“Listen, you should own your inventory…The future for online, I believe, is for brands to own their inventory.”
What you’ll learn:
In today’s episode, we get right into it: how has the pandemic impacted women-owned businesses and how are they responding? What can CPG companies do to stay afloat financially as COVID-19 continues? Our guest Mei Xu, founder & CEO of three global companies, is here to lead us through this turbulent economic time and help us see why now is a once-in-a-lifetime opportunity to strengthen your brand.
About our guest:
Mei Xu, a Chinese American businesswoman, successful entrepreneur, and the founder & CEO of three global consumer product companies: Pacific Trade International, Bliss Living Home® and Chesapeake Bay Candle®. Xu successfully negotiated the sale of Chesapeake Bay Candle to Newell Brands in 2017, aligning her lifestyle brand with Newell Brands’ $14 billion portfolio of iconic consumer goods including Elmer’s Glue, Rubbermaid, and Yankee Candle that have been household mainstays for generations.
Key takeaways from this episode:
- The impact of coronavirus on women-owned businesses—2:40
- 2 steps to manage cash flow—5:37
- How to negotiate terms with Chinese factories—7:40
- A hidden opportunity: selling summer items to your China retail channel—10:10
- The number one thing businesses must do to adapt to the pandemic—13:09
- Why you need to own your inventory and how—14:00
- Why this is a once-and-a-lifetime opportunity to reach your customer—16:16
- How to shorten the supply chain process with an online business—19:50
- How Mei Xu supports women venture and women-owned business—20:25
- The biggest problem women face when starting a business and Mei Xu plans on solving it—23:03
- Mei Xu’s biggest piece of advice to entrepreneurs—27:46
Announcer: Welcome to the Page One Podcast, a twice weekly podcast featuring a variety of guests and thought leaders on topics ranging from channel strategies to tariffs, influencer marketing, best-in-class product launches, and all the details about how to accelerate your e-commerce sales with the big box retailers, or what we call r-commerce. Now here’s your host, Luke Peters.
Luke Peters: Thanks for joining us on the Page One Podcast. I’m your host Luke Peters of Newer Appliances and Retail Band Digital Strategy. We are now in a coronavirus world and I know that it’s on everyone’s mind, so I’m going to adapt all of the interviews to ensure that you listeners are getting the most out of this podcast. You can expect us to get right to the point on COVID-19, and hopefully, we’ll be sharing some valuable marketing and other business strategies that will impact your life right now while you guys are navigating the coronavirus.
Luke Peters: Quickly, before I get to the interview, we are offering a free evaluation of your online sales strategy. If you’re interested, find me on LinkedIn or email me firstname.lastname@example.org. In this episode, you’re going to learn from Mei Xu and how she is focused on successful women-owned businesses and I think creating a platform around them. She’s got an amazing background. We can talk about online sales, logistics and supply chain, and of course, we’re going to dive deep into how Mei is navigating the coronavirus situation, but also, if you have enough time, she has built, literally worked with building three different factories, one in China, one in Vietnam, and one in Maryland, and bringing manufacturing home to the USA is a huge topic, so hopefully we’ll get a touch on that as well.
Luke Peters: Mei is a Chinese American business woman, successful entrepreneur and founder of three global consumer product companies, Pacific Trade International, Blissliving Home, and Chesapeake Bay Candle. She’s successfully negotiated the sale of Chesapeake Bay Candle to Newell brands in 2017 aligning her lifestyle brand with Newell’s $14 billion portfolio of iconic consumer goods including Elmer’s glue, Rubbermaid, and Yankee Candle that have been household mainstays for generation. Mei, welcome to the Page One Podcast.
Mei Xu: Thank you, Luke, for inviting me.
Luke Peters: Great, so let’s get right to it and start with coronavirus because I’m sure you’re going to have some great information that you can share with us. How has it affected you so far?
