This article was converted by SimpRead. Original URL: mp.weixin.qq.com
The story of China’s efforts to achieve localization and self-reliance in printer manufacturing and its supply chain.
By He Qianming
In November 2025, China’s 42nd Antarctic expedition team set off from Shanghai aboard the icebreakers Xuelong (“Snow Dragon”) and Xuelong 2. Among the crew were a special group of companions—homegrown “Gangda” series printers developed by Pantum.
During the scientific mission in Antarctica, these devices had to operate through turbulent seas crossing the Roaring Forties, as well as in extreme polar environments characterized by severe cold and high salinity. According to technical specifications released by Pantum, the Gangda series can maintain continuous printing of up to 400,000 pages with a paper jam rate below 0.02‰.
For Yin Aiguo, executive director and core technology leader at Pantum, the Antarctic expedition is not just a test under extreme physical conditions—it also serves as a metaphor for the journey of China’s printer industry: “from nothing to something, from weak to strong.”
This metaphor begins with a painful assertion.
In 2007, during an industry standards meeting, foreign representatives rejected a proposal put forward by Chinese companies regarding information security standards for consumables, responding bluntly: “If we all pull out, you won’t have any printers left to use.”
At that time, China’s printer manufacturing sector was still technologically barren. The global market was dominated by American and Japanese firms, facing more than 200,000 patent barriers and strict supply chain restrictions. Yin Aiguo still remembers how he felt in that moment: “As a technician, those words stung like a thorn. Not anger—first came shame—because we didn’t have it, so others dared say such things.”
Pantum’s parent company, Naisida (Ninestar), already held a significant share in the global third-party consumables market. Based on strategic business judgment and existing technical reserves, the team decided to expand from consumables into full printer development. “It’s unrealistic to expect companies outside this industry to take on this burden. We must shoulder this responsibility ourselves,” said Yin Aiguo.
The path proved far harder than imagined. Looking back, Yin admitted that if he could go back in time, he might not have had the courage to accept the task—because it was simply “too painful.” Technically, competitors had patented numerous fundamental mechanical structures and control methods. In terms of supply chains, key component suppliers refused to cooperate due to pressure from industry giants. Commercially, their products faced immediate backlash after launch, resulting in a decade-long period of losses.
Today, Pantum has grown into the world’s fourth-largest laser printer manufacturer and ranks second in China. From monochrome to color, from A4 to A3 models, and evolving beyond hardware alone to integrating local ecosystems such as HarmonyOS, WeChat, DingTalk, and online education platforms, Pantum has completed multiple rounds of technological and product iteration. The release of its A3 color laser copier in 2024 marked the completion of its full product line.
Throughout a three-hour interview, Yin Aiguo showed little emotional fervor, instead reflecting the calm and pragmatism typical of engineers. Rather than grand narratives about the industry, he preferred discussing micrometer-level mechanical tolerances, photoconductor drum material properties, or the practical details of AI interaction. When asked about comparisons labeling Pantum as the “Huawei or BYD of the printer world,” he emphasized recognizing the gap—Pantum remains in the追赶 phase.
From early-stage technological blockades to becoming the designated printer brand for major events such as the Two Sessions, the World Economic Forum at Davos, and the SCO Summit, and now being selected for both North and South Pole expeditions, Pantum’s growth represents a case study of how Chinese tech enterprises leverage long-term R&D investment to catch up in mature, competitive markets.
Below is our conversation with Yin Aiguo, CTO of Ninestar, legal representative, and executive director of Pantum.
Boarding the Xuelong: Testing Printer Reliability in Extreme Conditions
LatePost: What does participating in the Antarctic expedition mean for Pantum?
Yin Aiguo: We wanted to express our respect and support for these research teams who serve the nation. Our discussions went very smoothly—they acknowledged Pantum’s efforts in breaking technological blockades and solving critical “chokepoint” problems.
On another level, we also wanted to use this extreme environment to rigorously test our own products and set higher goals for our team.
LatePost: Pantum frequently appears in high-demand scenarios such as the Two Sessions, Boao Forum, and Davos. How have these situations driven your technological and product iterations?
Yin Aiguo: Since we’ve been given such opportunities, our team naturally feels the need to push harder.
