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Building a Successful eCommerce Brand with Jason Wong, Managing Partner of Wonghaus Ventures

Jason Wong 12:26

When you think about a brand, and how that refers to a dropshipping store, there’s really a few things that can really identify. Number one is the customer experience, good brands, have a very cohesive customer experience from the first touch one of the ad, all the way to the unboxing experience, even to the post-purchase emails, everything has to be very specific. And one of the things that people who transition into brands misunderstand is that your entire customer journey now has to be one thing, it has to unify. You can’t just run an ad and expect things to go well. And this once people get the ad, but they get a really bad package, they get the wrong design, or they get like something in a brown box. They’re like, well, this doesn’t feel any different than buying from Wish I can just buy this from eBay. When people shop online now they want the experience of shopping. A lot of people don’t understand that. It’s not just about buying products in ecommerce, it’s about the experience of being treated like a real customer. Why do you think people like to go into designer stores to sit down? You know, drink a cup of champagne and try on their stuff? Because they want to experience? Now how do we emulate that in an online store? You could do that do better post-purchase emails, you could do that through SMS, you could do that through, you know, Reddit stuff within your box. People want that and people want to pay a premium for that. Otherwise, they’d just go on Amazon, why don’t we just start an Amazon store? Right? That’s really what sets a random store from everything else is that number one. Number two, is the quality of the product needs to be a lot higher than the standard of it as well. When you think of the drop-shipping model, you don’t think about retention, no one ever thinks about retention, when dropshipping. Because the expectation is that once you buy, or once you sell someone something they’re planning to come back because they know that your product is bad. And you don’t really care about it. Because you always go into acquiring customers. The fact that the reality for granted store now is that without retention, your business will not survive. The cost of acquisition on Facebook is increasing. You’re having that iOS 14 problems. And so now the strategy for every DTC right now is how do we get more money out of every single one of our existing customers? How do we increase the lifetime value of these customers so that you know we don’t have to acquire new customers or not, of course many customers and how do you do that? The ad that you have for your brand is really what hooks someone and get them on board, but your product is what ultimately drives them to buy it again again. We cannot settle for something they just get off AliExpress no QA, with, you know, a brown, white blank box that is sometimes in Chinese, you know, the level of quality of the product, the packaging, even the box that it comes in, and the post-purchase communications, the reviews, a request transaction needs to be very cohesive.

Joshua Chin 15:23

100%. And what we’ve seen across the years is that back in 2017, and 2018, when we first started Chronos, about 80% of our clients are our dropshipping in some shape or form. And today, only about 20% of our clients are in dropshipping exclusively. And a big reason for that is that shift in what you just explained in customer experience quality instead of products, and ultimately retention of customers. And the idea is that you just cannot candy wrap and beautify you know, a shitty product. If it’s a shitty product, it’s a shitty product. But now, now that you have an amazing product, what’s next? What about the marketing aspect of retention? What have you done successfully for Doe Lashes?

Jason Wong 16:21

Definitely creating the community aspects of it. We’ve done a lot of efforts in social media. And we try to make sure that the entire flow connects with each other. So within Instagram, we have our Instagram shop. So when people look at our Instagram, they can actually shop directly. So we removed that friction of shopping, our TikTok is actually one of the biggest lovers than were recently in terms of retention in that position. So anyone that looks through a TikTok our social media account on there, there’s actually a link in our bio, and we actually created a store for people to shop at. So instead of clicking the link and having to go to a site and shop, we created a webstore for people to go buy directly within that. So every step of the way, in terms of retention, it’s about removing barriers and frictions for our consumers, because the less that they have to click, the higher that they’ll convert this type of []. And our retention effort goes beyond just social media, we use our SMS not just for promotional purposes, but as a conversational marketing campaign with the customers. This means sending them nice messages during promotional times, you know, for Mother’s Day, we’re most likely just got sent them the next message instead of trying to get them to buy our stuff. It really shows them that we care for them as a consumer and that we don’t always just want buy stuff or sell stuff to them. There are brands I would say that approaches SMS wrong is that they treat it as a marketing channel. But I would say that you need to treat SMS as a very intimate and very delicate communication channel for your customer. Because the inbox is really, really personal do not want to put your trust with. The other thing is email. We leverage emails, not just for sales, but with content chief, your input, informative content, emails, we use SMS to sorry, we also use email to gather user feedback for our products, we survey our customers very often on what we can do to improve our site experience. And using retention, talking to our existing customers as a way to get a feedback loop of how we can improve our products, improve our website, improve their experience, so that the next time they come back, they’re like, Wow, he actually listened to me. And I actually feel like I’m being part of this. That’s really crucial.