Mei Xu: Well, it has definitely made us have to think to fast forward with some of our strategies. We have been, for the last year since I stepped down as the CEO of Chesapeake Bay Candle, trying to have a lot of conversations of women business owners to see where their pain points are. We are very clear that women business owners are not having the best representation at the retail level. Even though women make over 80% of household purchasing decisions, their business only represent about 20% of what’s available to consumers available to consumers run by big retailers, and big retailers find it very hard to work with smaller women-owned businesses because the logistic demand, the technology such as ASN, EDI orders were just too demanding for them.
Mei Xu: Our focus before the virus finding a way to let them to have better access to market, and as soon as the virus hit and we basically are all working out of home, we really focused on what we are going to do during the next month or two where not only most of their small mom and pop stores are closed, a lot of their supplies and inventory are stopped. The first thing we did is to understand how they can manage to stay above during this crisis by saving their cash, try to open a line of credit, and really negotiate with their vendors to get that return on their inventory so that they can have a better financial outcome after this.
Luke Peters: Perfect. I know related to that, Mei, is that a lot of… so you brought up saving cash, and obviously, companies are having to reduce expenses, but when it comes to keeping the company afloat, cashflow is number one priority, and most product companies, the number one way they can improve cash flow is something along with their supply chain, maybe reducing product coming in or just basically the ability to not have to pay for incoming inventory, which is probably a much larger expense than even the operational expenses.
Luke Peters: Do you have any experience with, and I’m sure you do, but with any of your clients on working with factories in China and having to, say, increase terms or even push back inventory? I know, definitely I’m in the business also and I’ve got a bunch of friends, and factories aren’t happy to receive that message when you tell them, say, two or three-
Mei Xu: No.
Luke Peters: … months ago… Yeah, two or three months ago-
Mei Xu: Yeah. No. No.
Luke Peters: … everybody said, “Hey, we need to make sure you can actually ship.” Then all of a sudden we realized, “Wait a minute, China’s factories are actually doing fine. It’s going to be our problem now on the demand side,”
Mei Xu: Exactly.
Luke Peters: … and there’s been this big boomerang. I think that actually is going to end up being a big cashflow crunch for a lot of companies. Any thoughts on navigating that and how you guys are doing it?
Mei Xu: Absolutely. I think, absolutely, the first thing is to negotiate for longer payment terms. Usually, if you have worked with supplier in China or rest of Asia for longer than, let’s say, two or three years, you probably are already getting 30, 60-day terms. I know it sounds odd and really awkward, but if you can negotiate for 90 to 120 days, listen to me, they want your business, not only for this inventory but for future orders, and they have increased support from their government. China has always subsidized their exporters so that whoever exports have a percentage of discount for tax payment. Remember, they have great incentives not only to keep you for this particular shipment, but for future. A lot of them are facing shortages of orders for the rest of the year, so anyone who promise to place new orders before on holiday will be very welcome, and you can you go shake PO by PO but for a whole year in terms of payment terms.
Mei Xu: Number two, I absolutely think if you have future orders coming for summer, cancel that. Most likely, they could sell that in domestic market. A lot of the US brands such as Eddie Bauer, Lululemon are trying to ship their product and inventories been back China because of their market is open, their e-commerce is very robust, and they can probably absorb that.
Mei Xu: Don’t let that… new orders coming in for summer because by the time we all go back the business, or most of the analysts that I watch say it’s going to be mid summer, the major retailers have already gotten their summer, and the first thing they will do is to go to discount mode. There’s no reason you should go head to head with them for discount. What you should do is to preserve your cash to buy inventory for fall and winter, which will make your product sell at a better margin for this year.
Luke Peters: Awesome feedback on both notes. We’ll put that into play. I got a couple of followup questions on that. Factories are often reluctant to extend terms, again, even with my own company, and we’ve actually gotten great terms in the last a year or so, but they’re often hesitant, and they’ll want to go through, say, a credit agency, like, say, a SINOSURE. Is your experience that even the factory themselves should be good for extending the terms, or do you find that they usually have to go through a credit agency because that complicates things and slows it down and then it gives them an excuse on why they can only go to a certain level of terms?
