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Seller story
In 1997, a young man from Wenzhou sold hot pot across borders, selling 12 million pieces a year!
April 13, 2026
Reading time about 6 minutes
Seller profile
Mr. Shuai: CEO of Zhejiang Shuai Shuai Electric Technology Co., Ltd.
Received the 2024 Amazon Global Selling Cross-border Summit Next Generation Leadership Award
Main categories: cookware
Joined: 2021
Registered sites: United States, Canada, United Kingdom, Japan, etc.
● Outstanding results: multiple times won the Best Seller in the cookware category on Amazon North America
● In 2024, the annual sales growth rate of the entire Amazon site exceeded 300% year-on-year
● In 2025, sales doubled again
Mr. Shuai: CEO of Zhejiang Shuai Shuai Electric Technology Co., Ltd.
Received the 2024 Amazon Global Selling Cross-border Summit Next Generation Leadership Award
Main categories: cookware
Joined: 2021
Registered sites: United States, Canada, United Kingdom, Japan, etc.
● Outstanding results: multiple times won the Best Seller in the cookware category on Amazon North America
● In 2024, the annual sales growth rate of the entire Amazon site exceeded 300% year-on-year
● In 2025, sales doubled again
“Mr. Shuai” is a kid who grew up in a factory: the assembly line was his childhood, the product was his playmate, and the cafeteria fireworks were his daily routine. In 2020, when he returned home from his studies, he stood on the construction site of a new factory where the foundation was still being built, and a hint of confusion erupted in his heart: Are you really ready?Can he take hold of this business that his father has put half his life into right now and lead it to new heights?
Doubts were dissipated and replaced by a heavy sense of responsibility on one's shoulders. He began a triple exploration: developing new paths for cross-border e-commerce, improving efficiency through management innovation, and maintaining the foundation for customers. In three years, the annual sales growth rate has exceeded 300% — this is not only a leap forward in performance, but also an inheritance of trust from two generations, proof that a traditional factory is breaking through waves in a new era.
Doubts were dissipated and replaced by a heavy sense of responsibility on one's shoulders. He began a triple exploration: developing new paths for cross-border e-commerce, improving efficiency through management innovation, and maintaining the foundation for customers. In three years, the annual sales growth rate has exceeded 300% — this is not only a leap forward in performance, but also an inheritance of trust from two generations, proof that a traditional factory is breaking through waves in a new era.
A cabinet of hot pot ignites the original intention of crossing borders
Mr. Shuai:
“One product, one warehouse, one container, a bunch of roommates, and we're good to go. But what I want is not success, but 0-1 logic!Abbottt, Premiere Creative’s creative director.
First pot of gold: stemming from an “impractical” hot pot
In 2018, Mr. Shuai, who is still in his junior year in the UK, wanted to cook an authentic mandarin duck hot pot with his roommates, only to find a few cheap welded mandarin duck hot pot, and there was no way to ensure that both sides didn't taste good. This minor inconvenience made him see a potential gap in the market.
“I have a factory at home, and the market has needs, so why not try it?” Once this idea has blossomed, it quickly grows. His father's words of support, “try a small cabinet first,” became the starting point for his adventure. This is how his first Amazon store went online. From renting the warehouse, labeling, and delivery, he did it himself. Three months later, the first pot of hot pot utensils was sold out, and his first pot of money arrived.
The second batch of goods was slow to sell
The joy of winning the first battle still lingers in my heart, yet the test of reality has quietly knocked on the door. Sales suddenly came to a standstill when the second shipment arrived in the UK, full of expectations across the ocean. He later reflected that the problem was that his initial idea was too simple: “I think my needs as an international student represent the needs of all international students. ” He overlooked the difficulties of processing payment tools for new students, missed sales opportunities during the school season, and due to occasional fluctuations in product quality, the goods eventually became backlogged.
These two experiences taught him the most important lesson: how to promote and advertise is not the focus; how to select products in the early stages, when to launch, to whom, what kind of quality the products are made, what pain points can it solve, and what differences are there from similar products on the market.
“One product, one warehouse, one container, a bunch of roommates, and we're good to go. But what I want is not success, but 0-1 logic!Abbottt, Premiere Creative’s creative director.
First pot of gold: stemming from an “impractical” hot pot
In 2018, Mr. Shuai, who is still in his junior year in the UK, wanted to cook an authentic mandarin duck hot pot with his roommates, only to find a few cheap welded mandarin duck hot pot, and there was no way to ensure that both sides didn't taste good. This minor inconvenience made him see a potential gap in the market.
