#741 - Building Amazon Brands And Buying More Of Them

#741 - Building Amazon Brands And Buying More Of Them Speaker 2: From selling painter's tape on Amazon to mid seven figures worth of sales and the ability to buy even other Amazon brands. That's just part of the story of today's guest. How cool is that? Pretty cool, I think. Hello, everybody, and welcome to another episode of the Serious Sellers Podcast by Helium 10. I am your host, Bradley Sutton, and this is the show that's a completely BS-free, organic conversation about serious strategies for serious sellers of any level in the e-commerce world. And continuing my tour of the e-commerce world, I'm here in one of my old stomping grounds that I barely recognize, Long Island City, which when I was here 30 years ago, it was like Queensbridge Projects and You have to be careful walking around and i got off the uber i wasn't paying attention i got off the uber i'm like. Am I in like the west side of Manhattan or something? I'm like, what is going on here? But Shaff, am I pronouncing that right? Speaker 1: That's correct. Speaker 2: Invited me here to his home here in Long Island City. Now, you told me you are actually from born and raised here in New York. Speaker 1: Yeah, born and raised Queens, New York, fresh meadows, but to Long Island City. Love it here. Speaker 2: How long have you been here in Long Island City? Speaker 1: Long Island City, I would say it's been about three years. Speaker 2: Were your parents born in Pakistan or also here in the United States? Speaker 1: They were born in Pakistan. My father actually came here when he was 16 in the late 70s, early 80s or something like that. Speaker 2: From where in Pakistan? Speaker 1: Lahore. Speaker 2: I had some good biryani when I went to Lahore, but Karachi, I still think Karachi might have a little bit better of a spice. I don't know what it is. Speaker 1: I don't know. I think Lahore's better. We got it, man. No, you got to try other stuff, man. Not just the biryani. Speaker 2: I'll have to go back. I'll have to go back. Do you go back there often? Speaker 1: I go there every year. I was there actually three months ago. So our office, our back office for our Amazon business is all in Lahore in a town called Goldberg, which is like the city center. And so we're in like a workspace cabin and the entire team basically sits there and we run the business from over there. Speaker 2: Awesome. Awesome. How many employees do you have over there? Speaker 1: We have seven employees. Speaker 2: Okay. Born and raised here in New York. Where did you go to university? Speaker 1: So for undergrad, I went to University of Miami, did my bachelor's over there. Speaker 2: Hurricane. Speaker 1: Hurricane, exactly. All right. So you know, and then for, so I went to law school as well. So for law school, I went to Hofstra University right here on Long Island. Speaker 2: They have a good basketball team, Hofstra, sometimes. Speaker 1: Sometimes, yeah. Speaker 2: What's the, what's the mascot? Speaker 1: I'm horrible. I don't even know. Speaker 2: What school spirit he had. Speaker 1: I was running, you know what it is? I was trying to build a business at the time. And so I wasn't even on campus and paying attention to that. I was just so involved in the brand building and learning finance, supply chain and marketing that just like I don't even remember anything about law or anything. Speaker 2: Well, he was being like, we good Asians are and focus on school and not the sports aspect of Oh, a thing. And I remember how that went. And did you get into law like upon graduation? Speaker 1: Um, okay, so as Asians, right, like, you don't have much options. So my parents pretty much were like, okay, you have a few options, right? You could be a doctor, a lawyer or an engineer. There's no way I was gonna get into med school because you need You know, phenomenal grades and law school was, you know, the other option. I didn't really plan to even become a lawyer. The plan was, okay, I'll basically buy time and while I buy time, I'll be able to maybe start a business or look at other ventures in the three years of law school. Speaker 2: And so you did actually start practicing law? Speaker 1: No, so I started law school in 2017. I started a business in 2018. And the business is in your e-commerce business? The e-commerce business, yeah. Speaker 2: What did your parents think of that? I'm assuming your parents were supporting you throughout college and paying thousands of dollars and then all of a sudden it's like, oh, Let me go ahead and sell stuff on Amazon. How'd that conversation go? Speaker 1: Immigrant parents that have used a computer maybe once in their life to talk to their family back home, right? They just thought like it was a crazy idea. They thought like anyone can do this and it's not of something value and they didn't realize like, you know, the scale that you could get it to. And so, you know, when you come over here from