We’ve made mistakes along the way—errors in design, production, or component quality control—that led to subpar user experiences. Printers involve relative motion; precise control is extremely difficult. For example, there’s a C-shaped plastic part on the scanner sensor that slides along a smooth steel shaft. Even if the dimensions seem perfect, contraction in winter may cause movement issues, while expansion in summer might lead to lateral shaking—both degrading scanning and copying quality.
Over a decade ago, one customer in northern China tested a machine upon unboxing in a warehouse where temperatures were below freezing—and found the scanner head wouldn’t move. After sending staff to investigate, we discovered the C-shaped plastic component was off by just one micron, causing the failure. So the process window for producing this part is extremely narrow—we must achieve ultimate precision.
Typically, printer manufacturers guarantee performance only within a comfortable office environment of around 10°C to 30°C. Outside this range, no assurances are made. But in specific high-stakes settings, we want our machines to perform reliably. Therefore, whether in R&D or production, we must prepare thoroughly. We conduct extensive validation across different temperature and humidity conditions and under prolonged continuous printing. Every possible issue must be anticipated and resolved in advance.
LatePost: Are the Pantum Gangda series printers heading to Antarctica born out of these demanding scenarios? You claim they can print 400,000 consecutive pages with a paper jam rate below 0.02‰.
Yin Aiguo: Yes, exactly. Printer mechanisms are complex and demand extremely high precision. Once paper enters the feed tray, it travels a long path inside the machine. The challenge lies in the fact that paper is flexible. During transport, the leading edge may droop or curl upward. If the initial position is slightly skewed, or if there are minor differences in roller size or spring tension on either side, the paper will gradually drift off course. Once the edge touches adjacent structural components, jams easily occur.
But that’s not all. Before fusing, toner is only electrostatically adhered to the paper surface. Even slight vibrations or contact with internal parts can displace the toner, resulting in blurred prints or ghosting. Thus, we cannot simply rely on mechanical adjustments to correct misalignment—any forced guidance risks compromising print quality.
And paper jams are undoubtedly the biggest pain point for users. Through user research, we found people are relatively tolerant of variations in print darkness or noise levels. But when printing suddenly stops mid-job—even worse, when the paper gets stuck and requires professional repair—it becomes incredibly frustrating.
For instance, large conferences require hundreds or even thousands of copies. If the printer breaks down or shuts down entirely mid-print, the consequences are severe.
LatePost: This year, when you launched the new version of the Pantum Gangda series, you claimed it set a world record for uninterrupted printing. Yet I notice most traditional printer giants don’t boast numbers like ‘we can print X pages without jams.’ Why is that?
Yin Aiguo: Judging from publicly available data, yes, we’re leading. But perhaps other companies haven’t conducted such tests. As someone with a technical background, I hesitate to make absolute claims. We’re still striving to improve.
LatePost: From your decision in 2007 to build printers until now—nearly 20 years later—Pantum has become the official printer choice for many important occasions. As the former technical lead, how would you summarize this journey in one sentence?
Yin Aiguo: (Pauses for several seconds) I once read somewhere: “Because we believe, we see.” We believed that if others could do it, we could too.
LatePost: Why not ‘Because we see, therefore we believe’?
Yin Aiguo: At that time, all we saw were barriers—tight patent locks, immature domestic supply chains, weaknesses in foundational polymer materials and ultra-precision machining, some even monopolized by certain countries. The technical threshold was extremely high. To move forward, we had to initiate the entire effort—not just building a printer, but rallying partners to build an entire industrial chain.
So we had to start with belief. Then, whenever we encountered a problem, we solved it.
Decoding the Patent Maze: When “Picking Up Peanuts a Second Time” Became a Technical Barrier
LatePost: When Pantum began developing printers, domestic experience was scarce. Before that, many companies tried making printers but eventually gave up. Why?
Yin Aiguo: Indeed, the barrier is very high. The most prominent obstacle is patents. Interestingly, real technical breakthroughs are often kept secret internally rather than patented.
Filing a patent means disclosure—competitors can then get inspiration and find alternative paths around it. That’s what they fear most.