Mei Xu: Well, I think this is really a negotiation. It really depends on, A, how important you are to that vendor, to that factory, and B, what is the amount that we’re talking about. In general, I have to say China probably faced the worst export challenge right now, even more than last year when the US has negotiated the duty war, the trade war. Even that cannot compare with now because at that time the demand is still there. It’s the artificial barrier of tariffs.
Mei Xu: Right now, the demand is not there, and we don’t know when it’s going to come back. If you look at it fashion, only online stores are working, some of who also have closed their warehouse, so you can place order, they cannot ship. The entire fallout from trade and from retail, it’s far from clear. There is a lack of clarity not only for summer but all the way before on holiday, and I think they’re very nervous they will never get back to the picture before the virus, and because of that, I think if you don’t negotiate now, you will never be having a better chance than now to negotiate a better term. Listen, it doesn’t have to be permanent change. It can just be for purchase orders placed before the virus to have some extra month to turn around.
Luke Peters: That’s awesome feedback. A couple more questions on there because these will be the most useful, I think, for all the listeners. By the way, most of the listeners here are brand owners, small companies range from just a couple of million to hundreds of millions of dollars. This is going to be of interest for all of them.
Luke Peters: Back on the other comment that you had, I thought it was an excellent point. You mentioned that… and obviously, this is for companies that are shut down for sure, is cancel your summer orders, but then you made an interesting comment that said they can sell them in the China market. Just for more clarification, do you mean that the factory would then resell the product, say, under its own label, or is there even an opportunity for the US brand to find a way to work with the factory to expand its business into China and sell themselves into China, kind of what… a little bit more on that option because I thought that was definitely unique and first time I’m hearing it.
Mei Xu: I think both. Most of the time, if you’re a branded product, a manufacturer in China, you’re not allowed to sell inventory unless it’s going to be retailed at the same level at the rest of the world. It’s a branded product. It’s not a private label product. If you give them the green light, they have a lot of channel to distribute it. They have Tmall, which is Alibaba’s retail arm, and they have a lot of direct-to-consumer channels. They also have department stores that are open now. I believe all department stores are open. A lot of them are interested to try new product that are designed for European or US market because there’s a special cachet of that kind of brand. It is private label, and if you consider the option discontinuing them, they too have options.
Mei Xu: I know a lot of US companies at this point are negotiating to move merchandise even in the warehouse here to China because of that reason, because we lost the whole spring. There was no regular sales, so discounts. We just lost the whole season from March to May, and spring is a huge delivery for fashion. That is probably where I see the biggest challenge, to be honest with you, more so than even home.
Mei Xu: I used to be in the home industry. We have seasonal fragrance candles like flowers or oranges. You still can sell them in the summer, and you could even ship to the rest of the country in terms of California, Miami, but fashion is a lot different because next year, if you keep the inventory, which I think some people consider that to be an option, next year’s fashion may be different. The color may no longer be about blue. If this year’s the blue, the moonlight blue, next year may go back to yellow or green.
Mei Xu: I just feel for fashion it might be a good option because if you look at the rest of the world, where can you unload this amount of merchandise? There are still shopping that is possible to be online. I just don’t know if a lot of your viewers or listeners have already an online channel, and this is something, Luke, if I can discuss with you, I see an absolute must that one of the things that must change is if those vendors and those brands are not online, they have to absolutely start selling online.
Luke Peters: Totally. 100%. I have a mix. I have a bunch of friends and colleagues, and some of them are they’re brick and mortar first, and now they’re learning online, or some of them were online first, and now they’re learning brick and mortar. Definitely, the ones that are online first are at an advantage right now. Some brick and mortar is still open and doing well online, so like Home Depot, Lowe’s, those types of companies, right?