third world countries like Pakistan, you know, you want security, you know, you want steady paychecks and so they just didn't believe in the dream of especially being e-commerce and, you know, not being brick and mortar where, you know, traditionally you see that way more. And so yeah, they were opposed to it. But you know, upon graduation, kind of like shared a bunch of information with them about how we were doing as a business. And they were like, okay, like, maybe this is sustainable. Maybe we'll let him do, you know, pursue this business. Speaker 2: Okay. Okay. What, how did selling online get on your radar? Just because, just because, you know, you were born here does not mean that it's still not exactly a normal thing. Like, oh, let me sell products online. So how did you find out about this opportunity? Speaker 1: So in undergrad, I had a friend and he pretty much was a manager at this one guy's business. And this guy who owned the business, he had 47 shoe stores all over America, right? And so his business was seriously declining. This is back in 2016. And so his business was declining and so the manager, my friend, he would tell me that, oh, we just started selling on Amazon. And we're crushing it. And they basically were using the FBM model, right? Where they're pretty much shipping the product from all 47 stores. So if you got an order in Chicago, the Milwaukee store would fulfill that order, right? And so like the first year, they did like $2 million in sales. The owner of the company was like buying warehouses and turning them into like charter schools. And he was just... In those two years, yeah, he was like just crushing it. And I was like, Is it that easy? My friend, he wasn't that tech savvy. And the owner of the business, he was just a brown Pakistani uncle that wasn't a traditional computer user, software guy. And so I was like, okay, I think there's an arbitrage here. And I think there's an opportunity. I haven't heard of this opportunity elsewhere. And so let me just sort of learn more about it, get more knowledge about it. Speaker 2: So what year was your first product, your first privately-owned product on Amazon that you were selling? Speaker 1: So 2019, July 19th, actually. I remember exactly because it was my sister's wedding that day was when I launched my first product. Speaker 2: What was it? Speaker 1: Painter's Tapes. Speaker 2: So when you're painting a wall and you put tape so you don't get paint on the floor and on the corner or something like that? Speaker 1: Yeah, exactly. Speaker 2: How did you find that? Speaker 1: I mean, I was using tools. I was using Helium 10. It was a great tool. So we were using tools. Well, me, I was using tools like that. And pretty much finding gaps, learning how to use these tools, right? Because I didn't even know how to use softwares. So Helium 10 actually was like the easiest one to use. And so I found this opportunity. Speaker 2: How did it do? Speaker 1: Honestly, it did pretty good for like two years until the overseas competition just came and sort of like wiped us out. But it did well actually. I made a bunch of money from that. Speaker 2: You know that in seconds you can find all the keywords any product on Amazon was ranking for in the last couple of years or find out where any product got sales from, from brand analytics data from the last five years or get exclusive private trainings that used to cost $400 a month. All of these plus more is available now on the Helium 10 diamond plan. Upgrade with this special 20% off coupon code SSP20. No contract. You can cancel at any time. Once again, use code SSP20 to get the Helium 10 diamond plan that helps brands so much, it practically pays for itself. All right, fast forward. You have multiple brands, I believe. What's your main brand called? Speaker 1: Yeah. So the main brand that we have right now is called Insight. Speaker 2: Insight? Like I have insight into something? Speaker 1: Yeah. E-N-S-I-G-H-T. It's a planners and journal brand. Speaker 2: Okay. And when did you start that brand? Speaker 1: So before I dove into Amazon, I was kind of like, I was very risk averse. I was like, hey, I don't want to start one brand. I want to start two brands. So one of them was the Painter's Tape brand called Plex. And the second brand was Insight. And so the idea was like, okay, I'm going to launch these two brands. And the second brand, Insight, I wanted to be custom because I know that competition was arising. And so the Insight planner product, I launched in September. So a couple months after the first launch that I did in July, I launched then. Speaker 2: Between all of your brands that you now sell, including Insight and others, Which year was your best year of sales? Was it last year? Have you been increasing year over year or was it before? Speaker 1: Yeah, we're pretty much increasing year over year, which is why we're still continuing to be on the platform and take more opportunity from it until