Instead, they file patents on simple, almost commonsense approaches, clearly aiming to preemptively block every conceivable route.
LatePost: Can you give examples?
Yin Aiguo: It’s really astonishing. For example, printers require high-temperature fusing to melt toner into the paper. One company patented the method of stopping heating when the temperature is too high and resuming when it drops. Isn’t that basic logic? Like adjusting your direction when walking crooked or re-threading a needle when missed?
Another example is the paper pickup mechanism. If friction fails on the first try, the machine should automatically retry a second or third time. This was also patented. It’s like picking up peanuts—if you miss the first time, you naturally try again.
Our R&D colleagues were furious when they saw this. How can everyday common sense be considered a patent? But our legal team explained: In a specific industrial context, as long as someone files first—even if it’s common knowledge—it qualifies as a patent.
LatePost: There’s a story behind Pantum’s decision to enter printer manufacturing: Senior executives attended a printing industry standards meeting, proposed a compatible consumables standard, and original equipment manufacturers refused, saying, ‘If we all exit, China will have no printers left.’ Is that true?
Yin Aiguo: That standard primarily concerned information security. The chip on the consumable is quite complex and sealed as a “black box,” leaving users unaware of its contents. Think of the consumable chip as a USB drive plugged into the printer. Is there a backdoor or virus in a new cartridge? When the old one is removed, could sensitive data be copied away? No one knows. So we proposed opening the standard—but they refused.
LatePost: So that’s why you decided to make printers?
Yin Aiguo: In the consumables field, our company (Ninestar) already had a large market share. Our consumable chips actually supported the entire Chinese third-party consumables industry. Given our technical foundation, financial reserves, and deep industry understanding, expecting external companies to take on this task was unrealistic.
We felt we must assume this responsibility. Our thinking was straightforward—to go one step further and integrate the upstream and downstream产业链. The senior leadership made a very rational decision, fully aware of the risks involved. We first organized a team to research the supply chain, core technologies, and patent landscape. Only after confirming no insurmountable obstacles did we proceed to actual development.
LatePost: There was also a favorable moment for Pantum: During the global financial crisis, a previously closed-off printer manufacturer agreed to license foundational patents. Pantum obtained access to these basic patents.
Yin Aiguo: From their perspective, over decades, no Chinese or European company had truly entered this field. They likely thought: “This small private consumables company isn’t big anyway—no way they can succeed.”
What we received was merely the basic principle—the imaging logic—which is unavoidable. Getting this license was like registering for a competition or receiving an entry ticket—you’re allowed in the door.
But once inside, the real challenges begin: technology, supply chains, and countless specific patent circumventions—all of which we had to overcome independently.
LatePost: In previous interviews, you mentioned a patent: Suppose a five-page document needs duplex printing. Either leave the last page single-sided, or insert a blank page for duplexing. Both solutions were patented. How did you solve it?
Yin Aiguo: We avoided the second patent by not adding a blank page. After single-sided printing of the final page, instead of ejecting immediately, we instructed the machine to retract the paper back in and let it idle through one full cycle—printing nothing—thus bypassing the first patent. When we figured this out, we were quite excited. There were many similar cases like this.
LatePost: With virtually no foundation in China’s printer manufacturing sector, talent acquisition must have been difficult. How did you manage it?
Yin Aiguo: Initially, we hoped experienced experts could guide us and help avoid detours.
But after scouting abroad, we realized recruitment was nearly impossible. Many foreign engineers signed lifelong non-compete agreements—original employers continued paying full salaries post-retirement, on condition they never join rivals. We couldn’t poach them.
Domestically, it was a complete blank slate. We had to rely on our own small team of a dozen people, pushing forward despite the odds. Gradually, we recruited talent from related industries or companies—especially those with expertise in quality control or manufacturing processes from foreign enterprises.
Back then, foreign giants outsourced non-core tasks (like driver software or control boards) to Taiwanese contractors. We contacted a hardware engineer from one such firm hoping to recruit him. But he didn’t believe us—he said, “How can there be a Chinese company capable of independently developing printers?” He assumed we were a scam operation. Knowing how tightly core technologies were guarded, he thought it impossible for a Chinese company to succeed.
