These articles come from 16 years of serving clients on the front line. No fear-mongering — just methods.

New stores typically get around 500 units of initial storage capacity. So do not plan a full container — send 50-100 units per SKU as a test batch, let real data tell you which product wins, then restock accordingly. Inventory is a cost, not comfort.
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We generally plan 8%-13% of sales for ads, deducted from sales rather than requiring an upfront deposit. Ads push rankings and drive organic search; as organic share rises, ad share can come down. Ads are an amplifier, not an engine.
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Amazon offers 14-day no-questions returns, so returns cannot be fully avoided. We build about 3% return cost into every cost model. More importantly, returns are data — which SKU comes back and why often reveals product defects or overpromising listings early.
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Typical project teams for new brands are 4-6 people: 1 project lead, 1 store manager, 1-2 operators and 1-2 copywriters/designers. Operations, content and design are separated. A one-person-everything team will eventually drop a ball somewhere.
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Commodity products face head-on competition from leading brands and price wars. A new listing without reviews or ranking rarely wins. The safer play is a differentiated angle — smaller size, lighter packaging, a narrower use case, a more convenient experience. Win a small niche first, then expand sideways.
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I have operated DHGate and AliExpress too. Honestly: their traffic is not comparable to Amazon, while costs are not low. For most Chinese sellers starting out, going deep on Amazon beats spreading thin across platforms. Once Amazon works, consider other channels and a DTC site.
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