坤) entered the market later, in 2023, missing the peak of the pandemic-driven surge but avoiding the worst of the logistics inflation. Motivated to expand his family’s small workshop, he pivoted upon realizing their products weren’t suitable for export. After researching national鼓励政策 (encouragement policies) for exports, he committed 60,000 RMB to launch an Alibaba International Store focused on健身器械 (fitness equipment) for欧美 (European and American) markets. Some doubted heavy items like dumbbells could be profitable due to shipping, but where there’s demand, there’s a market,
he stated. His methodical preparation involved visiting factories across河南 (Henan),广东 (Guangdong), and福建 (Fujian), and meticulously analyzing dozens of successful competitor stores on the platform to identify gaps and opportunities.
Becoming the Super Individual: The Solopreneur’s Blueprint for Efficiency
Before building teams, these entrepreneurs first transformed themselves into hyper-efficient super individuals.
This phase involved mastering every aspect of the business—from product sourcing and digital marketing to customer service and logistics—often working around the clock. This hands-on immersion was crucial for developing the operational knowledge and customer intimacy needed to scale later.
Mastering the Art of 24/7 Operations and Client Communication
Li Jiale (李佳乐) described early days with no distinction between day and night, surviving on short naps and forgetting to eat. He maintained rigorous daily task lists. Customer communication consumed most of his time; he refined his approach by testing and retaining effective dialogue scripts. Similarly, Wang Teng (王腾), leveraging her English major background, employed a relationship-first strategy. I would share daily life—flowers, sunsets, culture—for weeks before even mentioning an order,
she said. This patient,朋友似的 (friend-like) engagement built deep trust, leading to loyal clients. Their experiences underscore that in digital trade, where face-to-face interaction is absent, consistent and personalized communication is the cornerstone of conversion and retention, a key tactic in quietly making a fortune in foreign trade.
Leveraging AI and Digital Tools to Bridge Gaps
Technology served as a great equalizer. He Jiakun (何佳坤), who entered with a高考 (Gaokao) English score of just 50 points, initially struggled with terms like FOB and DDP. My first replies were just ‘hi bro, good price,’
he admitted. The adoption of AI tools revolutionized his workflow. AI gave an ordinary person a shortcut. It lets a super individual become a starting point for many, not a privilege for a few,
he noted. His team now uses a suite of tools: ChatGPT and DeepSeek for business communication and scripts, Midjourney for generating product images, and AI voice assistants for rapid product listing. This technological leverage allowed him to compete with established players despite initial resource constraints, efficiently quietly making a fortune in foreign trade.
Navigating Volatility: The Inevitable Cycles of Growth and Correction
Rapid success brought not only revenue but also psychological and operational challenges. The influx of capital and early validation led to periods of overconfidence and distraction, which in turn impacted business performance. Learning to manage success became as critical as overcoming initial hurdles.
The Perils of Early Success and Floating
Away
By 2022, with over 800,000 RMB in liquid assets, Li Jiale (李佳乐) experienced what he calls floating.
He indulged in luxury goods, frequented high-end venues, and enjoyed the title of 李总 (Director Li)
from older associates. I started focusing on socializing and showcasing connections, but without a substantial business foundation, those resources meant nothing,
he reflected. The direct consequence was a decline in daily orders. He recognized that his mindset directly influenced his team’s focus. Similarly, He Jiakun (何佳坤) felt a sense of unreality after his first big 50,000+ Euro order and subsequent recognition, a feeling his girlfriend promptly tempered. Wang Teng (王腾), upon winning an award at an Alibaba International Station event, consciously resisted the 虚荣心 (vanity)
of the spotlight.
Grounded Refocus: Returning to Business Fundamentals
The correction involved a conscious return to basics. Li Jiale (李佳乐) now draws a modest salary, reinvesting profits back into the company. Life is like an心电图 (EKG)—peaks are followed by dips. I want to be steady and solid,
he said. He re-implemented strict quality control, personally inspecting shipments during critical periods like Chinese New Year to avoid costly售后 (after-sales) issues. He Jiakun (何佳坤) shifted focus from the euphoria of achievement to the daily grind of improving processes. This resilience—the ability to膨胀 (inflate) and then recalibrate—is essential for sustainable growth in the volatile foreign trade landscape, ensuring that the path to quietly making a fortune in foreign trade remains on solid ground.
The Nurturing Ecosystem: Institutional and Familial Support Structures
While self-reliance was paramount, the entrepreneurs did not operate in a vacuum. Their university environment and family support provided a critical safety net and springboard. Zhengzhou Sias University’s unique culture and formal partnerships with industry players like Alibaba created a fertile ground for entrepreneurial experimentation.