We told him: We’ll cover your flight, meals, and accommodation—come see for yourself. After visiting, he decided to join us. Over a decade later, he’s still with our group.
LatePost: Pantum’s first printer was launched in 2010. During those years of攻坚, were there moments of despair? How did you persevere?
Yin Aiguo: Sometimes it was really tough. For example, when stuck on a patent issue with no solution in sight, I tried to relieve team stress—taking them hiking, playing cards, or going out for dinner. Providing relative freedom for R&D personnel was crucial, especially during intense攻坚 periods.
Everyone worked extremely hard. When finalizing our first product design for production, we discovered at the last minute an unresolved uncertainty—whether we infringed on a patent. Production couldn’t proceed if infringement existed.
One evening, results hadn’t come in yet. But the female colleague responsible for patents had her wedding the next day—everything arranged. Only she knew the intricate details; transferring to someone else risked errors, so she chose to stay. She stayed up until nearly dawn, finally completing the analysis—no infringement. Rushing out in the dark morning, anxious and exhausted, she forgot her wedding dress, which she had bought and left in the office. In the end, she had to buy a new one.
LatePost: That must have been a memorable wedding. In past interviews, you said that if you had to relive that situation, you might not have the courage to take on the task—because it was too painful.
Yin Aiguo: As a technician, I admit our decision to build printers had an element of impulsiveness. Describing it as “painful” reflects the difficulty: breaking patents was hard, technical breakthroughs were hard—but I think the hardest part was the supply chain. China’s foundational capabilities were relatively weak, and basic research requires massive investment—something most companies are unwilling to make.
Even after overcoming these hurdles, could we ensure consistent manufacturing processes? That was another challenge. And as a new brand, why should anyone trust us?
Initially, we thought profits looked decent—for example, an 800 RMB cost allowing us to sell at 1,500 RMB. Seemed profitable.
But once we entered, we realized commercial breakthroughs were equally difficult. Competitors slashed prices drastically on comparable products—a deliberate attempt to suppress us before we could grow. Machines originally sold for over 1,000 RMB were suddenly dropped to 1,000, then 800. Where was the margin? With a cost of 800, selling at 800—how could distributors and retailers earn anything? Not to mention, we needed to amortize huge R&D investments and operating costs. It was unsustainable.
R&D required continuous funding. The first product took tens of millions. The second required starting over, with increasingly advanced models demanding even greater investment. While we could reuse some experience, improving speed, shifting from black-and-white to color—all demanded fresh investment.
Could the technology be realized? Could it be mass-produced? Could it sell? Could we profit? Only by successfully navigating all four steps could we achieve a virtuous cycle. Honestly, back then, we didn’t know when it would end. For the first ten years, we operated at a loss.
“Disassembly and Weighing” and a Decade of Losses: The Ruthless Market Rules Facing an Entrant
LatePost: In December 2010, you launched your printer at the Great Hall of the People. How was the market response?
Yin Aiguo: We initially produced only 100 units for market testing. Sales staff reported they sold out instantly. At first, we thought the market accepted us—we even had a false sense of optimism.
A few days later, we received feedback: Customs in one country seized our machines, stating they carried only Chinese certification and lacked approval for entry. We were puzzled—our target market was China; why were they appearing overseas?
Later, we learned these were purchased by competing printer companies. Some bought five or eight units—one or two for headquarters, two for their Chinese factory.
Then, a friend from a Taiwan-based OEM factory privately revealed: Our machines were completely disassembled, and every component weighed. Why? To calculate our material and labor costs—our cost structure was fully exposed.
Hearing this, our pressure intensified. It meant competitors were closely monitoring us, ready to strike at any moment.
Soon, this played out in the supply chain. A foreign supplier that had cooperated well with us suddenly announced volume controls—halving supply next month, cutting off entirely months later. No reason given.
Later, we learned their major clients pressured them not to supply Chinese enterprises—refusing to nurture potential rivals. So we knew—we must build our own supply chain.
LatePost: These were reactions from the industrial chain. What about other aspects—say, users?
Yin Aiguo: On one hand, encouragement. Most Chinese people carry national pride—seeing a domestically made printer emerge, they offered strong support, viewing it as a promising opportunity.
