Traditional manufacturing plants do cross-border e-commerce and won Amazon's Best Seller in the first month. Sounds like an impossible challenge?

But Nanjing Tengya Precision has actually achieved it!This “master behind the scenes”, who has been a big-name OEM for 25 years, decided to personally go to the front of the stage in the spring of 2025. Its first garden robot exploded the market when it went live on Amazon, and it reached the top 1 category in the first month.

From an ODM mentality based on order production to a brand mindset that faces the needs of tens of millions of users, what motivates Tenya to complete this thrilling leap forward?What kind of new path has it embarked on for many Chinese manufacturing companies seeking transformation?

Yuan Xiaogang: Deputy General Manager of Nanjing Tengya Group
seller business card
Company name: Nanjing Tengya Industrial Group
Online sites: US station, European station
Joined: April 2025
Main categories: intelligent garden robots
Outstanding results:
● In the first month of launch, it quickly became the BEST SELLER in the Amazon segment
● Achieved a supply chain delivery record of “over 150,000 units shipped in 20 days” during the peak season
● Cross-border business accounts for 30% of total revenue

For many traditional manufacturing companies like Tengya, past success models are facing challenges. Profit margins continue to be squeezed, and the number of foreign trade orders is declining... The uncertainty of brand OEM is increasing. Will they continue to seek small profits at the bottom of the value chain, or will they bravely take charge of their own destiny in front of the stage?Tenya gave the answer with action.

Rooted in Nanjing for 25 years, Tengya has won the trust of many international brands with its precision manufacturing capabilities as a senior ODM/OEM supplier.

However, in the past two years, there has been a marked decline in traditional foreign trade B-side orders, making management deeply feel the fragility and passivity of the single-reliance on OEM model. The company realizes that a model that is only responsible for production and delivery and completely handing over marketing and brand to the customer is no longer able to cope with fierce competition and growth pressure, and getting out of the comfort zone has become a necessary option.

Yuan Xiaogang, Deputy General Manager of Nanjing Tengya Group
We must go out and stand in front of the stage to do C-side e-commerce business. We must not only produce products, but also build our own brand.

In this context, Tengya made a core decision shift: no longer only producing products for others, but determined to build its own brand and actually stand in front of the stage to participate in global competition.

Choosing Amazon as the core location for the brand to go overseas, Tenya has focused on the three key values it can provide:
● Huge and accurate traffic:
Direct coverage and access to European and American consumers
● Mature ecology:
Provide one-stop overseas infrastructure from logistics, payment to after-sales
● Brand building position:
It not only helps sales, but also a window for showcasing product strength, conveying brand stories, and accumulating user trust

This means that once the product comes off the production line, it can directly and efficiently reach European and American consumers, and complete a closed loop of value from Chinese manufacturing to Chinese brands.

Yuan Xiaogang, Deputy General Manager of Nanjing Tengya Group
Only by successfully transforming an enterprise from a traditional foreign trade model to a new model of cross-border e-commerce can help Tengya achieve breakthrough sales growth in the global market.

The determination was made, but the challenge was right around the corner. Traditional factories lack the genes and experience to face consumers, so it is urgent to build a professional cross-border e-commerce team.

Tengya adopted a pragmatic and efficient strategy to set up a branch in Shenzhen, a highland of cross-border e-commerce talents, as a “frontline headquarters” for transformation. In just 2 months, a “small but sophisticated” backbone team covering core modules such as operation, marketing, and product development was quickly formed. This agile team is also the vanguard force that supports its rapid transformation and overcomes difficulties in the upcoming peak sales season.

Deciding to become a brand is only the first step. How can you become an instant hit in an unfamiliar C-side market?Tengya is betting on a highly seasonal product — a garden robot. Behind this is a complete evolution from factory thinking to user thinking.

With the support of Amazon's strategic key account manager, the team conducted in-depth research and analysis on data such as category trends and consumer preferences. They keenly targeted the “garden robot” category and realized that sales are extremely seasonal: the gold window is concentrated from April to July every year.

This means that for new products, they must explode during the first peak sales season when they hit the market. This battle was bound to be a “blitzkrieg” from the beginning.

The larger shift is taking place in product development logic. In the past, when it was OEM, the core indicator was durability to ensure that the product could stand the test of time. However, when targeting end consumers, especially European and American home users, Tenya discovered that priorities have completely changed, and European and American households value the experience itself more:
● Compact in size:
Easy to store, does not take up too much home space
● Easy to operate:
Simplify installation and use as much as possible
● Storage should be convenient:
Adapt to a variety of home storage scenarios

Yuan Xiaogang, Deputy General Manager of Nanjing Tengya Group
Garden robots are extremely seasonal, and we have to blow up the market in the first month of product launch, otherwise we will miss a whole year of opportunities.