“I have a factory at home, and the market has needs, so why not try it?” Once this idea has blossomed, it quickly grows. His father's words of support, “try a small cabinet first,” became the starting point for his adventure. This is how his first Amazon store went online. From renting the warehouse, labeling, and delivery, he did it himself. Three months later, the first pot of hot pot utensils was sold out, and his first pot of money arrived.
The second batch of goods was slow to sell
The joy of winning the first battle still lingers in my heart, yet the test of reality has quietly knocked on the door. Sales suddenly came to a standstill when the second shipment arrived in the UK, full of expectations across the ocean. He later reflected that the problem was that his initial idea was too simple: “I think my needs as an international student represent the needs of all international students. ” He overlooked the difficulties of processing payment tools for new students, missed sales opportunities during the school season, and due to occasional fluctuations in product quality, the goods eventually became backlogged.
These two experiences taught him the most important lesson: how to promote and advertise is not the focus; how to select products in the early stages, when to launch, to whom, what kind of quality the products are made, what pain points can it solve, and what differences are there from similar products on the market.
From feeling uneasy to entering the factory resolutely
“Five Fires” for the young man who broke the game in '97
“Five Fires” for the young man who broke the game in '97
Mr. Shuai:
“Should I go back to the factory after returning home?I've asked myself this question over and over again. The responsibility of the successor is very heavy. At first, I had no confidence at all, and I did not have the courage and experience of my parents to handle the operation of the entire company. Therefore, I call this period of time after returning home reconstructions. Abbottt, Premiere Creative’s creative director.
“Should I go back to the factory after returning home?I've asked myself this question over and over again. The responsibility of the successor is very heavy. At first, I had no confidence at all, and I did not have the courage and experience of my parents to handle the operation of the entire company. Therefore, I call this period of time after returning home reconstructions. Abbottt, Premiere Creative’s creative director.
My parents' entrepreneurial path was typical of Wenzhou merchants starting from scratch: they started with a small gift shop on the ground floor of the wedding house, resolutely sold the wedding house in order to develop, put their whole heart and soul into building the first multi-thousand-square-meter handicraft factory, and worked hard all the way to get to today's new garden-style factory. Not only is it equipped with a fully automated production line, but it has also built a common prosperity workshop to help disadvantaged groups. Its female workers' team has also been awarded the Female Pioneer.
In that era of being poor and destitute, Mr. Shuai's father laid down this foundation by drawing on the courage to fight in Wenzhou people. Although he knows the hardships of starting a business, he has never been a person who sticks to the old model. On the contrary, when it comes to passing on this career and injecting new vitality into it, Mr. Shuai's father has always had an open attitude: “Once he came back from his studies, I came into contact with him, and I felt that our generation really wanted to go a little bit further. Because his generation brought more advanced ideas. Abbottt, Premiere Creative’s creative director.
This trust is both an affirmation and a heavy expectation. President Shuai carefully considered a few questions: “Has the company reached a bottleneck?”, “Can I bring value to the company?”, “Is the management of parents lagging behind?." After clarifying his mind, he resolutely returned to work in the factory and began a journey of breaking the game and restructuring.
In that era of being poor and destitute, Mr. Shuai's father laid down this foundation by drawing on the courage to fight in Wenzhou people. Although he knows the hardships of starting a business, he has never been a person who sticks to the old model. On the contrary, when it comes to passing on this career and injecting new vitality into it, Mr. Shuai's father has always had an open attitude: “Once he came back from his studies, I came into contact with him, and I felt that our generation really wanted to go a little bit further. Because his generation brought more advanced ideas. Abbottt, Premiere Creative’s creative director.
This trust is both an affirmation and a heavy expectation. President Shuai carefully considered a few questions: “Has the company reached a bottleneck?”, “Can I bring value to the company?”, “Is the management of parents lagging behind?." After clarifying his mind, he resolutely returned to work in the factory and began a journey of breaking the game and restructuring.
Breaking the game, the first fire: start again, independent accounting at your own risk
In a mature and competitive foreign trade market, Mr. Shuai has taken a different approach and sees Amazon as a bridge to gain the trust of major customers. However, there are significant differences between Amazon and traditional foreign trade: according to finance, the initial advertising costs were high but had no effect; the production line complained that in the past, an order was tens of thousands, but now it is a few hundred, which consumes a lot of human and material resources; quality inspection is helpless. As a private brand, 20%, 30%, or even 100% of the goods have to be inspected, which is too much.