But skepticism existed too—especially among industry insiders who understood how difficult printer development truly is. They questioned: Without much technical accumulation, how could you possibly succeed? They believed we were doomed to fail.
LatePost: Indeed, it was extremely difficult. As you mentioned earlier, you incurred losses for the first ten years.
Yin Aiguo: First, our costs were relatively high. Initially, some core materials still relied on imports. Suppliers were willing to sell, but while charging foreign firms 5 RMB, they’d charge us 10 or 15. You knew it was unfair, but had no alternative—there was nowhere else to buy.
They profited from us and could justify it to the industry: “Look, I’m charging them so much, their costs can’t come down—they pose no threat to you.” So our initial costs remained high. Combined with low volumes, R&D and mold development costs per unit were even higher.
Around 2014–2015, the group underwent restructuring. Previously, the printer business wasn’t independently registered—just a division under the group, funded by profits from consumables and chips. Later, both became listed company operations, unable to fund external loss-making entities.
Once separated into independent accounting, financial pressure surged. Banks, seeing continuous losses, refused loans—even at higher interest rates.
LatePost: How did you survive?
Yin Aiguo: Persistence and sheer determination. Of course, we also made concrete adjustments. We realized mere endurance wasn’t enough—we needed genuine product breakthroughs.
Cost pressure and supply chain security loomed like swords overhead. Being dependent on others for core components meant high prices and unstable supply. We resolved to bring key supply chains under our control. Through independent R&D and deep collaboration with domestic suppliers, we tackled each component one by one, gradually achieving localization. This process was extremely difficult, but each breakthrough gave us greater cost control and reduced dependency.
Meanwhile, we revisited user understanding. Teams were sent into diverse printing environments to hear real pain points—not just functionality, but usability. Based on these insights, we pushed through major product upgrades—enhancing base performance and innovating in ease of use: one-click driver installation, QR code mobile connection, WeChat remote printing, etc. To this day, the market widely recognizes us as leaders in connectivity and ease of use.
Later, national emphasis on information security rose to new heights. At that point, Pantum—being the only domestic manufacturer fully mastering core printer technologies—saw the value of our decade-long R&D efforts suddenly shine. During the pandemic, global supply chains suffered massive disruptions, but our self-built supply system ensured stable production and delivery, earning us more customers.
Thus, the real turning point wasn’t due to a single factor. It resulted from our persistent commitment to independent supply chains, continuous product innovation, and business model optimization—resonating powerfully when the era of information security arrived, aligning perfectly with our long-term technical reserves.
Finally, in 2018, we achieved break-even. The feeling was transformative—not just relief, but confirmation: We had walked this path to completion.
LatePost: So government requirements for information security and the push for domestic substitution in key institutions significantly helped Pantum?
Yin Aiguo: Definitely helpful. It also clarified our direction—ensuring we meet the needs of key clients in information security.
Information security risks are comprehensive. Whether via USB drives, data cables, or network connections, any link between printer and computer creates a theoretical channel for data extraction. Even without active printing, files on the computer could be secretly transmitted to the printer and then sent out via network or built-in communication modules.
Another often-overlooked weak point is the consumable chip. If designed maliciously, large storage space could be embedded to covertly store sensitive user information. When replacing cartridges or accessories, viruses or activation commands could be injected into the printer via the chip, launching attacks on the entire office system.
Even more隐蔽 is steganography. Printed documents appear completely normal, yet may contain embedded digital watermarks. Once taken out or made public, spies could extract sensitive data secretly stored by the printer.Certainly, these risks all stem from malicious design. Under normal circumstances, printers should not save or forward any user information, and consumables chips should only perform their basic functions: recording page counts, installation time, remaining toner levels, or matching component parameters—none of which are related to user privacy.
But physically, these pathways do exist. If a manufacturer is malicious, they could store your sensitive printed data within the device or even on the consumables chip, leaving backdoors to extract that information. So only when this part is fully under our own control can we truly feel safe using it.
Breaking Through the Final Frontier: From A3 Breakthrough to AI Implementation
LatePost: You achieved break-even as early as 2018. Why did it take until 2024 to launch your high-end A3 laser copier?