Joshua Chin 18:41

This echoes what I’ve heard from Ezra, Ezra Firestone when I had had him on the show, shout out to Ezra from smartmarketer.com go check out smartmarketer.com. He uses a very similar strategy in leveraging email and the retention channels as a way of closing the loop on customer feedback. Now, where I see a lot of brands kind of fall short is having that feedback come in and having the conversation but not closing the loop with an action and taking action on kind of the feedback that they got. And I get that because it’s there’s just so many, right? There’s just so many in how do you prioritize what you take action upon and what you kind of just say, Sorry, we cannot do that.

Jason Wong 19:33

For the most part we standardize what we ask. Like our answers are pretty standardized. It’s broad enough that I should cover for most things. So we use Airtable to create a form we can also use Typeform. And within the options and multiple choice thing that we try to cover in the categories that standardizes to eight different answers. But then we also allow them to, you know, select others. So for the most part, we’re able to group a lot that we responses and feedback easily because it’s categorized. And for the other stuff, we figured out what they are in a triage it into one of these categories, if they don’t, you know, categorize it. And then what we do so we rank it from the, from the easiest to recommend, to the hardest to implement, but also, what is driving the largest impact in what is driving the market cap. And we try to balance that. So eventually we’ll work our way down the list, but prioritizing, it comes down to us, what can we spend the least amount of time and money on? For the largest impact, these are always going to be on top and then you rank it low, you know, going down the list? Because I would say that’s how you should develop any company, even developing apps, there is always the path of least resistance with the highest output and efficiency that you always prioritize.

Joshua Chin 20:50

Makes sense. In a brand, what do you, so you said impact? What do you prioritize in terms of impact? Is that what drives growth for the company? Or is it what drives customer satisfaction? Or is it kind of over overlapped in some shape or form?

Jason Wong 21:12

Yeah, I mean, I’ll be lying to you by say that I’m that prioritize customer satisfaction over revenue. But it’s not that we don’t care about it, it’s just that for us for a brand, unless we grow, we won’t have the money and resources to implement the things that really satisfy customers. So always the top of the list will always be what is the thing that would drive up our conversion? What is the thing that would increase our EOB? How do we decrease the expenses of you know, shipping stuff? And then we’re like, Okay, can we use the money that we now just generated from growing the business into hiring a developer to create a better landing page for the customers? Can we do things like a better box, or a better product improvement, you know, if there’s feedback on the product itself, but you cannot change things that doesn’t generate revenue and sake of customer experience, unless you have the money to do so that’s just a fact of it. So always revenue-generating first, and then we use that money to reinvest into improving customer experience.

Joshua Chin 22:14

Makes sense. Now, Jason, you’re 24, 23, this year? 23 this year. Now, I’m 25. So in the grand scheme of things, we’re still pretty, pretty young. What here and here’s an interesting one, I got asked this question from a mentor of mine. So I’m asking everyone this question now. What would you tell if kind of looking forward into like, 10 years from now? And you’re 33? What would 33-year-old Jason say to Jason today?

Jason Wong 22:52

Oh, man, I definitely think even like looking back to like, telling myself something to do that I need to do. It’s definitely about drawing on all my plans and weighing all my options. And that will apply to everything I do moving forward as well. Because I will say that I’ve been in this industry for so long, I started when I was 14. And the issue is that I try to do things myself. And I try to just move forward one day without weighing out all the options. And sometimes that leads to good stuff. Sometimes that just sets me back 20 steps. So one of the things that I personally need to do better is handing out my decisions and understanding the consequences of, you know, same idea of like what happened. So sometimes she really meant 10 steps ahead and understand what each of your decisions will result in. Because that’s how you’re able to weigh your options. That’s what we do when we do sourcing. When we source something for people, we typically make five to 10 different prototypes. And based on those prototypes, we see if those prototypes will work assist intended, or would it break early than we expect? Maybe the thing is easier to break if you drop it over this product type that doesn’t break it, we drop it. Like in life, I think you should approach things just like you would do a product, you need to understand what all the build options that you have. When you’re weighing your options and really think through it. I think what happens if you do this, and five years from now 10 years from now, and then make the steps because oftentimes we think about what’s immediately that’s going to happen, we don’t really think about what are the consequences of this in your system. And that’s one of the things that I want to improve on too because I’m not good at it.

