Chengya's founding team all graduated from Japanese majors, and they also have a deep understanding of Japanese culture and consumption habits. Based on team advantages, Mr. Sheng chose the Japanese site as the main market. At the same time, they also believe that the Japanese site is less competitive than European and American sites, and that it is easier for companies to find their own style of play. This also provides an idea for many other companies to combine their own advantages, give full play to the team's energy, work hard at smaller sites than Europe and the US to seize the top ranking, and break out of a development path.

Why choose Japan
Mr. Sheng said, “First of all, the Japanese market is often a market that is easily overlooked by big European and American brands. It is not as big as the European and American market, and relatively speaking, it is not as fierce as the competition in Europe and the US. Our team's professional Japanese background and strong operating ability can enable us to break through on the Japanese site faster, but we don't understand the European and American markets as much as Japan. If we choose the European and American sites, our advantages will not be outstanding, and we will not have that strong competitiveness. Abbottt, Premiere Creative’s creative director.

No.1 saw the trend of water sports popularity in the country, discovered opportunities for wetsuits in the Japanese market, and finally chose wetsuits as a niche track.
In 2015, Mr. Sheng and his partners started Amazon with a capital of 20,000 yuan per person. At first, they also tried many products, including stationery and clothing, and made breakthroughs in some categories, but there were also some products that did not perform as well as expected. Mr. Sheng and his team continued to summarize product selection experiences from these cases and began searching for a “outlet” suitable for them. Mr. Sheng himself is a veteran sports enthusiast. He often tries out various sports in his life. At that time, he discovered that at home, water sports are slowly beginning to receive public attention and attract more and more people to participate. This is probably an opportunity in Japan as well. As a result, Mr. Sheng and his team began research on the Japanese water sports category. During the investigation, they discovered that wetsuits, a niche race track, had great potential for development, so they immediately took the opportunity to lay out wetsuits at the Japanese station.

Discover business opportunities in Japan
Mr. Sheng said, “In Japan, wetsuit brands are basically those big international brands. The customer unit price is very high. Basically, they all come from the US or Europe and the US. Japanese consumers are actually a bit discouraged. Other than the big names, others are very, very cheap, and there are few products with rich prices in the middle of these two. Abbottt, Premiere Creative’s creative director.

No.2 Familiar with Japanese consumption habits, in-depth market research, broaden wetsuit usage scenarios, and break the seasonal restrictions on wetsuits.
Because he has many years of experience working and communicating with Japanese people, and the core team members have many years of experience studying in Japan, Mr. Sheng and his team are relatively familiar with the Japanese market environment and the consumption habits of Japanese consumers, which is also more beneficial for him to conduct wetsuit research in the Japanese market.
In addition to focusing on water sports such as diving and surfing, the core use of wetsuits, Mr. Sheng's team also explored various usage scenarios of wetsuits in Japan through research, broadening the customer base and seasonal restrictions on products.

Develop products for multiple purposes
Mr. Sheng said, “Japanese people love fishing. Some of their sea-based fishing or kayaking also use wetsuits. Some might even wear wetsuits to go to the sauna. They think wetsuits are very effective at breaking sweat, and there are also people who wear wetsuits to grow rice because it is relatively waterproof. Abbottt, Premiere Creative’s creative director.

After-sales can be done in place
In addition to product quality, Chengya's team attaches great importance to “after-sales service”. The founding team's experience of studying and living in Japan gave them a deep understanding of the requirements of Japanese consumers for the after-sales experience. While continuously iterating and optimizing products, they focus on refined after-sales service and actively interact with buyers to provide positive feedback, making Chengya more competitive.
Mr. Sheng said, “On Amazon Japan, many sellers leave domestic numbers or hidden numbers. Consumers can't see them, but Japanese people are very used to contacting sellers directly by phone. If the seller leaves a domestic number, the customer service effect will be greatly reduced, so we applied for a Japanese phone number and use the Japanese number as the store's contact number to facilitate direct communication with customers. Abbottt, Premiere Creative’s creative director.