Based on this, the flagship garden robot underwent disruptive improvements. The team abandoned the traditional solution and achieved an “out-of-the-box” experience through three key designs:
● Abolish electronic fences:
Eliminates the complicated process of wiring and nailing nails by users
● Using visual obstacle avoidance technology:
Intelligent recognition of boundaries and obstacles through the built-in camera
● Extremely simplified process:
After the user receives the goods, they only need to start the machine with one click, place it on the lawn, and the robot can automatically start working

This ultimate pursuit of user experience quickly won positive feedback from the market. After the product was launched, rave reviews, ease of use and intelligence became high-frequency user reviews. Market sales and rankings verified the accuracy of this R&D shift, successfully boosting the product to the Amazon Best Seller list in the first month.

Yuan Xiaogang, Deputy General Manager of Nanjing Tengya Group
To be a cross-border brand, it is necessary to meet the needs of overseas users based on thorough research by Amazon, and make the product fully functional, lightweight, and compact.

The front-end explosion is an extreme stress test for the back-end supply chain. Many new brands have fallen out of the chain at this stage, but for Tengya, it is the home ground it has built up over 25 years. From agile operations in Shenzhen to smart factories in Nanjing, an efficient and collaborative system is the true underpinning of its brand ambitions.

Tengya's biggest motivation comes from its vertically integrated industrial chain. The company has mastered the complete chain from design, mold opening, injection molding to assembly, and has the ability to control the whole process from blueprint to finished product.

Yuan Xiaogang, Deputy General Manager of Nanjing Tengya Group
Our motors, battery packs, and electronic control “three-electric systems” are all produced in-house, which is the core of our strong supply chain.

Among them, the core competitiveness is that these three core components have all been developed and produced in-house. This not only establishes technical barriers, guarantees the autonomy of product performance and iteration, but also establishes a moat in terms of cost and supply safety, making it have absolute initiative in the face of market fluctuations and production capacity challenges.

When orders from Amazon's front end fly in like snowflakes, the test is to quickly transform this initiative into delivery power.

The smart factory in Nanjing is already ready. In order to meet the demand for popular orders during the peak season, Tenya has built a highly flexible production capacity system and introduced a fully automated production line. Among them, the battery PACK production line can operate 24 hours a day, and can continue to produce efficiently even during non-working hours, which not only ensures the stable quality of each product, but also raises production efficiency to the forefront of the industry.

It was this set of hard-core production capacity support that enabled Tengya to set a lightning delivery record of “over 150,000 units shipped in 20 days” during the peak sales season, successfully transforming the core advantages of the supply chain into real market competitiveness, and steadily seizing market opportunities.

What is even more rare is that Tengya has not ignored refined operations due to supply chain advantages. Instead, it has established a complete refined management system for large seasonal products such as garden robots:
● Inventory management:
The team thoroughly analyzes competitive data, market trends and seasonal fluctuations, formulates accurate sales forecasts, and sets up a strict inventory turnover warning mechanism to avoid industry pain points such as being out of stock during peak seasons and backlogs in off-season
● Cash flow risk control:
Tengya has also established a dynamic cash flow warning mechanism to control the financial pressure brought about by preparing large products through strategies such as distribution of goods and actively seeking accounts from suppliers, ensure the health and stability of the overall operation of the enterprise, and lay the foundation for long-term development

Yuan Xiaogang, Deputy General Manager of Nanjing Tengya Group
Our team must have continuous learning, cross-cultural thinking, and business agility.

Behind all of this, it is inseparable from Tengya's unique team management philosophy. In response to the rapid changes in cross-border e-commerce and the need to cope with the characteristics of the global market, Tengya has always emphasized the team's continuous learning ability, intercultural thinking and business agility:
● Flat licensing:
Give frontline teams sufficient decision-making space to ensure quick response to market changes and rules
● Featured goal incentives:
Establish “Explosive Development Awards”, “New Market Development Bonuses”, etc., to deeply bind team interests to business breakthroughs
● Specialized capacity building:
Establish cross-border rules research groups, multinational market research teams, and practical training camps to enhance the team's global operations and professional capabilities

This system has successfully forged a complex team that is both well-versed in manufacturing and operation, capable of both charging explosions and refined management, and has become the core force supporting cross-border front-end explosion and back-end stability.

Conclusions:
The story of Tengya Seiko is a microcosm of Made in China from behind the scenes to the brand going overseas. 25 years of technology accumulation is the driving force, precise strategic choices are the key, and Amazon has provided it with a stage to link to global sites. It also confirms that traditional manufacturing has never lacked potential. As long as it dares to break through the comfort zone, with users as the core and strength as the support, it can open up a new growth curve in the cross-border blue ocean, making Chinese brands shine in the global market.