Joshua Chin 23:07

Are you a big reader?

Jason Wong 24:47

I wish I do. I have bought so many books that I think will magically go into my head if I read but it’s it’s hard when you’re working in your business because there’s just no time to do it. But I love to read when I have some time.

Joshua Chin 25:01

Yeah, yeah, I’m the same. And I like the idea of just in time knowledge. So when I’m facing a certain problem or issue, someone else that does this very well, that we both know is Vince, Vince Wang, Vince Wang shout out to Vince. And he does his processes, when he’s facing a problem in business, you would go to Amazon, and you buy all the books related that to that topic. And he set them all on the table and kind of just browse through them all at once. And I think that’s a smart thing to do. Because there’s just so much information and knowledge that that’s available out there. And it’s very difficult to discern what’s useful and what’s not. Until you have an actual problem to resolve or work with. What’s your process of coming to good ideas and mentors?

Jason Wong 25:53

Definitely talking it out with people that I respect people that I know, have done it in the past, having great mentors has been extremely helpful to me, because they most likely have went through the same problem that I had. And they’re able to tell me what they did, and most consequences of it, whether it fell or maybe exceed succeeded. I, there’s really nothing better than books from people that you respect and learning and getting mentorship and people you respect. And I’m not talking about just paying a group for mentorship, I really it could be, it could be your dad, like if you feel like your dad is someone who is able to think about problems and break it down really easily just talk to him and ask him for advice. These could be people that have certain character traits that you feel like is able to dissect your problem better, someone who is very logical and how they think someone who’s not involved in motion. Or you can go to someone who you really respect in the business sector and ask for advice. But really, mentors and advisors can be anyone, as long as you know that they have certain qualities that you want to get, you can go to them for your issues.

Joshua Chin 27:02

It’s not election, what you just said, someone who is not emotionally involved in that decision-making, I think that’s invaluable. And just because of that alone, the person that you’re speaking to doesn’t necessarily have to be a subject matter expert in what you’re doing. Oftentimes, it’s kind of what I found, at least it’s, you know, we’re working with issues that are kind of internal roadblocks and self-belief issues, versus figuring out how to run Facebook ads, for example. So question back to you, what, who are your go-to people or mentors, that you, you go to first when you have issues in life or in business?

Jason Wong 27:52

First thing is probably the closest person to me. Her name is Michelle Phan. She was the first beauty YouTuber back in 2009, founded Ipsy but then exited it. And in many ways, she’s very similar to me and how we think she’s 33, actually, which is kind of funny, because you’re like, what, what the 33-year-old say to me, so she’s actually 10 years older than me. And I just do like a lot of stuff that I’m running into whether it is partnerships in like internal conflicts, mostly, like I’m not asking her for like how to run Facebook ads, I’m asking her like, here’s the issues I’m running. How did you resolve it? When you were in my shoes, talking about like equity, talking about, you know, relationships, it’s, it’s good to talk to people who’ve been in your shoes, that’s really it.

Joshua Chin 28:49

Incredible. And if it kind of from the perspective of someone who doesn’t have the network, or, I guess, high-level mentors to begin with, what would your advice be in looking for someone you trust?

Jason Wong 29:11

Yeah, I mean, like, I don’t I don’t like to use Michelle as an example sometimes. Because just because she’s so high profile, that it’s unattainable, right. But like, before I met her, I was just asking advice from my friends, like these are friends who are doctors, nurses, or they just work a nine to five job that are completely unrelated to what I’m doing, then it’s good to get their thoughts in my respective thinking process. If you really just think about how people approach problems. Everyone has a mental framework that they follow, whether it is the first principles thinking process that Ilan must use where they break it down to the court, or someone who is able to dissect your issues very well and be like, okay, you’re running to this problem because you did this and this is how you think you need to stop thinking this way. Like they don’t have to be subject matters and what prompts you’re running into, they just need to be able to understand you how you think, and be like, this issue actually might be happening because of you, you need to look back at yourself and see what you can change on yourself. And based on what I know about you, I know that you’re very irrational, sometimes you’d like to jump to conclusion, meaning stop doing that, and we need to do this instead. So talking to my friends, talking to my parents, talking to people who I know in the past, but you know, don’t talk to that often anymore, but they know me, or because I respect their line of thinking very well helps a lot, no have to have a high profile. You really just need people that understand you. Because sometimes the problem is internal. Sometimes the problem is you, you know, and that’s a hard truth that you need to hear. And that will come from the people around you.