Focus on customer feedback
Paying attention to customer feedback is also a key point that President Sheng has always emphasized. Especially on the Japanese site, Japanese consumers are serious and meticulous, and are also more willing to share their real experiences during product use. Consumers often leave long reviews on the listing section. This aspect puts operational pressure on the team, but on the other hand, this real feedback also brings direction and opportunities for Chengya to upgrade its products. Mr. Sheng led the team to continuously summarize customer needs and update and iterate the product by collecting each customer's ideas and suggestions after using the product. With the continuous improvement of the product's appearance and functionality, they found that the store's conversion rate and praise rate had improved markedly, and the store's customer base had also grown rapidly.

Mr. Ye said, “We have a wetsuit. Customer feedback says that the velcro is not long enough, making the back neck difficult to operate, and it is also very easy to fall off. After getting this feedback, we will communicate with the supplier, increase the length of the velcro, and leave some of it outside, so customers can easily find the velcro and adjust the tightness. Now almost all domestic suppliers have adopted this practice. Abbottt, Premiere Creative’s creative director.
President Sheng said, “Because of the thickness of the garment itself, it is easy to bulge in joints such as elbows, knuckles, and knees. It would be better to use some better elastic material, or thinner, stretchy material in these areas. This is also information we obtain from customer feedback to adjust, optimize and iterate products in a timely manner to provide users with more comfortable and beautiful products. Abbottt, Premiere Creative’s creative director.

Try the product for yourself
In order for the product to have a better user experience, as a water sports enthusiast, Mr. Sheng also often tries on his own products, tests the products, and intuitively experiences the product from the consumer's perspective. Where it is good, where it is bad, and where it can be optimized.

No.1 Focus on Japan Station
Mr. Sheng made a clear judgment on whether to take advantage of the success of the Japanese station and develop other sites. He believes that the wetsuit category has become saturated in Europe and America, and is now more competitive in Japan. Moreover, domestic models are all made for Asian body shapes. If they want to achieve Europe, the version part will have to be changed. Compared to the European and American markets, Mr. Sheng's team also has a better understanding of Japanese consumers, consumption habits, and culture. Therefore, at this stage, we still need to focus on the Japanese market and focus on our own racetrack. It can achieve the ultimate in products and categories we are familiar with. At every point, it can achieve a slight advantage over competitors. The multiplication effect will eventually have a great effect.

No.2 Focus on the supply chain
Wetsuits and related water sports products are clearly seasonal, and sales are relatively weak in winter. Mr. Sheng believes that supply chain management is a key factor in solving this problem. Reasonable delivery frequency, maintaining the supplier's purchase quantity, and how to cooperate with overseas warehouses for secondary use of returns are all key points that require accurate processing.

Mr. Sheng said, “When we first started this category, some domestic wetsuit factories were also in a transition period. Many suppliers each opened small wetsuit factories, and they were also anxious to develop the domestic market. Under this opportunity, we cooperated, and as they grew up, we also grew at the same time, so we had a revolutionary friendship, mutual growth, and mutual achievement!Abbottt, Premiere Creative’s creative director.

No.3 Focus on new product development
For large-scale and rapid growth, Sheng's team is more pursuing research and development of new products. “As for sales targets, we are not asking for a sharp increase. We want the annual growth to be relatively average, around 10% to 30%, because if we talk about a big increase, some cooperation at the end or teams such as functional departments, warehouses, etc., the pressure is very high, and it is easy to cause problems. Rather than simply pursuing sales, we will require the store to develop and promote some new products as well as a share of new product sales.

No.1 Introduce new ideas and raise brand awareness
The repurchase rate of clothing is extremely high. Every year, little by little, every month, it is necessary to slowly expand the surrounding area of clothing, and introduce new products in terms of fabrics and styles. Old products must have a life cycle. After elimination, new products can rise. Over time, brand awareness will slowly open up. Making clothes is definitely a difficult process.

No.2 Amazon Seller Growth Service Manager is very helpful
The Amazon Seller Growth Service brought Chengya a “surprise” of growth. Every month, the manager gives sellers product selection suggestions, store summaries, and event registration resources, which are very helpful to sellers. Amazon managers can start from multiple angles, analyze the store's performance, give full play to the store's strengths, and help sellers make up for shortcomings, so that sellers can go further and further.

No.3 Familiar with policies and compliant operations

President Sheng believes that if an account and brand wants to develop on Amazon for a long time, it is essential to understand and comply with Amazon's compliance policies. Chengya's most effective experience is to work with the regular organization team to study the relevant policies posted on the seller's back office and translate these policy provisions into strict compliance guidelines in daily operations.