In 2005, the overall sales of large and medium-sized passenger vehicles in China declined, with over ten car manufacturers facing severe production halts or partial shutdowns. Amid this challenging environment, Suzhou Golden Dragon stood out by achieving an annual output of 10,180 units and generating sales revenue of 2.633 billion yuan, representing a year-on-year increase of 11.83% and 10.33%, respectively. As a result, Suzhou Jinlong became the second-largest passenger vehicle manufacturer in China after Yutong Bus, ranking among the top companies with annual sales exceeding 10,000 units.
Driven by technological innovation, Suzhou Jinlong launched the Hager brand, focusing on advanced engineering and modern design to enhance product performance and meet evolving customer demands. Throughout the year, the company completed the development of 12 new model series, including the full replacement of S-series products with the V-series. The V92/91 series was launched at the beginning of the year, followed by the V7/V8 series by year-end. Additionally, the Hager 6608 model replaced the 6601, while the 6758 and city bus models were successfully tested and prepared for market release. Notably, the Hager hybrid bus, high-speed chassis, and luxury buses won prestigious awards such as the National Torch Project, key scientific and technological research awards, and the Best Safety Equipment Award at the Asian Bus Expo. The Hager brand also secured nine national patents and received the “Huaxia 12 Cars†and Best Gold Award for Road Passenger Vehicles, solidifying its position among China’s most recognized brands.
The newly developed Hager V-Series incorporated cutting-edge technologies, including the latest international braking systems—front disc and rear drum brakes—applied to buses over 11 meters in length. After continuous improvements and market testing, the chassis became a technologically advanced and mature product. Suzhou Jinlong also filed 22 new passenger vehicle models, 120 environmental protection catalog entries, and published four technical papers included in the "American Engineering Citation Index."
To support R&D efforts, Suzhou Jinlong established new research centers, including a high-speed passenger vehicle research center, a post-doctoral workstation, and an automotive performance testing center. These initiatives brought the company's product development and testing methods up to domestic standards, laying a strong foundation for future innovation.
Quality remained a core focus for Suzhou Jinlong, with a commitment to refining products and enhancing customer satisfaction. By prioritizing quality over quantity, the company implemented systematic quality improvement measures throughout the year. It also worked closely with suppliers through quality seminars to improve parts quality and reduce material costs, strengthening the supply chain and improving overall product reliability.
Suzhou Jinlong also embraced new technologies and processes to boost resource efficiency. In 2005, the company introduced a new light-covering technology that saved over one million yuan annually and reduced water and gas costs by more than 500,000 yuan. This cost-saving strategy helped establish a competitive edge in the market.
The Hager V-Series not only met the needs of passengers but also set new benchmarks in safety, reliability, and design. Its combination of advanced technology, comfort, durability, and cost-effectiveness made it stand out in a saturated market, once again proving Suzhou Jinlong's strength.
To build a talent-driven organization, Suzhou Jinlong focused on developing skilled professionals. The company established an internal training system, encouraged continuous learning, and provided opportunities for further education. In 2005, six employees were admitted to master's programs at Shanghai Jiaotong University, and the Technology Center expanded from 10 to 150 members, with over 20% holding master’s degrees. The company also attracted over 300 new employees nationwide, including 291 undergraduates, 11 masters, and 2 doctors, reinforcing its talent pool.
Service excellence became a strategic priority as well. Suzhou Jinlong built 320 customer service outlets and 13 major parts centers nationwide, ensuring timely and attentive support. In 2005, the company launched the "Service Brand" concept, emphasizing speed, efficiency, and customer value through initiatives like "National Genius," "Call Center," and "Green Parts." These efforts aimed to deliver "active," "fast," and "value-added" services.
According to Zhen Zhenqing, chief analyst at the China Bus Statistical Information Network, Suzhou Golden Dragon’s sales exceeding 10,000 units in 2005 marked a significant milestone for the industry. The resolution of equity disputes in 2005, which had been a concern for the sector, was widely supported by investors. With a clear development strategy and a sound corporate governance structure, Suzhou Jinlong was well-positioned for future growth.
As 2006 approached, Suzhou Jinlong positioned itself as a market-driven company, aiming to achieve "zero distance" with customers and provide maximum value. The year promised to be transformative, and the company’s future performance was eagerly anticipated.
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