Mei Xu: Yes.
Luke Peters: Yeah, but the discount retailers are not.
Mei Xu: But not many people… Yeah, so the discretionary we’d say… It’s interesting. I was about to write a blog for my women business owners. Two things I thought was very interesting from this particular pandemic, number one is that I do feel those who’s not been shipping online absolutely have to be online, and another thing is I’ve been pondering the pavement telling them to try to do more dropship to their consumers, even if they are going to Amazon or Bed Bath & Beyond, because I tell them, “Listen, you should own your inventory. If you are a fashion vendor, why do you want to have five different people owning your inventory if someone’s size P and someone’s size 12? Why don’t you hold all of them so in one place you have all the inventory, and you dispatch them according to need?”
Mei Xu: No one wants to listen to me, but now everybody thank me for that advice because most of their retailers are not working and shipping. Have they had those inventory in their hand, they could have a lot of business. The future for online I believe is for brand to own that. Nike’s doing that. Nike’s moving away from Amazon and third party because they say, “By the time we get to service our own customers, it’s too late. We want to control, and we want to service them.”
Mei Xu: Individual companies have the power sometimes to open doors because if they have different logistic locations, or even for my small business owners, they can ship out of their home. UPS is picking up, but now if they are working with someone that has to operate a warehouse such as a Macy’s, such as a Nordstrom, you have to until probably June for that.
Luke Peters: It’s such a good point. The trend has been… Well, going back a bunch of years, the trend was if you’re a reseller, it’s going to be really hard because Amazon is crushing the resellers, and of course, there’s other strong brands like Home Depot’s amazing still, Walmart’s great, Wayfair’s great, so on and so forth, but if you’re just a reseller of a bunch of brands and you’re not one of those big names, you’re going to get crushed, but the brand itself has a lot of power. Amazon is like brand agnostic. They don’t care about brands.
Mei Xu: Exactly. No.
Luke Peters: What’s happening right now, I think the unique opportunity for brands, and trust me, we’re kicking ourselves too… We’re looking to gain the same opportunity is that Amazon is now prioritizing essentials, so a lot of these products-
Mei Xu: Exactly. Yeah. They can’t get into the warehouse.
Luke Peters: Even if they’re in there, they don’t ship it for two weeks, so even if Amazon has your inventory, on your own dot com, if you’re able to ship same day, you can get to the customer quicker, and this is a once-in-a-lifetime opportunity.
Mei Xu: That’s what I’m saying. This is what I’ve been saying. I’ve been saying this mostly to my Korean and Italian women fashion designers, and I remember talking to them last October and December. I said, “Why don’t you experiment this business model where the returns and everything goes back to you so that you can repurpose them?” They look at me as if I have two heads, and they say, “Why should we do that? We already count them as sales. Why do we want to get those back?” I said, “Don’t you remember when Macy’s at the end of the season come back to you to say, ‘I have still one-third of your inventory. Can you give me 80% discount on those? Oh, I’m not placing orders for the new season.’ Do you remember those conversations? Why don’t you want those inventory back and you sell them full price? There’s all these possibilities once you have them.”
Mei Xu: I absolutely agree with you. People, though, forget, they have very short memories, so when business go bad, they want the easy money, which is to ship it to someone like a Macy’s and allow them to come back and ask for a discount. They all still think that’s the way they want to do business, but I can tell you I place an order for a teddy bear because in our neighborhood they ask us to put a big bear or big rabbit outside so that the kids that walk around can feel entertained. I thought, “Let me place a teddy bear order.” It’s not shipping onto April 28th because of what you just said. It’s not going to ship from Amazon until 28 days later-
Luke Peters: Exactly. Yeah.
Mei Xu: … when I was placing that order.