we sort of see that there's not the growth. But yeah, like, you know, mid seven figures is probably like our best year so far. Speaker 2: Okay. And of that mid seven figures, how would you break down marketplaces as far as like Amazon USA, another Amazon, you know, if you're, you know, how much percent on Shopify, if you have Shopify, you know, are you doing TikTok shop, etc. How would you break that revenue down? Speaker 1: Yeah, so we're 90% Amazon. And then I would say like, we're 5% Shopify, and we're 5% Walmart. And right now we're engaging with TikTok. Speaker 2: The 90% Amazon, is it all Amazon USA or any other countries? Speaker 1: It's all Amazon. Speaker 2: Is there anything stopping you from expanding some of your brands to other like Canada, Mexico, Europe? Speaker 1: So yeah, so the reason why I didn't expand to different marketplaces was because the growth in the US was still so great that I was like, okay, like before I expanded to other countries and sort of, you know, create more work in the supply chain side, I want to maximize the current opportunity in this market. Until we stop seeing double-digit growth, I don't want to involve myself in another market just yet because I think focus is super key on Amazon. Speaker 2: What is your goal for this long-term, if any? Are you building it up to eventually exit? Is this a legacy thing you can pass on to your kids? What have you thought five years in the future? Speaker 1: Yeah, that's a good question. So recently we did an acquisition. I purchased a 50% interest in another brand, which is I would say like 3 to 4x the size of the current brand that I have. And so it's in the same category. And essentially, like the goal is to turn it into or have at least like a portfolio of household brands, right? The brand that I purchased, it's in the educational poster category. It's one of the top on Amazon. I think we have the most reviews in the category for that brand. And the goal with that brand is like maximize the US market and try to get into retail brick and mortar because we figured out The e-commerce side of things, but I think to diversify risk and to sort of mitigate loss from overseas competition and rising Amazon ad fees and things like that, we need more security. And so the acquisition I did is so we can have more security and be in stores and sort of have these other places where we are, you know, not not not exclusively, but having a serious sales volume. Speaker 2: Okay. Now, one question I asked about Helium 10 for some people is Those who weren't using Helium 10, they started, but you were kind of using it almost from day one, even looking for your first products on there. So I guess I would phrase this this way then, like, I'm sure you've started using tools at different times, like you weren't using every single tool from day one when you're doing your painter's tape. So what have been some of the big Impacts over time as you started adopting more use of Helium 10 tools. Do you have any anecdotes like that? Speaker 1: Yeah. Oh my God. Yeah. There's a lot of that. So brand analytics, right? Like when you go into brand analytics, When you are in the source query performance, it's very difficult to look at the data and then export sheets and then compare timelines week over week, month over month. And so one big advantage of using Helium 10 on the Diamond was that we have the search query analyzer. And one amazing thing that I like about that specific tool is that there's a funnel, right? And so when you open up the funnel for your specific product, I'm able to tell market size, impressions, conversions, add to cart and clicks, right? And so why is that important, right? We are trying to grow double digit year over year, right? So we need to know how large is the market size, right? So if we are able to see that, okay, like for this specific product, the market has a million clicks and we're getting only 10,000 clicks. Now I know that the ceiling is a million clicks, right? And so I'm able to grow into that, right? And so the funnel helps a lot with that, which you can also see on Amazon. But the issue is that it's not as easily digestible. I know I wouldn't use it because it's just so hard to read. Speaker 2: Download all those reports. Speaker 1: Exactly. Yeah, exactly. So just by looking at that at the product level, we're able to set KPIs for our employees and just sort of say like, hey, if we want to increase 10%. Speaker 2: Talk to me about your launch process. First of all, around how many products are you launching per month? Speaker 1: We launch, I would say, about six products a month. Speaker 2: Talk about the Helium 10 aspect of what role Helium 10 plays in your launches and the non-Helium 10 aspect, like how, you know, you were around in 2019 towards the end of the like, you know. Speaker 1: I got in maybe like six months before everything just went haywire. I came in 2019. I think 2020 is when things just went gangbusters pretty