Going out to sea across borders is a process of seeking breakthroughs over and over again. Whether driving against the wind or sailing against the wind, it leaves some real emotional imprints. Many cross-border “sailors” can strongly feel the anticipation and enthusiasm for company planning, and sometimes they inevitably develop anxiety. Mr. Gao of Nanjing Yu Si Tuomeng International Trade Co., Ltd. (hereinafter collectively referred to as “Yu Si Tuomeng”) showed a different kind of relaxation and openness. Faced with the grandiose and serious problems of the company's development, Mr. Gao simply smiled: “We have made the leap from 0 to 1. We don't want to do 100; as long as we achieve 10, it's already something to be happy about. “If you do one line, you have to work hard and refine one line at a time”. From a media personality to a new player on the textile circuit in the cross-border industry, Mr. Gao said bluntly that his original goal was also very simple: “Just try it out; if you can do it, of course, it's great. ” The reality, however, is very sad. As a zero-foundation crosser, Mr. Gao soon tasted the taste of being a good drinker.

Mr. Gao said, “We had no experience at first, so we looked for suppliers on the website. Looking back at the products he made for us, it's just hard to say enough. First, the size did not meet our requirements. He said that plus or minus three centimeters are normal, and as a result, the products are all three centimeters smaller than normal. The stitching of the product is crooked and twisted, and the fabric sometimes has flaws and holes. There's also the cost. As long as the button is a dime, the price he gave us was one dollar. We don't understand either. He said that overseas consumers won't use very good products, and we also trust him. "

Mr. Gao recalled that at the time, he also suffered the loss of “not entering the market” and completely listened to the “fool” of the supplier. After a large number of goods were delivered, the results were imaginable; they were all bad reviews. Since the quality of the product was really inadequate, this money was considered a “waste of money.” After this “darkest hour,” Mr. Gao realized a truth: to do one job, you have to drill one step at a time, refine one line, and cross borders. The most essential thing is to carefully polish every product. Sadly, Mr. Gao and his two other partners decided to move the company to Nantong, the home textile capital of China, and spend a full year dedicated to running the supply chain, learning every link in the home textile industry chain, from product selection to operation, from factory to logistics. “Seizing the momentum is the key to continuous advancement”. “In the early days of opening a store, we really didn't spend much time and energy on operations; we just followed Amazon's policies. “Looking back, Mr. Gao always thought he was lucky. He attributed the reason to seizing the Amazon bonus traffic period and implementing actions, which can be described as “starting five more days and catching up with the early episode.”

Mr. Gao said, “At that time, only brand sellers had permission to use the A+ page and the brand's flagship store. Many people still couldn't bear to register the brand, but we immediately implemented it. The A+ page was created as soon as possible, and we also uploaded product videos. The increase in conversion rate was remarkable. "

Keeping an eye on the latest news on self-media platforms every day has been a long-standing habit of Mr. Gao, a self-media person. After entering the cross-border industry, Mr. Gao continued this tradition to maintain “market acumen.”

Mr. Gao said, “I'll keep an eye on Amazon's latest news and features, but if we have any new tools, we'll try them out right away. For example, POST, which was previously online, is another channel for getting traffic. It's like posting to a circle of friends. It's equivalent to one more chance to display products, and it's free, so why not enjoy it?"

“Don't think of me as a small team, I can still release a lot of energy”. There is no need to check in when you go to work 9 to 5 and take a double break. During a two-hour lunch break, overtime is not even encouraged. There are post-90s “restructured” workplaces, and every management system seems to be able to hit the emotional point of contemporary migrant workers. In addition to being novel, I can't help but wonder: in terms of management, how can such a “Buddhist” team of less than ten people grow step by step to the level of sales exceeding 10 million?

Mr. Gao said, “There is no need to frame employees so tightly. Most of our team are post-90s, and the thinking is very active. Instead, it is easier to “get the job done” in a relaxed work environment. As long as we unify our thoughts and talk about results, I think that's enough. "

As it is said, practice is the best litmus test. Mr. Gao has always intended to cultivate the professionalism, cohesion, and vitality of the team in the process of daily polishing and upgrading. “The most efficient method, the person who does the work knows best”. As the co-founder who started from scratch, Mr. Gao hopes to create a free, equal, and heart-for-heart corporate atmosphere. After clarifying the goal of “one site, one category”, let go and let employees take full responsibility for their work and achieve results efficiently within a limited period of time. Mr. Gao in '93 spoke about the same post-90s employees and expressed his sincere appreciation. He believes that the post-90s are quick to accept new things, are better able to accept Amazon platform rules, data operations, and mastering a foreign language, etc., and are also more suitable for a relaxed working environment. He is willing to take more time off so that employees can be full of energy to develop their value.