Joshua Chin 30:52

I love that so much. Because it takes you know, in the, in the space that we’re at, in an entrepreneurial ecom industry, so to say, it’s, it’s very, very common for people kind of bash on people who work nine to five job, who may just be happy where they’re at, right? There’s, there’s no reason to bash them or what they hate.

Jason Wong 31:16

But I don’t like that I don’t like the whole need to drop out of school narrative too. I, I’m firm, I’m very firmly against that, even though I did drop out, but I dropped out after I was making like, you know, 100k in a month, like I dropped when I knew I could do it. But like if you’re just randomly asking people to drop out when they’re in school and have no no career, no backup plan is so irresponsible. You know, like you could definitely do ecommerce and go to school as a backup. And once you make it in ecommerce, you have to drop if you want to buy like just the notion that you know, you shouldn’t work a nine to five job you should drop out immediately. It’s so irresponsible. I dislike people that do that.

Joshua Chin 31:59

100 percent. And I started Chronos in my dorm room and I finished school. Just just just because, yeah, and it’s, uh, that’s just the reality that I don’t think a lot of people realize that. But it’s not that, you know, most entrepreneurs are not crazy, wild, insane risk-takers. They always you typically have a plan B. And there’s always a notice-

Jason Wong 32:26

It’s a calculated risk. It’s all calculated risk. People think that entrepreneurs just YOLO into a thing, you don’t YOLO into a thing you take calculated risk saying that, okay, if I leave what I do right now, what is the runway that happened that bank account, okay, if I can only survive on four months with no income, I can realistically prove out this model in one month and a half. If I can’t do anymore, I’ll just go back to school and take really calculated risk. You don’t YOLO into entrepreneurship, no backup, people will have that misconception.

Joshua Chin 32:58

That’s suicide. That’s correct. Exactly.

Jason Wong 33:00

So yeah. And one last thing that I like to touch on is that, at least on this topic is when you are trying to keep your head above the water, you’re never going to be creative, you’re never going to be making the big decisions. So like if you’re struggling right now, like if you’re, if you don’t have work, and if you don’t have an income and you’re trying to make it in ecommerce, you’re going to make decisions that may not be the best for you because of theory, instant, instant gratification of what seems like a good idea. Like my best ideas. And my most creative ideas actually came when I started having a passive income, because I don’t have to worry about making enough money for me to get food or payment. And once you have that set, you can start thinking about the bigger stuff. So like, if you’re listening to this podcast, you’re thinking I need to jump into ecommerce immediately. And like with no income whatsoever, nope, get a job. Make sure that you have some consistency and income and work on your passion in ecommerce after work working on the weekends. Like don’t just jump into it.

Joshua Chin 34:05

That’s just great advice. That’s great advice. And I’m talking about advice. What what would you tell a 14-year-old Jason, now we’re taking you back in time knowing what you know now, if you had to choose just one thing.

Jason Wong 34:23

Work for someone else. I’m very serious about that. So Josh like think about it when you built Chronos did you have to build your internal systems and SOPs and adjusted by yourself and it sucked right? And then either you felt a lot it you most likely had issues that customers are pissed, I wouldn’t do the same exact thing. It took me so long to build the right systems and processes it I don’t even know what SOPs were until three years ago, you know, but like my the reason why is because I never worked for anyone else. I built the systems on my own thinking that it was the right thing to do. And if they’ll so many times lost hundreds of 1000s of dollars in lost opportunity costs and also on like refund people that I messed up on because I always refund people if I mess up on something, well, you can always drop back on that the system broken. And that’s why the mistakes are made. If I were to work for someone else I can learn on who to hire and who not to hire, what kind of systems and processes will work on different companies, agencies and ecommerce are sort of different, you can learn on someone else’s dime, I was learning on my own time, when I fucked up, I lose money, you know, but if you work for someone else, and you make a mistake, it sucks. But at least you’re not losing out on your own stuff. And once you learn the systems and processes, maybe in like six to eight months, they’ll start your own thing. But like, seriously, if I had to go back and tell myself to go do something go, I would have gone intern for someone, I would have worked for free, that would have saved me so much more money if I just worked for free.

