–An Interview with Zhang Min, General Manager of Hebi Bolong Livestock Machinery Co., Ltd.

Editor’s Note: Amidst tightening global environmental policies and the modernisation of the livestock breeding industry, Chinese machinery enterprises are opening the door to international markets by innovating technologically and adapting to local conditions. Hebi Bolong Livestock Machinery Co., Ltd. (hereafter “Bolong”), which relies on modular manure treatment equipment, has gained a firm foothold in the Southeast Asian and European markets. Its “turnkey project” model solves regional environmental issues and transforms manure from a “cost burden” into a “revenue source”. In this interview, Bolong’s General Manager, Zhang Min, shares insights into the company’s overseas strategy, technological innovation and localisation practices, and offers her thoughts on the globalisation of Chinese livestock machinery enterprises.

In the interview, Zhang Min made it clear that Bolong’s core focus in overseas markets is not just selling equipment, but providing ‘adaptability’ solutions. 

Reflecting on the company’s initial foray into overseas markets in 2018, she observed that the demand differences across regions far exceeded expectations. Southeast Asian customers were more concerned about whether equipment could withstand high temperatures and humidity, while European customers focused on whether organic fertilisers met EU certification standards. Even the operating habits of installation workers varied significantly. ‘The biggest challenge of going global is not technology, but understanding differences. We need to adapt flexibly to the rules and culture of each market like building with blocks,” she emphasised.

How can these differences be addressed? 

Zhang Min pointed out that Bolong incorporated ‘flexibility’ into its product design from the outset. She gave the example of equipment that can be disassembled into parts and packed into containers, which significantly reduces transportation costs compared to shipping fully assembled units. Once on site, the equipment can be assembled like blocks, even in cramped spaces. Crucially, the remote guidance system provides step-by-step installation demonstrations via video, so even when there are language barriers, the process can be completed smoothly using drawings and gestures. ‘Now, on many farms in Southeast Asia, local workers install the equipment independently using our remote guidance, saving a lot of costs compared to sending staff overseas,’ she added.

Zhang Min believes that manure treatment should deliver tangible benefits to customers, not just be a form of treatment.

She explained that, although both Southeast Asia and Europe have strict policies on centralised manure treatment, customers are more concerned about whether they can make money. To this end, Bolong’s equipment converts manure into discharge-compliant water and organic fertiliser, and integrates an IoT system that monitors fermentation temperature and humidity in real time. This ensures stable nutrient content in the fertiliser. “European customers use our equipment to produce organic fertiliser that can be supplied directly to local supermarkets, turning a ‘cost burden’ into a ‘second revenue stream’,” she said.

When it comes to localisation layout, Zhang Min believes that it cannot remain just a slogan, but must be implemented in production.

 She revealed that Bolong plans to set up assembly plants in Southeast Asia and Europe, with core components being shipped from China and other parts sourced locally. ‘This ensures quality while reducing tariffs and transportation costs,’ she noted, highlighting the advantages of localised services. Previously, small equipment faults required parts to be shipped from China, which took half a month; with local assembly plants, however, issues can be resolved on the same day. ‘For example, during Southeast Asia’s rainy season, equipment seals deteriorate quickly. Local warehouses stock spare parts, so customers can receive replacements by the afternoon if they report the issue in the morning. That’s the confidence brought by localisation.”

In terms of digital transformation, Zhang Min sees it as an ‘accelerator’ that enterprises must embrace.

She explained that all of Bolong’s current equipment is fitted with IoT modules, enabling customers to check fermentation data on their mobile phones and allowing the team to monitor operation status in real time from the back end. ‘Digitalisation and intelligence are not gimmicks-they’re tools that can genuinely help customers save money and improve efficiency. That’s our core competitiveness,” she stressed.

Summarising Bolong’s overseas experience, Zhang Min believes that combining the saying “when in Rome, do as the Romans do” with “excellent technology” is key. 

‘We must understand the needs and policies of local people, and then match them with flexible technical solutions,’ she said. For instance, Europe has strict carbon emission requirements, so the team optimised equipment energy consumption, while compact modular units were launched in Southeast Asia due to its smaller-scale breeding operations. “Bolong isn’t trying to export the Chinese model overseas-we use our technology to solve the unique problems of each market.”

Today, Bolong’s equipment has increased the income of Southeast Asian farmers, and its systems are helping European ranches to reduce their carbon emissions. This gives Zhang Min great satisfaction. ‘It’s far more meaningful than just selling equipment,’ she said. Through technological innovation, Chinese enterprises can collaborate with breeders worldwide to promote sustainable industry development–that is the ultimate goal of going global.