much. Speaker 2: So all of us had to change our launch strategy. Walk me through your launch process for a new product. Speaker 1: Yeah. So I think every brand is different. And the reason is because obviously different categories react and And so our category, we have a lot of loyal customers and because we have so many SKUs, it's not that hard launching products because We're able to run targeted ads on our own PDPs for the new launches. And then we're able to launch... So for example, we have one listing that has 9,700 reviews. So what we do is that if I'm launching a new product, I'm going to run an ad of our new launch product on that existing 9,700 review product because it's bringing in so much traffic. What will end up happening is that Someone may convert on that specific product. And so where Helium 10 would come into this is like, you know, figuring out like, okay, like, not only at the PDP level, like, what keywords and what search volume do they have? And then like, you know, like, it's very strategic. My team has very, They have very precise metrics as to what we need to follow, what metrics are being pulled, what search volume every keyword needs to have before we go and tackle it, what should be an average CPC, what CTR are we trying to derive from that launch. And then the Search Query Analyzer, it provides that data as well. I was looking at it today, earlier today. I forgot what I was looking at. It'll come to me. I'll talk about it later. Speaker 2: All right, cool. So how do you, other than doing product targeting on your existing products that have so much traffic already, what else are you doing? Are you like launching with a lower price or a coupon or sending any off Amazon traffic, like mailing lists that you're letting customers know? Talk a little bit more about that. Speaker 1: Okay. I'll give you my launch strategy. So the way that we launch is we create the listing, right? I'll tell you from the way back. We create the listing and I set the launch date to maybe like six months in the future. And the reason why I do that is because as soon as the inventory hits the warehouse, your listing becomes active. But if a launch date is set in the future, it turns into a 404 error. And so the honeymoon phase doesn't start, right? The honeymoon phase actually does exist. It's not that long, but it does exist. So that's number one, right? So as soon as it gets launched, we actually launch a lot of auto campaigns. And the reason why we launch a lot of auto campaigns and not exact match campaigns, like I would say it's a split. It's like 70 to 80% auto campaigns. We do 20 to 30% exact match campaigns. And the reason is because the algorithm is always changing. Rufus is always identifying in a semantic way on how to describe the product, what is a product. And so we're trying to learn how Amazon's going to index that product. And so we figure that out. We aggregate those keywords. Speaker 2: And then once we- What kind of budget on those campaigns, daily budget? Speaker 1: Honestly, we don't really set budgets. We just try to get ranked. It's not going to be like thousands of dollars a day, but it's just enough where we need to get ranked because my philosophy is that we don't want to rent keywords. We want to get ranked for them. So we're going to spend money and we're going to be pretty aggressive with spending money. In conjunction with that, we drive traffic to our PDPs. We have list goals, editorials on Google that we run. We have a meta funnel that we run for our new launches. And we also have an email list on Shopify, where as soon as we launch a new product, we have You know, a bunch of emails where we'll sort of like blast and be like, hey, you can purchase this. And then the email links actually, they won't go to Shopify. They'll go to Amazon. So we get, you know, the ranking boost. Speaker 2: How do you decide what's the target on Google for your new launches? Speaker 1: That's a good question. So we take the keywords that we got from Amazon and we basically use them on Google. And I would say Google and Amazon's keywords are 90 to 95% synonymous in terms of search volume. And so it's way more than likely that the keywords that are successful on Amazon are also going to be successful on Google. Speaker 2: What are some other Helium 10 cadences for your team? I know it's your employees who are mainly in it, probably even more than you now. What do you require them to do? Do you have some things that they need to be looking at Helium 10 on a daily basis, weekly basis, monthly audits? What's your SOP? Speaker 1: Yeah, so like I was saying before, our North Star is keyword ranking. Like I said, we do not rent keywords. We buy them. We own them and we pay tax to be on them, right? And so one of the most important metrics for the Amazon team is retention. Are you guys retaining the positions that we need? And so we're in the keyword tracker. I'm in the keyword tracker. They're in the keyword tracker. We