Joshua Chin 35:55

The and the thing is when I’m when I have conversations with friends about is my peers are just graduating university right about this time. So in Singapore, and I get this question quite quite quite a bit. What should I you know, what should I do this option versus this option? This firm or this firm, just close friends asking me questions like that. And my, my, my opinion has always been optimized for the most amount of learning. Optimize for learning, because that’s, that’s what stacks up that’s what compounds your salary isn’t something that compounds. And I think that’s just, that’s just a smart thing to do. Now, back to Doe Lashes, what’s next for your brand?

Jason Wong 36:54

Where we’re going into the eye category. So we’re going to pivot away from lashes and go into the eye category. We’re going to rebrand into Doe Eyes in the next year. And we’re gonna put a lot of investment into r&d working we’re currently working with the FDA right now for certifications on certain things in the eye category. So, really only eyes is like everything I’m talking about anything related to eyes, contact lenses, eye drops, mascara, eyeliner, this area we got to own this, this is it, this is what will take us into a 50, $80 million valuation. So we own the entire category, that’s what we’re doing right now for lashes is just the playing ground. We’re testing out our brand we’re testing our messaging. We’re testing out how consumers react to things. This is just like, whatever you see that we do right now isn’t exactly what we’re meant to do. We’re just testing. Like we’re, I mean, we’re profitably testing, which is the good part. But like our angle is a lot bigger within the next three to five years, we’re gonna own the eye category. We’re gonna take a lot of inspirations from South Korea, we do a lot of research and development in Japan, just adding Japanese manufacturers are really good at engineering and in all the technology that we have, and bring it into the United States because that’s the market we feel confident in. And then we can expand to other countries in Europe, Asia eventually, but that’s our grand plan.

Joshua Chin 38:25

So that’s really that sounds really exciting. Um, what is what are some brands that you personally look up to in your journey thus far?

Jason Wong 38:37

Yeah, there’s a ton you know, just anyone that’s able to [] is always what I think is the one that made it. We’re talking about it Hempz, we’re talking about Away owning the travel the travel 75% one ratio? Yeah, they you know, in two years, they owe 5% of the entire luggage market, but it’s insane. Yeah. And then there are companies like I love Olipop soda, that low calorie sorta like owning categories is such an important thing that people don’t realize when you think about the brand that you want to create. Do not settle on just one single product. Think about what is the category they want to go after? Because that’s really what will increase your valuation, increase your product expansion. You can’t just sell one product forever. That’s how you go down. You need to think a little bit bigger if I sell you know coffee right now can I expand into other energy drinks? You know if I sell travel luggage right now can I expand into other travel accessories can I own the entire travel section altogether? Going for like laptop sleeves going for the headphones going for the iMacs you know, they go out bigger? Think about the five-year plan. The 10 year plan you want to go that far. Are you thinking about where you want to exit?

Joshua Chin 39:54

Where do you, dude this is, this is just gold. This is gold. When you start thinking when do you start thinking about that move into building into a category versus building a product, you start with that before you start a brand, or you kind of evolved into that gradually, once you figure out that.