In a mature and competitive foreign trade market, Mr. Shuai has taken a different approach and sees Amazon as a bridge to gain the trust of major customers. However, there are significant differences between Amazon and traditional foreign trade: according to finance, the initial advertising costs were high but had no effect; the production line complained that in the past, an order was tens of thousands, but now it is a few hundred, which consumes a lot of human and material resources; quality inspection is helpless. As a private brand, 20%, 30%, or even 100% of the goods have to be inspected, which is too much.
Mr. Shuai:
“I position myself as a customer of my father's company and let go ahead with it. If you succeed, more people will think that you are indeed quite experienced in all aspects, and only then are people willing to carry out some reforms with you. Abbottt, Premiere Creative’s creative director.
Faced with internal resistance, Mr. Shuai decided to set up a cross-border company, cut and independently account with the factory, and make clear the accounts. In this way, the original factory system supports the new business as a stable and reliable supplier, while the new business unit can more flexibly carry out market trial and error and quick adjustments according to e-commerce logic.
Breaking the game, the second fire: launch ERP so that the factory can understand the accounts
In addition, the stove solved the problem of business flexibility, but the inside of the parent factory that supports the new business is a mess. Factories with an annual output value of 3.4 billion dollars still use paper for circulation, not even an ERP?Don't believe it, it's true.
Without ERP systems management, it means no mind. Empty materials are piled up in warehouses, yet production lines often lack East and West; the ordered parts have clearly not been stored yet, but the packaging line is already waiting at full horsepower, and the entire production is in a “fire-fighting” chaotic cycle.
Mr. Shuai:
“The pace of daily work is intense, and problems are rising one after another: we have just calmed down the customer's delivery delays, and on the other side, a new inventory shortage challenge has arisen, which is also affecting our cooperating suppliers. Abbottt, Premiere Creative’s creative director.
After seeing these problems, Mr. Shuai resolutely decided to launch an ERP, and the factory's accounts must be clearly calculated.
Changing the process isn't easy because everyone's usual way of working will have to be changed. The older generation of factory employees are more accustomed to paper bookkeeping and manual bookkeeping, which is resistant to the launch of ERP. After thorough consideration, they decided to adopt the form of a two-track transition: let the older generation manual bookkeeping + system enter double insurance. After more than a year, ERP was successfully launched. The factory's data and accounts were more transparent, and the inventory was more clear. Since then, “I know how many bullets are at home”, and the production plan is more orderly.
“I position myself as a customer of my father's company and let go ahead with it. If you succeed, more people will think that you are indeed quite experienced in all aspects, and only then are people willing to carry out some reforms with you. Abbottt, Premiere Creative’s creative director.
Faced with internal resistance, Mr. Shuai decided to set up a cross-border company, cut and independently account with the factory, and make clear the accounts. In this way, the original factory system supports the new business as a stable and reliable supplier, while the new business unit can more flexibly carry out market trial and error and quick adjustments according to e-commerce logic.
Breaking the game, the second fire: launch ERP so that the factory can understand the accounts
In addition, the stove solved the problem of business flexibility, but the inside of the parent factory that supports the new business is a mess. Factories with an annual output value of 3.4 billion dollars still use paper for circulation, not even an ERP?Don't believe it, it's true.
Without ERP systems management, it means no mind. Empty materials are piled up in warehouses, yet production lines often lack East and West; the ordered parts have clearly not been stored yet, but the packaging line is already waiting at full horsepower, and the entire production is in a “fire-fighting” chaotic cycle.
Mr. Shuai:
“The pace of daily work is intense, and problems are rising one after another: we have just calmed down the customer's delivery delays, and on the other side, a new inventory shortage challenge has arisen, which is also affecting our cooperating suppliers. Abbottt, Premiere Creative’s creative director.
After seeing these problems, Mr. Shuai resolutely decided to launch an ERP, and the factory's accounts must be clearly calculated.
Changing the process isn't easy because everyone's usual way of working will have to be changed. The older generation of factory employees are more accustomed to paper bookkeeping and manual bookkeeping, which is resistant to the launch of ERP. After thorough consideration, they decided to adopt the form of a two-track transition: let the older generation manual bookkeeping + system enter double insurance. After more than a year, ERP was successfully launched. The factory's data and accounts were more transparent, and the inventory was more clear. Since then, “I know how many bullets are at home”, and the production plan is more orderly.