use that tool. Just every day, every hour, it's the main thing that I look at. Because otherwise, it's like our catalog is so large that you're going to be going into Amazon and typing in keywords and checking positions manually, where it's just like you can open up the keyword tracker and check that way. But I don't actually do that. I have the automatic emails. So I just get the emails. The email basically tells us that, hey, we're ranking for this, ranking for that. And then the profit revenue email, which is also pretty cool. So wake up in the morning, check that, see how we did yesterday. Are we flat? Are we up? Did someone need to get yelled at? What's going on? Speaker 2: Going back to that keyword tracker, let's say your rank is down. What actions do you guys take? Speaker 1: Yeah. So if rank is down, figure out obviously why. And it could be many reasons, right? Like someone else is increasing bids, getting that placement. And so what we do is that we just go into the actual Helium 10 ad portal, which is actually really helpful as well. And I'll explain why after this. Yeah. So increased bids. Is there a new competition that's playing with price? So for our new brand that we acquire and even my planner and journal brand, they're custom products, right? And so if a customer... You're not buying a garlic press, right? At the end of the day, it's just going to do whatever it does to the garlic. You're buying a planner, a journal, you're buying educational posters. And so it's design. And so if your brand is the only brand that offers that design, customers are going to find you regardless of the price. Obviously, the price can't be astronomically high, but they'll find you because of that price. And so most of the time, it's that someone has increased bids. And then what do we do? We just add bid modifiers, increase those and try to retain the positions again. Speaker 2: You said you use the Helium 10 ads portal. What do you use that for? Speaker 1: Yeah, so that's... Okay, so some products like... The sponsored product ads will do well or otherwise like the sponsored brand ads will do well. And so the sponsored brand video ads might do well, like the sponsored brand product carousel might do well. And so what I like about using that, and I'm pretty sure that Helium 10 ads is the only one that does it, you just get a breakdown of like where Which type of ad is being the most efficient in your catalog, whether it's sponsored product, sponsored video or whatever? But Amazon doesn't give you that data unless you literally manually look up all your video campaigns, you manually look up all your product carousel campaigns. For example, today, I look at ads a lot and the reason why is it's because it's the largest amount. Like in your P&L, it's like the fattest amount that's going back to Amazon. So it's like if these guys are going to spend money, like I want to know where it's being spent, right? And so like today, I'm in there looking at the catalog and I noticed that like for one of the products, the sponsor display was like 13% ACOS, which is very good. And I was like, wait, this is like an anomaly. Let's put more money behind this and maybe we can scale it up. And even if the cause goes up a couple of points, whatever, at least we'll be able to scale it. But I'm able to see that information right off the bat very quickly because obviously, I'm trying to expand the business and not be too much in it. And so I always like I want my team to be more involved in using the tools that they have and not be in the account as much. I want them to be more in the tools because the tools provide more visibility. Speaker 2: What's the biggest L you've taken in your business? The biggest disaster, biggest catastrophe, biggest loss? Speaker 1: Yeah, this one time I took out a massive loan and we were going to launch, I think it was like 100 products and I think only 15 of them Ended up doing pretty well, which I told other people about this. That's actually not that bad of a number, but invested a bunch of money, but it's because our process wasn't set up the way that it should have been. And so that was probably the fattest sell. But you know what? You come back from it. You understand why, what happened, what happened. You learn more about finance, how money should be taken care of. And then on top of that, the algorithm is always changing. And so you rather learn on how the algorithm is going to change rather than just blaming XYZ. I've seen a lot of sellers that launch brands in 2013, 2014. And at that time, it was really easy. You could just launch anything. And now it's like I see a lot of those sellers are like either closing their stores down or they're just having a hard time because they weren't able to keep up. I got in a time where it was like I only had six months to kind of just like relax. And then after that, I was like, no, no, you're not. You're not going to be able to relax. Like things have changed. Speaker 