April 30, 2025 • 37 mins
Welcome to another episode of Digital Coffee: Marketing Brew! In today’s show, host Brett Deister sits down with Neil, CEO and cofounder of Voltage Holding Company, to dive deep into the fast-moving world of Amazon FBA and e-commerce growth. With more than fifteen years of experience building, launching, and acquiring brands, Neil shares his invaluable insights on how businesses can thrive on Amazon by avoiding common mistakes, building strong brands, and navigating the ever-changing challenges of logistics and profitability.
Get ready to learn why standing out in a competitive marketplace is about much more than price, how the right mindset and patience are key to building lasting success, and what the future holds as AI transforms the way sellers connect with customers. Whether you're just starting out on Amazon or looking to elevate your business to the next level, this episode is packed with tactical advice, firsthand stories, and the trends every seller needs to watch. So grab your coffee, settle in, and join us as we explore what it really takes to succeed on Amazon—and beyond!
Guest Bio:
Neil grew up in Oregon’s Rogue Valley, a place he remembers as the birthplace of drive-through coffee kiosks—like the now-famous Dutch Bros. He’s witnessed firsthand how these roadside stands sparked a national love affair with coffee, a trend that rapidly spread over the last few decades. Despite America’s growing coffee craze, Neil enjoys sharing a calming ritual with his wife every evening: sipping a turmeric-blend tea together for its anti-inflammatory benefits and a bit of daily connection.
3 Fun Facts:
- Neil grew up in Oregon, where the first coffee drive-thru kiosks appeared, and his family hosts full-scale tea parties with vintage china and treats.
- Neil prefers to only sell products on Amazon with at least $12 in net profit per unit, often focusing on higher-ticket items like $200 audiophile cables instead of low-margin, high-volume commodities.
- Neil predicts that Amazon’s upcoming AI tech, called "Cosmo," will fundamentally change product discovery from keyword-based to intention-based, making it even more important for sellers to have high-quality, well-optimized listings.
Key Themes:
- Strategies for Amazon FBA profitability
- Importance of brand building and trust
- Navigating shipping and logistics challenges
- Adapting to AI and automation trends
- The value of patience and perseverance
- Leveraging omnichannel ecommerce approaches
- Optimizing listings through strong visuals/copy
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Brett (00:13):
Mm, that's good.
And welcome to a new episode ofDigital Coffee Marketing Brew,
and I'm your host, Brett Dys.
You please subscribe to this podcaston all your favorite podcasting.
Absolutely.
Have a five star review.
It really does help.
With the rankings and letme know how I am doing.
But this week we'll be talking aboutAmazon and all the selling that
(00:35):
goes on Amazon, but mostly just for.
Business and marketers to actuallyunderstand this because Amazon's
one of those things where youcannot ignore ever anymore.
But with me, I have Neil and he is the CEOand co-founder of Voltage Holding Company,
specializing in launching consulting andselling, acquiring brands with a focus on
the e-commerce channel, such as Amazon,FB, a multi-channel, more than 15 years
(00:59):
of experience as a selling private labelproducts on Amazon and his company.
So welcome to the show, Neil.
Neil Twa (01:06):
Thanks for having me.
I appreciate it, Brett.
Brett (01:08):
And the first question is, all my guests is, are
you a coffee or tea drinker?
Neil Twa (01:12):
I'm a coffee drinker.
I've got what's left in myafternoon coffee right here.
So I'm a diehard, I grew up in thewest coast where many of the coffee
pop outs, occurred up in Oregon back inthe days when, Seattle became a raging
coffee zone and all the little coffeeshops popped up on the west coast and
pretty soon it was the coffee kiosks.
And yeah, we all became addicted tocoffee and I think that just spread
out quite a bit from that edge of the.
Brett (01:34):
It was, yeah, it was like Portland.
It was Seattle and then it cameto Portland and now it's just
Neil Twa (01:39):
gone all the way.
Yeah.
The first drive through kiosks thatyou could actually get coffee from,
were in the Rogue Valley in Oregonand where I grew up, and so they've
king Dutch Brothers came from thereand all those other spread out.
Now you have all the other onesin all the rest of the country.
It's fascinating to have watched how thatin the last 20 to 30 years have developed
a coffee addiction in the United States.
I do drink teas with my wife.
(02:00):
I literally have a tea every eveningthat has a turmeric blend in it
and stuff, or anti-inflammation.
Which is good stuff.
Brett (02:06):
Always good.
I like both too.
So I'm, I don't really discriminateunless it's terrible tea or terrible
coffee than I do discriminate.
Neil Twa (02:15):
I'll discriminate a little more towards the coffee side than the tea.
But my wife, she, and we have ourfour daughters here and they love to
have tea parties and they bring inall their girls from the other co-ops
and friends and they'll have 10,20 girls over for a big tea party.
And when it's a tea party, it'sa literal, full on tea party with
all the classic China and all the.
Treats and everything theydo and they'll have a whole
afternoon of that when they do it.
Brett (02:36):
Nice.
And so I gave a briefsome of your expertise.
Can you listeners a littlebit more about what you do?