Luke Peters: It’s interesting times, and it also, just for your individual or smaller women designers, margins are a lot higher when you’re selling yourself, obviously. There’s so many back ends that these retailers that can dilute margin, so sometimes if people come, I think, with a financial background, they can understand that more quickly; otherwise, it’s easy to see the cash flow but not see the profit when all of this backend is coming out of the books through some of those retailers. That would be one point.
Mei Xu: Yeah.
Luke Peters: For sure, but-
Mei Xu: Absolutely, absolutely. I agree with you. I hope that everyone can talk about this a little bit more, and those who has been to shipping direct to consumer and only that inventory in one place can share their and what are the learnings. I’ll bet you that net-net, particularly with this round, they’ll come out better, and they’re servicing their customer, not helpless.
Luke Peters: Yeah, but it’s a different skill set, so that’s going to be the hurdle I see, Mei, is it’s a different… Running a website is more easy now than ever because you have Shopify so you have platforms that you didn’t have… For sure, 10 years ago, the platforms are much more difficult, but Shopify makes things easy, but you still have to build an audience. You still have to understand email. You got to understand some SEO. You got to understand advertising. But these are things that probably make a little more difficult than just selling to Amazon, and that’s the hurdle, but it’s not a big hurdle.
Mei Xu: Absolutely. I understand. It is not a big hurdle, but when you think about that, bit of this challenge and a bit of a accounting, I continually face women who actually has been doing direct-to-consumer but once they realize there’s some other retailers that they also want to grow with, they did not build in a margin for a wholesale price point, so accounting-wise, there’s a lot of manufacturing accounting, cost accounting that people need to really understand, but I think just for many people, the product cycle is so long from inception to delivery, so much can happen, yet with the online business, changes take place so fast, so how do you shorten the supply chain pain points so that you don’t have to go through all the ups and downs? I think that’s a big challenge and you and I just talked before the call also we’re facing a very big reality is that some manufacturing probably should be back, certain manufacturing for goods such as mask or ventilators and food, things that we can have a better response rate.
Luke Peters: Yeah. We’ve got some time left to talk about these things, and I definitely wanted to touch more on your business, so why don’t we do that first, and if we have time, we can talk about that factory situation because that is potentially a longterm trend of bringing manufacturing back here and maybe not because of the tariffs. Maybe now it’s because after the pandemic we realize that as a country we have to be able to take care of ourselves in a situation like this, so if there’s even more reason to kind of… and a lot of countries have a protectionist trade policies, and sometimes those things are complained about, but now you can see why. When something like this happens, you have to be in charge of your own destiny, right?
Mei Xu: Exactly. Exactly.
Luke Peters: Let’s try to get to that, but first, I want to know more about your company. Quickly tell us how are you supporting women-owned businesses? We’d love to learn more about that, exactly what you do.
Mei Xu: For a year now, we… and when I say we, we have a group people, around eight of us that really come from different backgrounds. Some of us have retail, fashion, consumer products, design background, a lot of great design background, and technology. What we’re trying to see is on a one-on-one level, we have mentored a lot of them. We gave them very strategic advises about… some of them even came to us for advisors for financials. Some of them are looking for financial investment, and we connected to some with some venture funds. Some of them are looking for working capital for their inventory because they also have 10, 12 different retail stores. We set them up with some of those lenders.
Mei Xu: Our role is more of a behind-the-scene advisory role, and we even… some of vendors, for example, we even consult with them on how they can set up their first retail stores or what kind of copyright protections for their brand. We do a lot of those things not because we think this is how the best way we can help them, but it also get our feedback in this whole area called women’s business and really see who has already been doing what and what is incremental.
Mei Xu: It’s very clear now there is a lot of awareness to help women access to capital, so you see Goldman Sachs started a whole $1 billion funding just support women’s venture. Almost every major bank has this initiative, and we believe a lot of it is continually growing, and clearly, we can connect them with many start-ups as well to get funding.