2: What's on the flip side, what's the biggest win you've had or like the biggest surprise, whether it was on purpose or on accident or an amazing prime day or some crazy, amazing event that. Speaker 1: Yeah, so this is by total accident. When I was launching my planner, one of the planners, right? It was an appointment book. I wanted the interior to be like this like navy color, right? And so I spent like months perfecting it, got a designer, ended up getting it done, gave them all the Pantone colors to the manufacturers or whatever. And we ordered thousands of units. This is like my first product launch ever, right? Like all the money that I had. As a second year law student, no job, nothing. So the product comes in, whatever, a bunch of pallets come in and I told my supplier, I was like, hey, just send me one unit. I just want to see it before it goes to Amazon. And the supplier sends it to me and the interior is not those colors at all. It's like a light, like a total like baby blue light color, not navy. Like I was like, dude, no, like what just happened? Like this is horrible, this and that, blah, blah, blah. And then it's just amazing how like just like life works. Like as soon as I launched it, it turned out that on the first page, The color, because it wasn't dark, it was light. I got way more clicks than my competitors. My conversion rate was way higher and people loved it. And their mistake actually was one of the most beautiful things that happened in the business. Otherwise, I wouldn't have survived. Speaker 2: We had one of that even before we were selling on Amazon where we were doing like 500 phone cases on eBay a day. And we ordered a batch It was supposed to be the transparent TPU plastic cases, but they glitter infused it. The transparent ones is like unisex. Men like it. Women like it. It's great for everybody. They just want a simple, simple thing. We're like, who the heck is going to get glitter infused? Who approved this? But we're like, it's here. Let's just throw it up. And it became like one of our top sellers. So you never know sometimes. Now you, like many other brands, unfortunately, out there who are big and successful, sometimes I like to be cheap, and there's our Asian side. That's just definitely what I learned from my mom. So true. And you actually were on the platinum plan for Helium 10 for a while, even as a seven-figure seller, and then got on the diamond. What was the biggest surprise for you when you finally got on diamond? You already mentioned Search Query Analyzer and you mentioned ads and stuff, but anything else where you're like, oh my goodness, I wish I would have not been so cheap and got this diamond plan earlier? Speaker 1: Yeah. Time like when your team is spent is like wasting time like that's wasted payroll, right? And so like You know, like the finance, like the finance manager, right? Like he's pretty much like, you know, checking subscriptions from like 10 other softwares. And it's like, why are we, why do we have 10 different softwares when we can just use this one suite and then just that subscription is going to go out and we don't have to worry about anything else. Like, you know, no, no logging in, no sub-accesses, one access, one account with everything. And that's it guys. Like, I don't want anything else. And it just makes life so much easier, you know? Because sometimes it's like, I started some subscriptions like 2019, 2020. I'm using this email, that email. I'm hiring this person, firing this person. I have to give them access over here, relieve access over there. And it's just like, that by itself is such a headache. And so now it's like, because everything is in one place in one suite, including ads, because we were using other softwares for that. It's just like, It's just so much easier. So we're like I think I mentioned before, we're also trying to expand our TikTok shop business. And so before again, I was going to buy at least like $150 subscription of a software company to do influencer outreach. Guess what my diamond plan has? I have influencer outreach, so I save money over there and I don't need to sign up for another frigging subscription and use that. Speaker 2: There you go. To reach your level of success, it's obviously you're not just doing bread and butter that everybody else is doing. What's some of the secret sauce or the stuff that you're doing differently, you and your team, that you think plays a role in some of the success you've achieved? Speaker 1: Yeah, that's a good question. So I think talking to bigger sellers helps a lot. And so there's this one really large seller from Utopia Brands. Speaker 2: From Pakistan. Speaker 1: From Pakistan. Yeah. Speaker 2: I've had them on the podcast before. Speaker 1: Oh, you have? Yeah. So he, dude, he's so smart. Speaker 2: Oh, he lives in New York. Speaker 1: Yeah, he lives, yeah. Speaker 2: I have such a bad memory, but I was actually hitting him up to see if it was last second, but