Neil Twa (02:41):
Yeah.
In specific context.
Since 2011, I started playing aroundwith Amazon 2012, I got really serious.
I.
About building brands and hitmy first seven figures by 2014.
From then on it was just brandrepetition, brand market opening,
new shares and then continuingto just build brand after brand.
Have been doing that ever since then,just opening up, more space, more brands,
(03:02):
more opportunity, more partnerships.
And then in the exiting and acquisitionspace, now we're going out and acquiring
competitors and competitive brands tobuild out, and spoke out the different
wheels and different verticals.
We've got Build up a portfolio.
I.
Of products and bases, and ourgoal is to get five additional
brands in by the end of 2025.
So as we go and grow we're talkingabout omnichannel e-commerce.
(03:22):
Amazon.
FBA, as you said, is definitely like backin the day, you had to have a website
and a brochure, or you weren't legit.
And then you now e-comm, you gottahave an Amazon channel added on
to your full e-commerce, or you'rejust a single channel operator.
You're not really a true brand yet.
Until you open on those additionalchannels and really expand
your market share and make thatbrand even wider and bigger.
And that's definitely something thatI would encourage all sellers to do.
(03:44):
Don't just be, channel specific.
Don't be an island to get outthere and start capturing assets
and acquiring in other channels.
Brett (03:51):
It leads into my next question, like what are some
of the common mistakes with.
Amazon, FBA sellers making and howdo you avoid, how do they avoid that?
Neil Twa (03:59):
There's the sexiness of volume on Amazon, which tends to lead people
to play in the sub $20 space becauseit can look like really great revenues.
It can be really great volume, andI've played in that space before
and it's easier for beginnersto get started to a degree.
The problem is I refer to it as Amazon'smosh pit because in the sub $20.
The Chinese sellers can get in there.
All the beginner sellers are there.
(04:20):
Saturation can happen alot faster in that space.
And you can have two, three,$5 in profit per unit.
Which again, for me in the kind ofbusiness and brand level, we want
to elevate isn't the right way forus to brand and elevate within our
business model, maybe for other people.
And what's your number is whatyour number is for us, it's not
anything less than $12 in netprofit per unit or we won't sell it.
(04:40):
So that puts us in the tier two,tier three avatar of sellers
in what we call the psychology.
A buyer on Amazon as we incubateproducts and brands and determine
their market share and opportunity.
So we'll sell 50 to $200 in retailprice point in order to achieve
that kind of profitability.
The first metric of real growth to beable to get from growth to scale is
(05:00):
whether or not we are having profitableproducts that lead to profitable
brands that turn a profitable business.
So for new sellers, getting lower minimumor quantities getting started in the sub.
$20 an inch is easier, but you'vegotta turn a lot of volume to
do that, and most people don't.
Really appreciate the amountof volume, time, and movement,
logistics, freight, manufacturing,cost of moving that kind of volume.
(05:22):
And that really eats up what'sleft of a lot of your profits.
And if you can't really figure out howto manage that extremely tight on the
profit margins then it's very easy foryou to quickly fall victim to the market.
And so what we tend to do is lookfor that brandability, look for that
higher barrier of entry, look at thatlarger profitability cost, and then
build a bigger brand faster that way.
Brett (05:42):
Has this been more recent?
'cause shipping costs have gone likecrazy expensive all of a sudden.
It hit pretty hard during thepandemic and it really hasn't.
Ever fallen off on how crazy itis just to sh just to ship it
through the, a sh like a, the sea.
Not even like air shipping.
'cause air shipping is, has alwaysbeen ridiculously expensive.
Has this kind of been thephenomenon of the recent.
(06:05):
Part of the of what's been going on
Neil Twa (06:07):
last six to seven years, I would say because the pandemic
changed a lot of things, and thattimeframe changed a lot of logistics.
We went from having, fullfreight, 40 foot containers on
the water for 4,800 to, $25,000.
And that changed extremely dramatic.
One of the reasons why we were ableto get through it, our clients were
able to get through it, is because ofhow much profit we have in our market
share that we've grown in the profit.
(06:29):
We were able to hold that andstill maintain profitability
while the, numbers went up great.
A lot of people dropped out of that.
A lot of arbitrage.
Sellers can't make those numbers work.
Even a lot of private labelcompanies couldn't make it work.
Now the numbers have gone up a littlebit and they've increased just a little.
There's been some trouble withthe bandits and pirates out there.
And the canal is causing problems,forcing some ships to go longer
around the horn, taking, twiceand two and three times longer.
(06:52):
Up to six times longer to getback that product in motion.
And so you've gotta considerthose costs and time and market.
And one of the best ways to get, insulateyourself from those kinds of challenges
in this marketplace is to get higherprofitability, build cash flow in a
war chest and be able to, understandthat if the costs go back to 25,000
foot 45,000 for a container for a 40foot container, can you handle that?
(07:14):
So we have now seen somethingvery dramatic in the years
we've been doing this.
I've been through a couplerecessions and now that.
So I can see where the market can flux andchange very dramatically, very quickly.