Yin Aiguo: Our investments have been relatively cautious. In the early stages, we mainly conducted research into A3 technology, supply chains, and patents, without immediately deploying large teams. We verified technical feasibility and found that we already had some underlying technological accumulation.
However, A3 differs significantly from A4. To draw an analogy: if A4 is like a compact car, then A3 is more like a high-speed rail system. A compact car serves as personal transportation, whereas high-speed rail emphasizes carrying capacity—how many passengers it can carry, how fast it runs, and its comfort level.
Most customers buying A3 machines aren’t actually printing A3-sized paper most of the time—they’re still mostly printing A4. What they value is productivity: high reliability, stability, long lifespan, ease of maintenance, continuous operation under heavy print loads, and low cost per page over time.
LatePost: Then what are the differences between A3 and A4 in terms of product design and components? Laypeople might assume it’s just about size.
Yin Aiguo: For A4 printers, entry-level models typically last several tens of thousands of pages, while higher-end ones may reach 100,000 to 200,000 pages. But for A3, we’re talking about starting at 300,000 to 500,000 pages, with premium models expected to handle millions.
This brings up a major issue: wear and tear. Take a common example—the standard setup in typical A4 printers involves a rubber roller pressing firmly against the photosensitive drum, creating significant pressure and relative sliding motion.
On the rubber roller is a thin, uniformly charged layer of toner. Where the drum attracts toner, it jumps across to form a latent image; where repelled, the toner remains on the roller.
In such designs, the two components remain in constant contact with pressure and speed differences. The photosensitive drum is made of organic material—how could it withstand prolonged abrasion? After a few thousand or ten thousand pages, the coating wears down and performance degrades, requiring replacement.
To achieve longer lifespans in A3 machines, we had to adopt a completely different technical approach—we couldn’t rely on brute-force friction anymore. We introduced a magnetic material solution. Simply put, we coat tiny magnetic beads with toner particles. Then, instead of a conventional development roller, we use a magnetic roller (magnetic brush), allowing us to maintain a small gap or only light contact with the photosensitive drum. Development is achieved through a combination of magnetic and electrostatic forces.
LatePost: At the A3 product launch, you called it the result of long-term refinement. What does this mean for PANTUM?
Yin Aiguo: I’d say this: without breaking through in A3 technology, you’re confined to mid-to-low-end products. You’re simply not competing at the same level as global giants—neither technologically nor in market positioning. Only by mastering A3 do you gain access to high-end clients.
More importantly, conquering A3 isn’t just about completing our product lineup—it signifies that our technological capabilities and supply chain integration have reached a new level. It proves we can tackle the most complex engineering challenges and qualify for the most demanding, highest-margin battlegrounds, competing head-on with industry leaders.
LatePost: Can A3 technology also benefit your A4 products—for instance, your “Durable” series?
Yin Aiguo: Yes, certain technologies can definitely be applied to A4 models. And no, developing A3 doesn’t mean we stop iterating on A4—we continue improving A4 frequently.
Beyond shared technologies, there are many emerging applications and new usage scenarios. Especially in AI integration—that’s a major trend. We are committed to making printers smarter and more convenient.
LatePost: As a printer company, how exactly do you apply AI? Printing usually starts with documents on phones or computers—we send tasks, and the printer executes them.
Yin Aiguo: For example, many users don’t understand printer functions or status indicators. Navigating multiple menu layers on the machine or computer is tedious. With voice interaction, you could simply ask, “How do I connect to Wi-Fi?” and get an instant response—or even receive a printed instruction sheet. This is especially helpful for seniors and children who previously saw driver installation and settings as IT specialists’ jobs. Now, just speak—and the machine assists.
Another example is education. Once connected to cloud-based question banks, users can request specific test papers, and the printer generates them instantly. After students complete the tests and scan them back, the system can automatically grade answers, identify mistakes, and add incorrect questions to a personalized error log. It can even provide follow-up exercises. For instance, if it detects weakness in quadratic equations, it will generate additional variation problems to help reinforce learning.
The printer becomes an interactive device. For example, when copying old photos that are blurry or faded, it can automatically restore clarity. Or when scanning documents, instead of naming files by date and time, it identifies content—recognizing whether it’s an expense receipt or a work report—and auto-categorizes accordingly.