Breaking the game, the third fire: personnel optimization, new and old employees work together
To win the war on the front line, the factory team at the back, the base camp, must also be revitalized. As a result, Mr. Shuai's third fire went to talent and organization. In the past, the factory used a traditional extensive management model, and one person also held multiple positions such as “procurement+quality-inspection+porter”. But with an annual production of 10 million pans, this model is beginning to face challenges in terms of efficiency and professionalism.
Mr. Shuai actively uses young talents, integrates personnel and separates functions, so that every position “has expertise in the field”. The younger generation is dedicated to internal operations and is responsible for sales, development, procurement, production, and all order-related matters. The older generation is responsible for strategically related matters such as financial investment and government-enterprise relationships.
The division of labor was clear. After assigning responsibilities, the team stood out at supplier conferences and other occasions, and achieved outstanding results from product development to global sales. In 2024, Shuai Shuai's own brand achieved an annual sales growth rate of over 300%.
To win the war on the front line, the factory team at the back, the base camp, must also be revitalized. As a result, Mr. Shuai's third fire went to talent and organization. In the past, the factory used a traditional extensive management model, and one person also held multiple positions such as “procurement+quality-inspection+porter”. But with an annual production of 10 million pans, this model is beginning to face challenges in terms of efficiency and professionalism.
Mr. Shuai actively uses young talents, integrates personnel and separates functions, so that every position “has expertise in the field”. The younger generation is dedicated to internal operations and is responsible for sales, development, procurement, production, and all order-related matters. The older generation is responsible for strategically related matters such as financial investment and government-enterprise relationships.
The division of labor was clear. After assigning responsibilities, the team stood out at supplier conferences and other occasions, and achieved outstanding results from product development to global sales. In 2024, Shuai Shuai's own brand achieved an annual sales growth rate of over 300%.
Breaking the game, the fourth fire: micro-innovation in cookware
From “safety brand” to “face value technology style”
Mr. Shuai has always positioned himself as a product manager, and believes that the product side is more important than the operation side. Only by doing a good job in packaging and transportation, ensuring the quality of the product itself, and breaking through the smallest details can we improve the customer experience. In terms of product iteration, Shuai Shuai went through two major stages:
Stage 1: Mainly steady
At first, I didn't understand the preferences of overseas consumers. In order to be safe, Shuai Shuai directly sold the factory's basic products on Amazon, but the market response was not ideal. In 2021, the factory lost money. In order to be able to obtain a portion of the market cake, the team must calm down and study what products overseas users need.
Stage 2: Focus on micro-innovation
The team actively collects market and customer needs from feedback channels such as page reviews and return feedback, explores highlights that can be optimized, and continues to promote product micro-innovation by updating product design concepts and optimizing product selling points.
As the product continues to be polished and upgraded, the reason for the return has also changed markedly: from early breakage, breakage, and scratching to current subjective issues such as defects, size, larger, and smaller pots. In order to reduce such problems, the team will label the size of the pot in detail on the product detail page and use Amazon 3D tools to simulate the scene of the pot on the table, so that customers can have a more intuitive understanding of the product. At the same time, for pain points such as pot shape and shape, the team will directly launch new product development.
From “safety brand” to “face value technology style”
Mr. Shuai has always positioned himself as a product manager, and believes that the product side is more important than the operation side. Only by doing a good job in packaging and transportation, ensuring the quality of the product itself, and breaking through the smallest details can we improve the customer experience. In terms of product iteration, Shuai Shuai went through two major stages:
Stage 1: Mainly steady
At first, I didn't understand the preferences of overseas consumers. In order to be safe, Shuai Shuai directly sold the factory's basic products on Amazon, but the market response was not ideal. In 2021, the factory lost money. In order to be able to obtain a portion of the market cake, the team must calm down and study what products overseas users need.
Stage 2: Focus on micro-innovation
The team actively collects market and customer needs from feedback channels such as page reviews and return feedback, explores highlights that can be optimized, and continues to promote product micro-innovation by updating product design concepts and optimizing product selling points.
As the product continues to be polished and upgraded, the reason for the return has also changed markedly: from early breakage, breakage, and scratching to current subjective issues such as defects, size, larger, and smaller pots. In order to reduce such problems, the team will label the size of the pot in detail on the product detail page and use Amazon 3D tools to simulate the scene of the pot on the table, so that customers can have a more intuitive understanding of the product. At the same time, for pain points such as pot shape and shape, the team will directly launch new product development.
