Objective/Meaning Business model innovation can increase the value of agriculture-related enterprises, promote their sustainable growth, and accelerate the advancement of rural revitalization.

Methods/Procedures From the perspective of organizational learning, this paper takes K Craft Beer Co., Ltd. as a case and adopts the single-case study method. It analyzes how K Craft Beer accumulates knowledge and enhances capabilities through different forms of organizational learning in its start-up, growth and maturity stages, so as to innovate its business model to adapt to the constantly changing market environment.

Results/Conclusions The study shows that as an agriculture-related enterprise, the firm mainly relies on referential organizational learning in the start-up stage. By imitating the production and operation logic and marketing strategies of mature enterprises in the market, it rapidly builds up its production system and overcomes constraints including insufficient customer sources and underdeveloped production technologies. In the growth stage, it adopts experiential organizational learning and innovates an industry-university-research cooperative business model with an emphasis on personalized and differentiated value propositions. In the maturity stage, it uses experiential organizational learning, shifts its value proposition to quality, nature and experience, and carries out complementary business model innovation. Agriculture-related enterprises should select appropriate organizational learning modes matching their development stages, dynamically optimize value propositions, integrate diverse local resources, expand scenario-based consumption, and realize business model iteration and differentiated sustainable development through continuous learning.