Jason Wong 40:15

There’s no set path, like we really thought about the categorization of our brand, a year into building it, like right off the bat, we were just thinking about doing lashes. But then we’re like, we start looking at other lash brands in our industry, who are on the decline, because they’re so confined to selling lashes, or because their name that some of our brand, like competitors have their branding literally having lashes in there. And nothing else, at least we have to build like we can transition doe to Doe Eyes, Doe Beauty. So so there’s a huge, huge expansion effort there. What, what we did doesn’t have to be replicated. Again, none of the stuff that we’re doing right now is a perfect formula. There’s no formula to succeed. And we can think about the categories when you start working with categories down the line once you feel like you’re hitting your ceiling. But what at the end of the day, the biggest thing that you need to do is think every time that you do something’s like what can I do to take it to the next level? And so trying to expand horizontally, think about if you can expand vertically? Can you own more of your process? Can you own more of the categories. And one last tip for brands like anyone looking to brands, look into your finances. No one ever talks about finances and it’s boring. It’s boring, but man, I hate people that like shows off their Shopify dashboard, because oh my god, you do not make that much money. You’re everyone’s net margins. And I know this because I’m on the sourcing side, like I know everyone’s margins, there are like five to seven percent net margins, and they’re frozen in the Shopify dashboard. And like dude, you need to take into account your transaction fees, your pick and pack fees, your ship, your shipping postage fees, you got to take into account into your overhead costs, like payroll, you gotta look into sales tax to that’s accountant into your Shopify dashboard. After that, you got going to marketing which is variable. You know, if Facebook can sometimes charge you on a good day or charge on a bad day, you got hired agencies, that people that when your emails and SMS or stuff need to it. So anyone that ever shows you numbers on their Shopify, ask them for their P&L, they’re not making that much money. But look into your finances. Sometimes you could be losing money, you don’t realize that you could be losing money.

Joshua Chin 40:54

How do you begin to consolidate all of that say someone is kind of stumbling into entrepreneurship, some stumbled into building a brand? Where would you begin with consulting all of that data?

Jason Wong 42:48

Yeah, you could use apps like there are apps like [] that you can use all your data down, you can use spreadsheets. But really, there’s only a few things that you look at, it’s most complicated as people think there’s this thing called a COD, which is the cost of delivery. And the idea that everything that it costs to make your product and ship it to your warehouse. So the product cost, the freight costs, any storage fees, like anything that is related to your product. And then you have your marketing fees, they are the variable costs. So these are like a payroll, not I’m sorry not payroll, you have your marketing fees and any agency fees, sales tax, these things are very, you have your overhead costs, like your rent, your office are in payroll, which is fixed every single month. Once you break these things down, you just know exactly how much money you’re making each quarter, because it’s once you break it down, you have a chart you will get you know exactly how much money each quarter. And sometimes that will surprise you you will simply making a lot less than not to mention app costs. Every single app that you install, whether it’s $9.99, $29.99 adds up to like we’re paying I think I won’t say we’re paying like 8k a month on App costs because some of the apps are performance-based. So they’ll charge you 1% for like an app so they do so 29, some are $3.99 you know some are $800. Oh, dude, they add up. You don’t people do not think about their finances? That’s the one biggest thing if you were to take away one thing from this podcast, look into your finances. That’s it.

Joshua Chin 43:05

What are some metrics or benchmarks that you would look at or aim towards profit margins? Is there any number that you recommend?

Jason Wong 44:38

Your net margin should be anywhere between 15 to 20% rates be sustainably growing the business anything below that you’re done here. It’s not, you’re not keeping your head above the water. The reason why is because anything below 15% net margin doesn’t give you enough room to hire and grow your expansion. So you got to take out a loan, go to a clear bank, whatever you want to do. You cannot do any r&d. If you work with a lawyer and they charge you a retainer, they sent you an invoice with $4,000. That’s all your margin is gone. Yeah, revenue is always soft expenses are always hard expenses. If they charge you 5000 $5,000 for expenses, that’s $5,000 out of your account, if you make $5,000 in revenue, that doesn’t go into your account, because it’s soft. So the other benchmark is always EOB. When you think about ecommerce, ecommerce revenue, like what are the things that really push ecommerce revenue up is one, increasing EOB two is increasing traffic and three is increasing conversion. Nothing else outside of that matters. Those are the only three things you need to think about, think about. And then secondary is obviously retention. But you do not get anything in retention unless you bring in new customers. So as long as you’re able to push these three levers, you know, increase EOB upsells, bundling, increased conversion rate by optimizing your on-site experience, the type of traffic that you bring in also affects your conversion. And by the way, people don’t realize that. And then overall traffic, you schedule out marketing to acquire those customers. But once you put all that into a single formula, you’re able to grow your business a lot easier, just breaking things down, breaking down, your cost will also bring it down. What are the levers that you need to push up and down in order to drive growth and you’re just, that’s it.