Zhengzhou Sias University: A Campus Designed for Commerce
The university’s physical and cultural environment played a formative role. With its European-style architecture and themed commercial streets like 伦敦街 (London Street),
the campus exposed students to an international ambiance. Doing overseas trade didn’t feel distant here,
noted Wang Teng (王腾). A vibrant entrepreneurial ecosystem thrived, with students running everything from campus convenience stores to美甲店 (nail salons) at创业市集 (entrepreneurship fairs). This hands-on, low-stakes environment allowed students to learn business fundamentals long before graduation. Furthermore, the university’s校企合作 (university-enterprise cooperation) with Alibaba International Station, including the establishment of a人才基地 (talent base) in 2024, provided structured pathways into digital外贸 (foreign trade), with over 108 students obtaining Digital Foreign Trade Operator certifications.
The Role of Family: From Skepticism to Solidarity
Initial family reactions were often mixed, especially regarding the risks of entrepreneurship over stable employment. Wang Teng’s (王腾) father initially expressed that being a girl made the venture riskier, preferring a安稳生活 (stable life) for her. However, when her workload increased, he stepped in to help with translations and client接待 (reception). This pattern of initial caution followed by practical support was common, providing emotional and sometimes operational backup during challenging phases. For these young founders, this combination of institutional enablement and familial backing was instrumental in allowing them to persevere and focus on quietly making a fortune in foreign trade.
Future Trajectories: Scaling Up and Inspiring the Next Wave
Having established viable businesses, these entrepreneurs are now focused on scaling, diversification, and giving back. Their growth trajectories and ambitious targets signal the potential for these micro-enterprises to evolve into significant market players, while their stories inspire subsequent cohorts.
Business Expansion and Ambitious Revenue Targets
The growth metrics are striking. Li Jiale (李佳乐) has expanded from swim rings into婚庆用品 (wedding supplies) and家居园艺 (home and garden) products, and even acquired a metal factory. His revenue grew from over 4 million RMB in his first year to nearly 30 million RMB by 2024. He Jiakun (何佳坤) achieved over 3 million RMB in revenue within seven months of starting and is targeting 30 million RMB for 2025, with operations spanning 60+ countries. His team’s goal for 2026 is to double revenue to 60 million RMB. Wang Teng (王腾), starting later, has set a 2026 revenue target of 9 million RMB for her machinery equipment business. Their paths demonstrate systematic scaling from solo operations to managed teams, all while continuously quietly making a fortune in foreign trade.
Becoming Role Models and Market Indicators
These individuals have become reference points within their alma mater, with Li Jiale and He Jiakun appointed as行业导师 (industry mentors). They now field questions from curious students, and selectively recruit those genuinely wanting to do things
into their teams. Their success, echoing that of alumnus Wang Ning (王宁), reinforces a powerful narrative: that entrepreneurial achievement is accessible. For market observers, their collective journey highlights the resilience and innovation within China’s SME export sector. It suggests investment opportunities may lie not only in large caps but also in the ecosystem of digitally-native, agile traders who are adept at leveraging China’s supply chain for global demand. As He Jiakun reflected, The创业者 (entrepreneurs) around me share a trait: relentless focus until the goal is reached. I haven’t met Wang Ning, but I suspect he is exactly that type.
Key Insights and Forward-Looking Guidance for Market Participants
The stories of Li Jiale, He Jiakun, and Wang Teng crystallize several critical insights for professionals engaged with Chinese markets. First, the barrier to entry in global trade has been dramatically lowered by digital platforms, enabling a new demographic of entrepreneurs to participate actively. Second, success hinges less on formal credentials and more on operational agility, customer-centricity, and the strategic use of technology. Third, the journey involves inevitable cycles of rapid growth and necessary correction, requiring mental resilience alongside business acumen.
For institutional investors and fund managers, these narratives underscore the importance of looking beyond traditional metrics when evaluating the Chinese equity landscape. The ecosystem supporting these small traders—from platform providers like Alibaba International Station to educational institutions fostering entrepreneurial skills—represents a fertile area for growth. Monitoring policy trends that encourage中小企业 (SME) exports and digital transformation can reveal promising sectors. As these young founders continue to scale, they may present future opportunities for investment in private equity or as part of broader sector funds focused on trade-enabling technology and services. Their ability to quietly make a fortune in foreign trade is a testament to the dynamic, bottom-up innovation driving segments of China’s economy. The call to action for market professionals is clear: deepen due diligence on the SME export sector, engage with the platforms and educational initiatives nurturing this talent, and consider how the democratization of global trade might reshape investment theses in the years to come.