The path of development and progress in every industry is actually a continuous pursuit of quality. Therefore, the successful development of any enterprise cannot be separated from the unremitting pursuit of quality. Ningbo Henglong Automobile Industry Co., Ltd. (hereinafter referred to as Henglong), since its establishment, has adhered to the company philosophy of quality first, and has developed to become a leading domestic manufacturer and supplier of front bowls and center axle components for two wheeled vehicles.

    Ningbo Henglong Automobile Industry currently has the most advanced automation production equipment and process technology in China, with annual sales of over 35 million sets of electric bicycles and bicycle front bowl components, and has established a leading position in the field of similar accessories in China. Another major product of Henglong is the sealed central shaft component, which is a high-end product produced since 2007 and mainly exported to Europe, with an annual output of about 2.4 million units. Due to the surge in shared bicycle orders, Henglong's annual production of central axles has reached 8-10 million units.

  Henglong Auto Industry began producing bicycle parts and front bowl products in 1998. The company was registered in 1995 and started manufacturing electrical accessories. Later, by chance, the general manager of the company, Hu Ruke, came into contact with the bicycle parts industry. With a try and see attitude, he began to try to process the front bowl parts of the bicycle. At that time, Henglong had no customer base and its products were only sold in the Hangzhou market. Selling a set of front bowl components could only earn a few cents. Due to the favorable economic environment for private enterprises at that time, Henglong not only survived but also gradually developed.

Hu Ruke, General Manager of Henglong Automobile Industry:

    But the development of enterprises is not always smooth sailing, and there will be some ups and downs in between, and Henglong is no exception. There are also several key turning points in its development.

    The first turning point was the "scooter craze" in 1999. At that time, the scooter market was very hot, and the supply of car head bowl parts in the market was in short supply. After careful consideration, General Manager Hu Ruke has decided to first ensure the orders of these bicycle foreign trade companies, and the remaining balance will be used for the scooter market. The later development of the enterprise proved that Mr. Hu's decision was wise, and the "scooter craze" dissipated within about a year. The spare parts companies that initially focused on the scooter market began to turn around and seek orders from bicycle manufacturers, even continuously lowering prices to compete for orders. At this point, Henglong's previous customers began to pay off, and they continued to send orders to Henglong at the original price, so that Henglong was not affected by market fluctuations.

    The second turning point was the provision of supporting facilities to Good Kids Children's Products Co., Ltd. (hereinafter referred to as Good Kids) in 2001. At that time, the order price offered by "Good Child" was nearly 40% to 50% higher than the market price, so Henglong decided to find a way to obtain the "Good Child" order. The process of striving for orders is quite difficult, and we have been working on it in the early stages. The process of sending samples took about half a year. It has been proven that supporting "good children" has indeed laid a good foundation for the development of Henglong. Not only has it improved product quality, but it has also enhanced the brand's reputation, expanding the company's customer base to Guangdong and Jiangsu outside of Zhejiang. Many Taiwanese enterprises have become customers of Henglong, and companies such as Aidiya, Yaoma, Jiancheng, Eurasia, Yongqi, Shitong, Doumao, and Kentong have all started to cooperate with Henglong. Because they believe that companies that can support "good children" have guaranteed product quality. In the following years, Henglong experienced rapid development, with annual production doubling.

    The third turning point was the entry into the Tianjin market after 2002. The doubling of production in those years was largely driven by orders from Tianjin.

    The fourth turning point was the equipment upgrade and technological process improvement that took place from 2010 to 2012. Henglong invested approximately 12 million RMB in 2010 to renovate and update all production equipment. Make Henglong's products popular among a large number of new customers.

    As time goes by, Henglong's investment in equipment and technological updates gradually translates into actual output, demonstrating its excellent performance. In 2013, Henglong began to engage with some high-end brands in Europe. After two years of sample confirmation, Henglong received orders from these European brands in 2016. These high-end European brands are very strict, requiring suppliers to make no mistakes before placing an order. Because Henglong uses precise punching equipment, it is able to control the accuracy of products well, so it has the ability to meet the needs of these high-end customers. By July 2017, Henglong had been cooperating with these brands for a year. Although the orders for this year were only a few tens of thousands, their quality requirements were indeed unprecedented for Henglong. Pressure is also a driving force. Although the order volume is not large, supporting high-end brands has effectively promoted the technological progress of enterprises, taking them to a new level. In 2016, a "whirlwind" of shared bicycles swept across the country. Prior to this, Henglong's production capacity saturation was relatively high, around 80% to 90%. The explosion of shared bicycle orders did not make it difficult for Henglong, and companies were also able to cope. Due to the high level of automation and advanced manufacturing technology of Henglong's processing equipment, one worker at Henglong can now operate 30 punching machines. As long as the equipment is turned on, production can be carried out 24 hours a day. Nowadays, shared bicycles such as Mobike, OFO, Kuqi, and Yong'anxing are all using Henglong's front bowl components, so Henglong can be said to be one of the main suppliers of front bowl components for shared bicycles. The key lies in the early equipment and technological investment, which enables Henglong to have such production strength and capacity.

    The general manager of the company, Hu Ruke, said, "Thank you very much for the bicycle industry. Without this industry, we may not have made progress today. Henglong's reputation has been recognized by the industry, so its customers are generally very stable. Thank you for your trust and support."

    From the development process of Henglong, we can see that in order to gain the trust of customers and have a good brand reputation, an enterprise must have core competitiveness, and product quality is the most important core competitiveness of the enterprise. Only by continuously utilizing high-tech and advanced production processes to improve product quality can enterprises cultivate their core competitiveness, stand out in fierce competition, and remain invincible in the complex market.