Mei Xu: Where I see the challenge continues is we cannot solve the problem of access-to-market as effectively as we thought we could. We couldn’t really just bring them and introduce them to a Target and say, “Here, Target, these 10 women are great innovators in this space you’re interested. Please work with them, and we’re going to help them.” There’s just no opportunity like that. Most of their business are so small, they don’t even ship one year’s worth of their size, so these women’s business is not even one order. They don’t have the manufacturer capabilities. They don’t have the scaling capabilities.
Mei Xu: In the end, what we want to do, and this is very exciting, Luke, because we haven’t really announced it in any platform yet, is we want to be a platform for them to directly with consumers, particularly now. We feel a lot of them have some Internet business, but like you said, they are not able to really grow because they are one brand, it’s hard to find their brand, and it’s very hard to bring traffic to your site if you only have 25 SKUs and you don’t really change it that frequently.
Mei Xu: Our goal is to launch it sometime in the next month or two and give them ability to have more say on this platform. For example, they have their own brand sites, they have their own brand store so they can manage and tell their stories and manage their inventories in a way that most of the consumer e-commerce website don’t allow. This is the way we feel we’re continually growing them, but also letting consumers join us to support them. Hopefully, we can share back with you a few months later how well this model can work.
Luke Peters: Oh, well, I’d love to have you on and learn more about that. There’s so much else we could talk about as well in the supply chain. That is so interesting. On the current business that you’re doing now, it sounds like you’ve got some friends or partners that are doing it, and it sounds like it’s very like consulting and advising and guiding.
Mei Xu: A consulting service.
Luke Peters: Gotcha. Is that a business hour, or is that just something you’re doing because you sold your other company and you’re in the middle of kind of finding your next journey, which may be this marketplace, or is that also, is that consulting advisory company also a fee-for-service, and is that turning into maybe your next successful business?
Mei Xu: Well, I don’t think we will continue to spend as much time. We literally were interviewing a lot of people. As a result of that, we have published a lot of stories, but we do not intend to continually be a consulting company. I’ve never really charged anyone for my work simply because a lot of them are not really in a position to hire consultants. I also feel it’s more of understanding their needs than purely consulting them. But in the end, through word of mouth, we got a lot of people asking us for help, and I’m very happy to see some of them got positioned to talk to investors, new business opportunity, sourcing, exactly the way we envisioned it.
Mei Xu: The beauty of this platform is going to formalize the relationship, not through the consulting fee but through the way we work. We’re envisioning a lot of training for the vendors coming from all these actual time we spend with a lot of the vendors. We understand their needs so we give trainings on how to take great photos, for example, for your product. If you are a fashion company, if you’re a skincare company, what kind of photography is needed? We give great advice to them about looking at their bottom line, how to calculate their margins, how to really make sure they’re financially sound. Along the way, we will be continually training them as well as connecting them to people that they need to be connected with, including financial investors and sourcing partners in Asia so that they can grow with us.
Luke Peters: Sounds like an amazing package you’re putting together, so definitely love to have you on down the line. Before I let you go, you have knowledge in so many areas. I mean, really truly super broad knowledge set because you come from being on the ground level of putting factories together, and then you know the supply chain, and of course, born in China so you know the culture there, and now successful business woman over here, and you’ve exited businesses. You’ve done so many different things.
Mei Xu: I have done a lot.
Luke Peters: Along with that, this last question is pretty open-ended, but I want you to share with the audience of what your best practical advice might be, and maybe if you’re talking to a good friend and you had to give them three ideas of wisdom or something like that, how would you package that? I’d love to hear what you have to say there.
Mei Xu: I always feel if you’re in a consumer or retail business, the most important thing is the great idea. I really can’t emphasize enough of how having a great idea and it’s a niche, it’s something that you can do the best that no one else has done that well, it’s so crucial because the world is too flat. Everyone can quickly know what you’re doing right away, so being able to protect that turf and being able to defend that turf is very important.