Joshua Chin 46:26

Incredible, incredible. Jason, do you have any last tips or advice for people listening, wanting to hit the milestones that you have achieved? And then some?

Jason Wong 46:38

Learn from people listen to what they say, go on Twitter, read a lot. These are anyone that’s making out content for these have been through it. And so trying to make the same mistakes that they have just learn from their mistakes. Like the biggest growth that I’ve had was just reading on Twitter on what people’s strategies are being in the right circles, watching a lot of YouTube, although it’s a little bit easy on the YouTube side because they’re usually trying to sell you something. But I love Twitter, Twitter’s like where I learned most of my stuff. So definitely go on Twitter, follow the people that you respect, and have conversations with them. Most of them will want to have happy to answer questions that you have, or at least have good people are like, you know, it doesn’t cost us any to tell you that ecommerce is such a big industry that I don’t like teaching I love teaching.

Joshua Chin 47:32

And talk about teaching. We were talking a little bit about this. What’s coming up in June, you got something incredible lined up. Could you share a little bit more with that?

Jason Wong 47:42

Yeah, this is actually the first time we’re announcing it but we are creating an ecommerce masterclass where I will teach you everything it takes to go from zero to one an ecommerce including how to register your business, what kind of things to use three [] use types of retention marking that you need to do how to do those, the whole shebang. That’s something that we’re launching in June, probably early July. So look forward to that. Stay tuned on my Twitter Instagram. Yeah.

Joshua Chin 48:12

That’s on masterclass.com?

Jason Wong 48:15

No, no, we’re not building on masterclass.com. We’re building our own version. So it’s -.

Joshua Chin 48:21

And you got some incredible, incredible partners on that project. So I’m yeah, I’m really looking forward to that course. It’s gonna be a huge one I’ve never heard of. Can we talk about that? You’re who you got involved in in the course.

Jason Wong 48:41

Yeah. So this course is sponsored by Klaviyo, which is a shirt you’re wearing for SMS. We got EO for payroll we got [] for customer support. We have Shopify is endorsing it. I’m trying to close Alibaba right now, which is the other one that I’m really hoping to get. We have Smile for loyalty and retention we have REFY for upselling. So for finance, we have 29 sponsors this the only course I could confidently say on earth that has this many endorsements because of how good the production for this will be movie-level because I’m investing 50k to production just to film, hiring our crew. Yeah, yeah. Like we’re bringing in producers, directors, screenwriters, a bunch of editors, there’s going to be 150 videos in this program that’s going to teach you from everything from having an idea on a piece of paper or even how to think about having an idea to actually launching a product, the marketing and even how do you scale? What do you do for financing? How do you hire people? What do you look for when you hire people? It’s, it is the masterclass for ecommerce.

Joshua Chin 49:53

Incredible. And Jason, what’s your Twitter handle? How do people connect with you?

Jason Wong 49:59

Find me on Twitter at @eggroli. Not ll, li.

Joshua Chin 50:08

Egg – roli? Eggroli.

Jason Wong 50:09

Yes. Yes. Couldn’t get couldn’t get eggroll.

Joshua Chin 50:16

And on Instagram you’re @pug?

Jason Wong 50:19

Yes, sir.

Joshua Chin 50:21

That’s incredible. Alright, quick story. How do you get that name? That’s how do you get the handle?

Jason Wong 50:26

I think this is like 2014 there’s a guy like an old guy like talking about someone in his 40s that has the username pug, who, like, doesn’t use it at all has two pictures of like him and his dog. And I just messaged him I was like, hey, dude can I take this username off you? Sure? It was so early on like back then no one cares about these usernames stuff. So I got really early on.

Joshua Chin 50:55

That’s insane. Hey, guys, good. Go check out Jason on Instagram. @pug and Twitter @eggroli. And is there a site? Is there a website that people can check out if you’re interested in drop house and some of your other services?

Jason Wong 51:13

Yeah, coooow.com. c-o-o-o-o-w.com with four “o”s. coooow.com.

Joshua Chin 51:20

coooow.com. With four o’s. Oh, Jason, thank you so much for being on the show.

Jason Wong 51:25

Yes, sir. Thank you.

Outro 51:30

Thanks for listening to the eCommerce Profits Podcast. We’ll see you again next time and be sure to click subscribe to get notified of future episodes.

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