The globalization of manufacturing during the early years of the 21st Century influenced how small and medium-sized manufacturers grew through trade with other countries. As manufacturers increasingly used the internet and digital communications to conduct business overseas, the way they established business relationships with overseas buyers began to change. By 2010, with over 450 million Internet users in China alone (according to official government statistics), manufacturers in China were able to negotiate directly with international customers. They no longer had to depend exclusively on trading partners. Therefore, more rigorous standards for documentation, logistics, and communication became necessary.
Within this broader context, Billow Time Watch Co., Ltd. developed its international trading operations gradually rather than through rapid expansion. Founded in 2004 in Shenzhen, China, by Chen Fu Jun and Wang Jian, the company initially focused on domestic production and component inspection. Early operations lacked a dedicated international trading function, as most orders were handled through limited channels and personal networks. This structure reflected the realities of many small factories at the time.
Between 2007 and 2010, the spread of internet access in China began to influence the company’s approach to overseas business. Online communication tools enabled the exchange of specifications, drawings, and timelines with clients in different regions. During this period, Billow Time Watch Co., Ltd. began exploring direct engagement with international buyers, aligning its production schedules with inquiries from outside China. This phase marked the early formation of processes that would later support a formal international trading department.
The establishment of an international trading department followed as overseas orders became more frequent. This department handled communication, documentation, and coordination between production teams and foreign clients. Responsibilities included managing order specifications, confirming materials, and tracking delivery schedules. The shift required staff to develop familiarity with cross-border commercial practices, including export documentation and payment terms. These changes reflected common challenges faced by manufacturers transitioning from local to global operations.
Handling international orders introduced practical difficulties. Differences in time zones, language, and technical standards required structured communication protocols. Billow Time Watch Co., Ltd. responded by standardizing documentation and internal reporting. Written specifications, inspection records, and production updates became essential tools for maintaining clarity. This approach reduced misunderstandings and supported repeat business by documenting and tracing expectations across production stages.
By the early 2010s, overseas communication had become routine in operations. Sales representatives coordinated directly with clients across multiple regions, negotiating order details and timelines. This period coincided with the company’s broader focus on mid to high-end watch production, which often required closer collaboration and more detailed specifications. The international trading department worked closely with quality control and assembly teams to align production output with client requirements.
Structured communication also influenced long-term relationships. Repeat international clients often relied on consistent documentation and predictable processes. By maintaining standardized records and clear channels of contact, Billow Time Watch Co., Ltd. positioned itself as a stable manufacturing partner rather than a transactional supplier. This approach reflected broader industry practices, where reliability and clarity were critical for sustaining cross-border manufacturing relationships.
As operations expanded, the company invested further in internal coordination. By 2019, Billow Time Watch Co., Ltd. had incorporated formally and expanded its workforce to more than 300 employees. International trading, R&D, CNC machining, assembly, and customer service departments operated in parallel. In 2012, the firm debuted its PRYZM brand; however, most of its global operations continued to focus on either OEM services or third-party production rather than selling directly to end users.
According to the 2010s, mid-sized Manufacturers that engaged in international commerce relied heavily on repeat customers for a large portion of their income. The primary reason for maintaining this relationship with these repeat clients was the ability to provide reliable communication and documentation. Billow Time Watch Company Ltd.’s gradual approach to building its global operation corroborates the findings that consistent documentation and communication are vital when developing its business. By adopting a more gradual approach to entering international trade, Billow Time has successfully established stable processes without rushing into new markets.
The expansion of Billow Time Watch Co., Ltd.’s international trading operations reflects a measured response to the opportunities created by increased internet connectivity and global demand. By establishing a dedicated trading department, adopting standardized documentation, and implementing structured communication, the company addressed the practical challenges of cross-border manufacturing. This evolution supported repeat international business and integrated overseas operations into its broader manufacturing framework. The experience of Billow Time Watch Co., Ltd. under Chen Fu Jun and Wang Jian illustrates how gradual operational development can sustain international engagement in a competitive manufacturing environment.