LatePost: Are products with these features already on the market?
Yin Aiguo: Some of the features I mentioned are already available. (Live voice demo: “Xiao Ben, Xiao Ben, print the consumables info page.”)
LatePost: Many overseas manufacturers seem to invest less in software and interaction—while you’ve launched integrations with DingTalk, WeChat Mini Programs, and partnered with online education platforms.
Yin Aiguo: Foreign enterprises may have longer internal processes and slower responses. We’re relatively smaller and more agile. We prioritize being close to users and highly responsive to new scenario demands—that’s our opportunity.
Platforms like WeChat, DingTalk, and Zuoyebang are uniquely Chinese ecosystems. We now send teams directly into various real-life scenarios to study specific needs and make customized improvements. This field team could become one of our key competitive advantages.
Going Global: Competing Head-On Across Three-Quarters of the World Market
LatePost: Focusing on niche segments has long been PANTUM’s strategy. But your position has changed—you’re now fourth globally and second in China. Competition with industry giants is inevitable. How do you see the differences?
Yin Aiguo: In the Chinese market, we rank second. Among purely Chinese brands, we’re clearly number one.
At its peak, the leading foreign brand in China held over 50% market share, while we were just a few percentage points. Now, they’ve dropped to around 30%, and we’ve grown to over 20%. The remaining 40%+ is split among other players.
Our advantage, as mentioned, lies in being closer to users, more willing to adapt, and solving pain points in specific usage scenarios—something foreign companies struggle to match.
LatePost: Does PANTUM still lag behind technically?
Yin Aiguo: In core printing technology and smart user experience, we’ve closed the gap—some areas we may even lead. However, in high-end applications, particularly concerning long-life foundational materials, we still need time to fully catch up. This isn’t something PANTUM alone can solve; it requires coordinated progress across the entire supply chain.
While we’re working closely with suppliers, we can’t mass-deploy unproven materials before processes and tech mature. Of course, we’re determined to localize critical components and materials—no single point should ever be used to strangle us again.
LatePost: How do you collaborate with your supply chain to break through together?
Yin Aiguo: First, look across industries. Some companies outside our sector may have expertise in certain base materials or processes. Their components, slightly modified, might work perfectly in printers. We actively seek out such potential partners.
Second, support existing suppliers. Some manufacturers excel at low-end products but fall short in high-end materials or precision. We keep giving them opportunities and guidance—not just routine support, but sometimes even investing or taking equity stakes. When they submit samples, we provide detailed feedback: which metrics are off, where improvements are needed, and what direction to pursue.
We also help connect them with upstream resources. For example, if their raw material quality is poor, and we know another supplier excels in that area—even if they’re not in the printer industry—we’ll bring both parties together to negotiate.
LatePost: PANTUM isn’t just competing with foreign brands in China—you’re expanding overseas aggressively.
Yin Aiguo: Globally, China accounts for about one-quarter of total printer sales. Should we just hand over the remaining three-quarters to foreign companies? That wouldn’t be right.
LatePost: What opportunities exist for PANTUM’s international expansion?
Yin Aiguo: Countries along the Belt and Road Initiative and BRICS nations offer strong opportunities, partly due to geopolitical dynamics. They tend to trust us more and prefer choosing our products. We’re continuously strengthening this presence and building confidence in our security.
LatePost: There’s an industry view comparing PANTUM’s role in China’s printer industry to Huawei in telecom or BYD in new energy. How do you feel about that?
Yin Aiguo: We wouldn’t dare make such comparisons ourselves. Internally, we always emphasize learning from them, recognizing the huge gap, and staying humble. They’re role models—high-tech champions that make Chinese people proud. They’re already leading; we’re still on the path of comprehensive追赶.
LatePost: PANTUM already performs well in China, yet many consumers still don’t know your brand. If you could recommend PANTUM printers directly to users, what would you say?
Yin Aiguo: Of course, we hope more consumers choose us.
PANTUM offers the world another choice. We invite everyone to give us a try. I believe PANTUM will become your reliable partner—and perhaps even surprise you in ways you didn’t expect.
Header image source: PANTUM