Mei Xu: The second thing I think is very important is, I’ve mentioned already, you have to figure out how to sell online as well as video. I have to say the future is going to be on video. It’s going to be on a little bit of entertaining, video with social, interfacing. We call them live commerce. It’s no longer e-commerce. It’s live commerce, so how do you combine social networking with like a Pinterest plus Instagram plus YouTube plus Amazon. How do you figure out that model to work for you? That’s going to be critical.
Mei Xu: I think the last thing about opportunity is, I love to tell you, I think you have to figure out manufacturing. Even if you are not a manufacturer yourself, you’ve got to make your manufacturer partner your best friend because a lot of potential is locked in that place can be unlocked.
Luke Peters: Well-
Mei Xu: I welcome anyone that is a woman business owner that produce products or has a brand to come over and share with me if they’re interested to join our platform that’s going to be called Yes She May.
Luke Peters: Awesome. Can you spell that out, and we’ll have this in the show notes.
Mei Xu: It’s Yes She May, and it’s-
Luke Peters: Oh, Yes She May. Got it. Okay, cool.
Mei Xu: It’s not yet launched, but we hope to launch in a couple of months.
Luke Peters: Okay, awesome. We’ll definitely help promote that, Mei. Those are great points. Obviously, have a great idea. You got to have something unique. You can’t sell if… Marketing isn’t everything. You have to start with a great product, and then you got to figure out how to sell online, and then you got to figuring out manufacturing. I think your final point there was so key, and we found that out in the last year or two when we’ve really spent a lot of face-to-face time and partnering with our factories and got to know them on a personal level. When you’re important to them, when you’re their number one customer, that’s the relationship that everybody wants.
Mei Xu: Yes. Absolutely.
Luke Peters: That’s a great point. Before we leave here, I also just wanted to go back to a great point you made earlier. This is kind of at the beginning, for everybody listening now, Mei has so much… there’s a lot of background and experience in sourcing, and your last comment was that this is the best time ever to negotiate, better than after the tariffs. I just wanted to reiterate that point to the Page One Podcast audience because I’m something I’ll take to heart and I think there’s a lot of challenges right now in the middle of coronavirus, but there’s also… you have to make lemonade out of lemons, and right now-
Mei Xu: Exactly.
Luke Peters: We have these challenges but we have to look at what we can control. We’re recording this on April 8th, and we’ll hopefully launch this episode shortly. Wish all the listeners all the best on moving their businesses forward. Before I let you go, Mei, is there a way that listeners can contact you or find out more about you? Is LinkedIn the best place, or a where can folks get ahold of you?
Mei Xu: I can give you my email. It’s M-E-I @meixu.com, my name.
Luke Peters: Got it.
Mei Xu: Dot com.
Luke Peters: Awesome. Okay. M-E-I at-
Mei Xu: @meixu.com.
Luke Peters: Got it, @meixu.com. Got it. M-E-I X-U dot com. Okay, cool, and we’ll have that in the show notes as well for all of the listeners. I just want to thank everybody for listening to the Page One Podcast sponsored by Retail Band. Quick reminder, I’m offering a free evaluation of your online sales strategy. We can take a look at your Amazon sales, Home Depot, Wayfair, Walmart, and so on, look at the selling tools you’re using, evaluate if influencer marketing is right for you, and if you’re interested, email me at email@example.com or find me on LinkedIn. I hope you enjoyed this interview today. Truly appreciate all of your reviews on iTunes, and hope you join us for the next interview. Take care.
Mei Xu: Thank you.Announcer: Thanks for listening to the Page One Podcast with Luke Peters. If you like our show and want to know more, check out our other segments. Also, please help us out by leaving us a rating on iTunes. Want to learn more about r-commerce? Check out www.retailband.com to get more great tips and tricks on how to accelerate your e-commerce sales with the big box retailers.
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Episode References: www.meixu.com + Yes She May
Contact Mei Xu: firstname.lastname@example.org + LinkedIn