he couldn't make it on the podcast. I would have liked to have seen him. But yeah, if you guys haven't heard their podcast, go back and look it up. They're multi nine-figure brand, maybe eventually going to become the first 10-figure brand on Amazon. Speaker 1: I think so. I think he's going to do like 800 million this year on Amazon. He does his own manufacturing. He's actually the largest exporter in Pakistan in terms of containers. So he sends out the most containers in Pakistan. But maybe his advice wasn't directed only to me, but his advice was like, you know, follow the 80-20 rule, right? Like 80% of revenue is going to come from 20% of your catalog, right? And so I was always like, hey, like, no, you know, every product is going to take off at one point, this and that, blah, blah, blah. But he was like, no, like, Don't focus on the top products because those products are the ones that could get even more of a lift, right? So here's what we did. So essentially, let me put it in lay terms, right? So say you own a brick and mortar retail store, right? And it does a million dollars a year in revenue, okay? You have five employees just for that institution, right? I started looking at our product display pages like that, right? If one or two listings are doing a million dollars a year, Then that listing should get its own brand manager. That listing should get its own PPC person. That listing should get its own designer, right? Those three people are not going to focus on anything else. That's the only thing that they're going to care about. And so I think allowing them to focus on just like that listing or those like two, three listings that has like expanded, you know, our revenue to way more. Speaker 2: Yeah. Focus is always stuff comes out when you're focused that never would have come out if your attention is just, you know, in a million places. What about in advertising specifically? Anything that you guys do you think is different than others? You already mentioned one thing, which is relying heavily on auto campaigns at launch. I don't think many sellers do that. What else are you doing on the advertising side? Maybe it's a metric that you're looking at or maybe it's how you run sponsor display or are you using AMC or anything advanced like that? Speaker 1: Yeah, so video ads, I think we're big on video ads. One metric that I really care about in terms of ads is going to be the CTR. And the reason why I care about CTR so much is because Amazon cares so much about the CTR. You win the click, you get the conversion, right? I feel like people just try to complicate it so much. All you need to do is just get the click. When someone's on search, how are they going to get the click? And so when you're running sponsored brand ads like product carousel ads and video ads, it's just like come up with a really good hook or a video and just try to win the click that way. And so I measure the success of our ads mainly by CTR. Speaker 2: Interesting. Interesting. I like it. Alright, so again, mention what your brand is, if anybody, and who are the products for? Maybe some of our listeners can go out and support you. Speaker 1: Yeah, so we just I did an acquisition of a brand. I joined one of my good friends on that brand and it's an educational poster brand. You can go on walmart.com and you can type in educational posters. We're best sellers. We're number one. You'll find us like that. I won't tell you the name. I want you to find us like that. Speaker 2: Kind of a mini search find by there. Speaker 1: Exactly. Exactly. Yeah. And then the second brand, it's Insight. It's a planner brand. We sell appointment books. Thank you for listening and have a great day. Doctors' offices, law offices, a lot of secretaries, I guess, buy a specific product. Those are our two main brands right now. One thing that we're focusing on actually, this is just like a side way over here, but we're trying to actually manufacture in the US. My partner was actually manufacturing before, but that's one of the things that we want to get into is manufacturing because I think if you can unlock supply chain, And never bought a stock and just. Make sure that you have inventory all across the country. You'll always get the buy box. And as much as you don't think, but customers actually really care about shipping speed. And so if someone is seeing like one-day shipping speed over two-day shipping speed, more than likely they'll probably click one-day shipping speed. Speaker 2: All right, Shaff, thank you again so much for inviting me to your home here in Long Island City. And maybe next year, maybe I'll do the same ASGTG show that I'm out or Conference that I'm doing tomorrow and maybe we can have a follow up episode and see maybe you've bought a couple other brands or now you've hit that eight figure mark. We'll see, huh? Speaker 1: Maybe. Yeah, let's see. Speaker 2: I like it. All right. We'll see you guys in the next episode. Speaker 1: Thanks so much.