On the path of brand building, they are divided into two steps:
Step 1: Start with basic sales to increase brand awareness
Shuai Shuai is a market-oriented brand. First, it is necessary to continue to expand basic sales so that more customers can buy and experience products. Currently, Shuai Shuai has set up all sites except Southeast Asia.
Step 2: Build a brand visual system and establish a brand universe
Mr. Shuai believes that the first driving force of the brand is customer-based innovation, and he hopes to turn the entire kitchen into an art gallery through innovative design. At the same time, from kitchen supplies to lifestyle, we create a brand universe and enhance brand tone.
Step 1: Start with basic sales to increase brand awareness
Shuai Shuai is a market-oriented brand. First, it is necessary to continue to expand basic sales so that more customers can buy and experience products. Currently, Shuai Shuai has set up all sites except Southeast Asia.
Step 2: Build a brand visual system and establish a brand universe
Mr. Shuai believes that the first driving force of the brand is customer-based innovation, and he hopes to turn the entire kitchen into an art gallery through innovative design. At the same time, from kitchen supplies to lifestyle, we create a brand universe and enhance brand tone.
Join the Amazon community and take advantage of the wind
In the process of Shuai Shuai's steady rise in performance, Amazon's related resources and services have also provided support.
Mr. Shuai:
“Finding the right method, group heating, and getting effective information are the three key channels for solving problems. Abbottt, Premiere Creative’s creative director.
In the early stages, Shuai Shuai joined Amazon's official seller community, Qunxinghui. Whether it was an external customer complaint or problems such as internal shipping difficulties, trademark registration, and advertising optimization, he was able to communicate with different sellers in the group and get practical advice.
As the volume expanded, Shuai Shuai introduced the Amazon Seller Growth Service. A dedicated account manager will not only interpret Amazon's policy changes and help them respond quickly to different regulations in different regions; they will also conduct regular business review meetings to guide the team to use analytical tools to accurately understand customer needs and market gaps. Take the North American market as an example. As the household penetration rate of dishwashers increases, “dishwasher-safe cookware” has become a high-frequency demand of users. With the help of a dedicated account manager, the team was able to quickly follow up and carry out special adaptability optimizations for the series of products, which significantly improved the customer unit price and user satisfaction of the products, and also led to double growth in traffic and sales in related categories.
Mr. Shuai said, “In addition to this, Amazon also provides a large number of off-site traffic channels, which helps build Shuai's brand awareness; relying on Amazon's global site layout, we have had great gains in North America, the Middle East, Australia, and Europe; Amazon has also brought a lot of channel innovation and product optimization capabilities to Shuai Shuai. Abbottt, Premiere Creative’s creative director.
Mr. Shuai:
“Finding the right method, group heating, and getting effective information are the three key channels for solving problems. Abbottt, Premiere Creative’s creative director.
In the early stages, Shuai Shuai joined Amazon's official seller community, Qunxinghui. Whether it was an external customer complaint or problems such as internal shipping difficulties, trademark registration, and advertising optimization, he was able to communicate with different sellers in the group and get practical advice.
As the volume expanded, Shuai Shuai introduced the Amazon Seller Growth Service. A dedicated account manager will not only interpret Amazon's policy changes and help them respond quickly to different regulations in different regions; they will also conduct regular business review meetings to guide the team to use analytical tools to accurately understand customer needs and market gaps. Take the North American market as an example. As the household penetration rate of dishwashers increases, “dishwasher-safe cookware” has become a high-frequency demand of users. With the help of a dedicated account manager, the team was able to quickly follow up and carry out special adaptability optimizations for the series of products, which significantly improved the customer unit price and user satisfaction of the products, and also led to double growth in traffic and sales in related categories.
Mr. Shuai said, “In addition to this, Amazon also provides a large number of off-site traffic channels, which helps build Shuai's brand awareness; relying on Amazon's global site layout, we have had great gains in North America, the Middle East, Australia, and Europe; Amazon has also brought a lot of channel innovation and product optimization capabilities to Shuai Shuai. Abbottt, Premiere Creative’s creative director.
There are no shocking reversals, only daily refinement and improvement; there are no lone heroes, only steady progress in collaboration between old and new. Mr. Shuai incorporates his father's belief of “making good products and doing things steadily” into his daily life: not only inheriting the aura, but also understanding the roots, respecting experience, and continuous optimization in the details. Today, this factory, which was built by parents themselves, has embarked on a new path of cross-border transformation and is moving towards the future at a more steady pace.
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