As a non-factory seller, how to find a factory with long-term supply and high cooperation is a serious challenge facing Mr. Gao. In 2017, Mr. Gao and two other partners rented a house in Dieshiqiao and opened a cross-border copy of the “Three Cross-border Musketeers Run Factory Every Day”. To be clear, Dieshi Bridge is not a bridge, but a town in Nantong, Jiangsu. Dieshiqiao is the largest home textile industry cluster and trading center in the country. Walking into Dieshiqiao, you can see large and small textile stores everywhere. A partner's hometown is here. Mr. Gao said that this feeling of going back to his hometown to start a business is very friendly. However, there are difficulties. At the time, most home textile factories in Dieshiqiao mainly sold to the B-side, and there were very few that could cooperate with cross-border e-commerce sellers to do quick reverse and flexible supply of small orders. In recent years, Dieshiqiao has actively promoted “market purchasing+cross-border e-commerce” integrated exports, and the number of factories supplying B2C e-commerce platforms has gradually increased. Kung Fu paid off. After running the factory for a few months, Mr. Gao and the three of them finally knocked on the factory door of a post-90s boss. How to achieve win-win cooperation with the supply chain?Mr. Gao has his own “doorway.” The number one mystery of screening the supply chain — the degree of cooperation must be high. “On Amazon, the success of a product doesn't happen overnight; testing is essential. Although some factories are large in scale and have advanced automation equipment, for us at the time, the minimum order quantity was 1,000 or 2,000 pieces, so the cost of this measurement was too high. This post-90s boss's factory was very cooperative at the time, and they even said they could make a sample for me, and the price was relatively advantageous.” The stitch spacing requirement is four stitches or less than half a needle. “I hope the factory has the ability to control product quality. For some of our products, the standard stitch distance is set there. Four stitches are four stitches. If you take three and a half stitches to make a living, this is not suitable for us. Why can't I get less than half a needle?Because we require product quality as our first priority, foreign consumers pay great attention to product quality, and only with quality assurance can we have sales.” Only partnerships with low communication costs can last a long time. “We have been in contact with many factories. In contrast, communication with the post-90s is the smoothest. They understand cross-border, and they are not afraid of being uncomfortable with the transition to cross-border supply, and they don't just accept the one-handed delivery model. Anyway, being able to talk together is very helpful for everyone to be flexible and flexible in solving problems. Abbottt, Premiere Creative’s creative director.

Today we are more like sellers integrating industry and trade. “Although the factory is not ours, the factory will work with us to develop new products. In terms of selecting accessories and packaging ideas, the factory will take the initiative to provide constructive ideas, and the factory knows very well which products require long-term stable supply. If we don't place an order, they will prepare the goods in advance. After establishing a long-term tacit agreement, the cooperative factory made our entire chain more efficient and controllable. ” Looking at the current situation, Yu Si Tuomeng has entered a mature period of stable order issuance, and the size of this cooperative factory has also increased three or four times to meet the growing demand for production capacity. It's like two wings of wings. Yusitamon and the partner factory are aiming for a goal, supporting each other, and working together to draw a wonderful arc. And this arc will continue its length.

With the support of Amazon traffic dividends, Yu Si Tuomeng's cross-border business has grown “on the upswing.” However, President Gao also realised rationally:

In an increasingly competitive environment, if an enterprise wants to survive, it must take offense and defense. The “Buddhist” CEO Gao admits that it is time to be a little “werewolf.” Today, demand in the overseas home textile market is stabilizing, but Mr. Gao believes that there are still huge opportunities in this circuit because consumers' requirements for quality and personalization are constantly improving.

Mr. Gao said, “Continuous innovation and brand building will be the “double axe” to build Yu Si Tuomeng's core competitiveness. "

Cross-border compulsory course: Strictly control product quality. In North America, there are many rating indicators for home textile products, such as tearing strength, dry-cleaning size changes, bleaching fastness, and burning gas smoke, etc., which are different from the quality standard system set by China, which requires more careful quality control. Mr. Gao added: On the one hand, the company will regularly spot check whether the supplier's products meet the quality requirements; on the other hand, the company also cooperates with the laboratory to send them for inspection on time to check the test items such as fabric color differences and fabric structure. At Yu Si Tuomeng, the concept of “quality first” has long permeated the entire production and sales process. Upward path: Derivative innovation continues to meet customer needs. “In Europe and America, home textile products are not durable goods, and the repurchase rate is very high.” It is necessary not only for the cost performance of FMCG products, but also for the quality recognized by overseas consumers. Regarding this competitive escalation, Mr. Gao believes that “derivative innovation” is a good breakthrough. “Our idea is to make a second micro-innovation in popular products, attract customers through small ideas and changes, and bring consumers better service when prices have not changed much. ” Mr. Gao discovered that textiles with zipper heads would clink when slightly shaken, so he developed a button model to effectively solve the pain points for sleeping consumers. Assisted decision-making: Move forward with the power of Amazon. Home textile products also have their own fashion attributes. Mr. Gao said that the store is also using Amazon back-office keywords to target female customers aged 20-40 to find more research directions for patterns and styles.

Mr. Gao said, “When making holiday models, we should pay attention to early research. If we blindly prepare goods, it may cause greater inventory pressure. During the school season, Christmas, seasonal changes, and non-holiday periods, you can mainly promote trendy home textile products, and at the same time do a good job of optimizing the listing to increase the repurchase rate of stores. "

Being young gave Mr. Gao some courage. Facing the trend of going out to sea across borders, he boldly tested the waters and broke out into a small world. However, as a young entrepreneur in the home textile industry, CEO Gao will face an era full of giants. If he wants to get out of it, it will not be easy. The “Buddhist” label is gradually fading away, and we look forward to Yu Sutomeng taking the center of the world stage with a fresh look. At the end of the interview, Mr. Gao mentioned three “thanks.”
1 Thanks Amazon. “Amazon provides us with a fair business environment, so we need to calm our mentality. As long as we can do things well seriously, I think it will definitely pay off. Abbottt, Premiere Creative’s creative director.
2 Thanks to competitors. “In the home textile category, everyone relies on their own skills. There is no malicious competition. Instead, they are working hard on product quality, which has contributed to today's healthy and healthy market environment. I think it's great. Abbottt, Premiere Creative’s creative director.
3 Thanks to the supplier and team partners. “If I had gone it alone, I wouldn't have had today's results. Thanks to my partner in the early stages of my business for their support, I spent the darkest time with me. Of course, we also want to thank our suppliers for their willingness to grow with us, especially for supporting us in quality control and new product development. Abbottt, Premiere Creative’s creative director.