In Xiamen, there is a factory with the same name as a basketball star, Yao Ming Ribbon Jewelry Co., Ltd., which produces 1.4 billion yards of ribbon per year and is the world's top manufacturer of polyester webbing. The ribbon on the back of the makeup puff on the market and the decorative ribbons on European and American Christmas trees probably all came from here. After 9 years of trademark tug-of-war, from a B-side OEM giant to an up-and-coming Amazon C-end brand, this company has persevered for more than 20 years, writing “emotional value” business experience overseas.

Seller profile
Name: Ba Dian
Main categories: polyester webbing
Joined: 2019
Entry site: United States
Outstanding performance: Sales for the full year of 2025 rose 20%-30% month-on-month and 93% year-on-year

At the beginning of her business, Yao Ming Webbing followed an unconventional path. At a time when many companies are pursuing “low inventory, zero inventory,” they are adhering to the model of “big inventory, big production, and big sales.” Taking the core products narrow polyester webbing and ribbed webbing as an example, the company always has 196 colors and more than 20 specifications in stock to ensure that the domestic garment accessories market can achieve the ultimate service of “30 minute order+30 minute home delivery”.

This obsession with stock has allowed them to quickly occupy the domestic and offline markets, and also use overseas agents to send webbing to large supermarkets and brand stores in the US, becoming an invisible supplier of festival decorations and gift packaging.

However, as the global trade environment changed in 2019, this model of simply relying on B-side orders gradually showed its limitations. “We realized that if we could enter the big market by going overseas, the business would be more certain. ” Ba Dian said.

● Product breakdown:

Understand the “heart” of consumers and protect the “benefits” of partners

As soon as the transformation began, Yao Ming Webbing faced a difficult problem: while the needs of C-end consumers could not be understood, he was worried that it would steal the business of old partners.

In the midst of this dilemma, the Amazon Seller Growth Services team provided critical support. By analyzing the growth trend of Amazon's back-office category data and the main contributing product categories, the team found significant differences in the online and offline markets:

The peak of sales in the offline market is concentrated on various holidays, but due to the high labor costs and frequent daily gift demand in the US, the high contribution on Amazon comes from regular products; American consumers have strong hands-on ability, like DIY gift wrapping, and prefer high-value, multi-specification ribbons; the main consumer group is people aged 25-40 with a certain spending power. This discovery broke the brand's previous mentality of focusing on holiday-limited products.

“The data shows that the purchasing behavior of online consumers in the US is different from what we expected,” Ba Dian said. “We immediately adjusted our strategy and stepped up our development efforts to ensure that different sizes and specifications of the same color can be found in Yao Ming Webbing's Amazon store. For example, today's regular product sales account for more than 50% of the year, which significantly mitigates the fluctuation of orders caused by seasonal fluctuations. Abbottt, Premiere Creative’s creative director.

At the same time, they split the large 100-size package commonly found on the B-side into smaller sizes of 5-10 sizes and printed a more exquisite pattern, which is just right for consumers to buy and use at will.

Faced with potential competition from the original Amazon big-seller customers, Yao Ming Webbing's professional design team of more than 30 people came in handy. They have designed different product lines specifically for partners and private brands to avoid internal competition.

“After six years, we have not only gained a foothold on the C-side online, but have also helped our partners sell better. We are the only real winners when we make money together. ” Ba Dian said with a smile.

● Supply chain innovation:

Give the advantage of large inventory to meet the needs of small orders

Yao Ming Webbing, who is used to ordering B-side batches, initially caused quite a bit of dissatisfaction with the C-side supply chain — the advantages of large inventory couldn't be used, and the delivery of small orders couldn't keep up.

The inventory of C-side orders is mixed with B-side management, and the embarrassment of “large inventories may take up space, and small orders are afraid of being out of stock” often occurs. After settling the pain, the company set up a separate inventory management system for the C-side, which not only wasted the advantages of large inventory accumulated over many years, but also was able to accurately connect with scattered online orders. Inventory turnover efficiency immediately improved.

