1、Law-abiding
     Economic disputes are an inevitable product of market economy. Over the years, Longteng has always insisted on law-abiding and exchange of benefits with honesty. However, in the course of business operations, due to various world views, values, and different ways of thinking for individual enterprises, there will inevitably appear some economic disputes. In front of disputes, Longteng would firstly review itself to ensure that based on its law-abiding business, it explicated reasons, clarifying the fact and resolve the gap of communications. Then, it proposed a solution with a lower statutory liability for the breach of contracts. Only under a situation with no choice, should it recourse under the law for safeguarding its legitimate rights and interests.
     In 1995, a supply dispute arose with Jiangsu Yinhe Group which had a solid background in the government. Repeated negotiations resulted in no success. Finally, Longteng had to take legal means to safeguard their legitimate rights and interests, which had lasted for 6 years.
     In 1996, the Benxi Iron and develop new markets in east China's cooperation, because it has a strong economic position of the Benxi Iron and Steel Company fundamental breach of contract, the Longteng's market development costs and expected benefits go down the drain. Longteng is also the case of many fruitless negotiations, the final, relying on law to safeguard their own interests.
2、Self-innovation
     In 1992, based on Trial Provisions on Joint-stock Cooperative Enterprises issued by the State Economic Restructuring Commission, Longteng transformed the collective-owned management dep. of Health Industry Company to first "stock cooperative" company in Zhangjiagang City, which was co-funded by staff, medical staff and Health Industry Company, basically forming the management system of “clarified property rights, self-manage, and self-reliable for losses", which had laid a sound foundation for Longteng to perfect the management mechanism and incentive restraint according to the "Company Law" .
     During the implementation of "stock cooperative mechanism ", Longteng had experienced ups and downs of the market in 1993, witnessing the brutal and unpredictable market competition and further recognizing that only by further adapting to the market and improving the operational mechanism, could a healthy and stable development be achieved. Thus, in 1995, it substituted the "stock cooperative mechanism” with Company Law for improvement of operation system. Again in 1997, it re-configured the client resources, human resources and property rights structure; meanwhile through the establishment of an independent operator holding corporation which provided a two-way choice between more than 100 employees and multiple independent corporations. The 27 workers, after the two-way selections, were compensated much higher than the bottom line required by the Government, reentered the society for a new job. The reform of Longteng management mechanism went earlier than the time when government required "corporate restructuring", which meant that no beneficial policies were in favor from Zhangjiagang Municipal government and the Health Bureau. Plus, the cost for "corporate restructuring" was assumed by Longteng. Based on years of Longteng’s development, it had implemented the reconfiguring program of “adjustment of structures, conversion of mechanisms, ruthless restructuring, and reasonable operations” for an improvement of management system.
3、Gathering & Spreading
     Talent is the greatest asset of a company and more importantly, the fundamental keys to business success. At the outset of the company’s establishment, 13 staff members, relying on hard-working selfless dedication, with more effort than others, in the period from1988 to 1991, have laid the economic and customer basis Longteng’s fundamental development in 1992.
     In Longteng history, with the rapid development of market economy, market segmentation and changes of main competitors, cases of individuals becoming the major competitors motivated the staff to dream forward. Longteng, by capitalized on the trend along with changes in incentive and restraint mechanisms. In 1988, it implemented the mechanism of manager contract and performance commission for marketing staff; with the expansion of business scope and volume, it increased regional managers for contracting with general managers in 1993; in 1997, the the regional branches were restructured to independent corporation with 40% funded by the branch managers; since 2000, with accumulations of capitals and information obtained by managers of independent legal entities, Longteng had played an increasingly smaller role in the corporation, reducing the company's shares, thus shares held by managers of independent entities increasing gradually to 60 to 90%. In this way, the original team of more than 100 people was transformed to over 20 independent corporations which pursued co-development with no restraints according to Longteng’s requirement of "regionalized market management and contract management"