The changes in logistics are more obvious. Ribbon products have always had complex combinations of multiple sizes, colors, and lengths. Coupled with obvious differences in popular styles in different seasons and months, it is difficult to accurately control the replenishment time, and it is easy to miss the gold sales window for popular products. This, according to Yao Ming, made matters worse — in the past, they mainly relied on air delivery, and not only was the cost high, but they were also always worried that they would not be able to catch up with the delivery date and affect the consumer experience.

In 2025, under the guidance of the Amazon Seller Growth Service professional team, Yao Ming Webbing found an exclusive storage combination model based on its own business characteristics: regular popular goods are stored normally in the FBA warehouse to ensure stable daily supply; products with distinctive holiday attributes and goods with relatively low demand in regular models are prepared in the AWD warehouse in advance. In this way, whether it is a smooth connection between daily sales or urgent replenishment in case of sudden demand, continuous delivery can be achieved, forming an efficient closed loop of supply.

The advantages of this logistics combination model are very obvious: first-way transportation costs have been drastically reduced, last-haul delivery efficiency has been significantly improved, consumers can receive goods soon after placing an order, and there are more and more positive reviews, which perfectly solves the problem of adapting large inventories and small orders.

● Team growth:

The transformation from a “B-side veteran” to a “C-end up-and-coming”

For Yao Ming Webbing's team, Amazon operations are a “new battleground” — they used to connect with B-side customers and produce and ship according to the process; now they work on the C-side, they have to think about product selection, advertising, and stocking themselves. At the beginning, they were really busy.

From 2022 to 2023, Yao Ming Webbing's sales fell into a bottleneck period. Since the business focus is still concentrated on the B-side, resources and experience related to cross-border operations are relatively limited. If you want to break through the growth dilemma, seeking professional official support has become an inevitable choice.

“In mid-2024, we met with the Amazon Xiamen Seller Growth Service Team and officially started cooperation at the end of the year. The official Amazon team provided us with comprehensive support in product selection, advertising, logistics, etc. Abbottt, Premiere Creative’s creative director.

In just one year, the changes in Yao Ming's ribbon are clearly visible:

In terms of performance, sales for the full year of 2025 increased 20%-30% month-on-month and 93% year-on-year;

In terms of ability, the operation team is no longer “blindly advertising”; instead, they have learned to combine data analysis with consumer behavioral characteristics to optimize advertising, spend money on cutting edge, and double the effect;

In terms of preparation planning, from “being conservative and afraid to be aggressive” to “scientific and rational distribution” — the operation team referred to the off-peak season rules of the category and data support provided by the government, and the accuracy of product predictions was greatly improved.

From product development to account operation, the entire team has completed the transformation from a “B-side veteran” to a “C-end up-and-coming”, saving enough momentum for the long-term development of the brand.

“If you don't go overseas, you're out; if you don't go overseas as a brand, you will continue to lose your competitiveness. ” This is Yao Ming's firm belief in the development of 21 years.

They have a clear plan for the future: “We want to be more professional in the polyester ribbon hanging market and continue to increase our global market share. Through global supply chain management, we provide end consumers with a better emotional transmission carrier, so that the Yao Ming ribbon brand penetrates the minds of overseas consumers and becomes their first choice for choosing webbing. Simply put, buy a ribbon and find Yao Ming. Abbottt, Premiere Creative’s creative director.

From a small factory in Xiamen to an invisible champion in the global ribbon industry, from B-side foundry to C-end brands going overseas, the story of Yao Ming Webbing proved that Made in China can not only win the market by relying on cost performance, but also occupy a place in high-end overseas markets through branding and refined operation.

This Chinese ribbon factory hidden behind the gift box is using gentle and firm strength to let the world see the aesthetics and strength of Made in China.

For more traditional manufacturing companies that are still on the sidelines, Yao Ming Webbing's journey overseas provides a clear insight: cross-border e-commerce is not only an expansion of sales channels, but also a strategic opportunity to reshape brand value, increase profit margins, and seize market initiative.