And even the secondary component wasthe opportunity that beget because in
2020, the first three months, whereas10 years of growth in three months,
it just went straight vertical.
(07:34):
I.
Most systems operators, componentsthree pls and Amazon itself
couldn't handle that logistically.
They went and bought up every warehousethey could get their hands on, and they
even started a whole new division calleda WD, Amazon Warehouse Distribution.
Just deal with that, right?
And put in additional controls to movethat hypergrowth, which has given them
the opportunity to stabilize and moveproducts through a little better now and.
Have additional capacities andstuff that we can get access
(07:56):
to for larger brands faster.
But it is a cost measure.
It is definitely knowing yournumbers and it is definitely being
aware of market conditions that cannegatively impact that supply chain.
And of course, the costfactors and timeframe for that
product to move to market.
We are always watching it.
We're always looking at the cost.
We're watching it go up.
We're moving in elasticity ofsupply and demand with the mark.
(08:18):
And it's another thing aboutbeing beautiful in the.
Owning your own company andhaving your own supply chain and
control as you can move with it.
Unlike other business models, retail,wholesale arbitrage, that kind of stuff,
you're more at the liberty of otherpeople's pricing and marketplaces.
We can move and flex better withprivate label product brands.
And if we have a certain price point anda demand, we can go with the market too.
So that is there and it can come back.
(08:40):
I don't necessarily see thathappening in the same dramatic
sense that it occurred before.
I can be completely wrong.
What I think is there other.
Market conditions and possibilities,potential larger tariffs for
certain locations around the world,that is gonna negatively impact.
So I would say more, in, in myfuturistic ball for a second here,
the conditions that we're lookingat are, what does it do if certain
(09:01):
geopolitical things change and marketconditions, shift us away from certain
manufacturing locations around the world?
How are we getting redundancy intertiary manufacturing and supply
chains in place with other countries toensure that won't impact our business?
The continuity of business at our levelis very different when you're moving
multiple 40 foot containers continuouslyversus someone who's just moving a
few thousand or a few hundred units.
(09:23):
So we have to look forward 3, 6, 9months and say, okay, how are we moving
shipping and logistics at large amounts?
And that makes it a very differentscope from my perspective than
maybe just, the average seller.
Brett (09:34):
Which is interesting 'cause we're actually at that time of maybe some
geopolitical changes because of right now,this recording, we haven't really elected
a new president and the presidentialelection is eventually looming.
Neil Twa (09:47):
Yeah.
A lot of volatility.
Yeah, a lot of volatilityin the possibilities there.
Brett (09:52):
And you talked about like your price point being like 52,
200, but is that spec, is thatspecific to different industries?
Because for example, if I'mbuying like a USB cable, I don't
wanna spend $200 on a USB cable.
So is that specific todifferent industries?
Figure out what is yourprice profitability?
Maybe it is the sub $20 justbecause a cable is a cable
(10:15):
and it's a throwaway thing.
You don't want, like if I'm spending$200 on a cable, I'm like this better.
This cable better last me like 50 years.
Neil Twa (10:22):
They are there.
People that spend $200 on acable is the first question.
And the answer is yes.
They're called audio files.
So if you know how to speak to somebodywho sees that level, there's a guitar
and then there's a Stradivarius, thereis, there are ways to look at things.
There's a Yamaha and thenthere's a grand piano.
So there's always anothermarket at another level for
something that can be sold.
(10:43):
The thought process or the limitingmindset belief, or even maybe scarcity
thinking, we'll say I can't sell a200 k a dollar cable to somebody.
I need to sell the $20 cable.
That's not actually true, right?
Ferrari does no advertisingfor their products, and they
sell really high-end cars.
So in actuality, you're bringinga limiting belief to the table.
Not you, like you, Brett.
(11:03):
It's like we are bringing that.
So the end result is.
Again, the volume and nature of revenueor the amount of units you move because
the product is below a certain point,is all vanity metrics in my world.
Okay?
That may be somebody else'snumber, somebody else's gig,
and that's completely fine.
Everybody runs their businessa little different for the
way that we run business.
It's not okay.
I would rather move 200 units of a $200cable every month and turn a seven or
(11:27):
$10,000 revenue stream out of that,and then go get 10 more of those.
Then I would have one product thatturns out 10,000 units a month at a
dollar or $3 in profit per unit, whichis where those cables are gonna fall.
After all landed cost of goods andadvertising and fees and everything stacks
up on top of it, including returns andshipping and logistics and everything.
So I don't find that to be as sexy forme because you still have to be very,
(11:50):
hardcore on the logistics and freight andall this other profit squeeze margins.
That I prefer not to deal with.
I would prefer to deal with the 200,units moved a month of a $200 product
that makes me maybe a hundred dollarsin profit per unit, and that's a lot
more sexy 'cause I know I can go get10 more of those and I can actually
widen my base, lower my risk, increasemy opportunity costs, and reach more of
(12:13):
an audience for those kinds of cables.
Attach my entire brand to anaudio file side of it, right?
So just in that thought process,this is how I think when we're
talking about cables, everythingelse below that is commodity.
Everything else by that section could beovertaken by a manufacturer at some point.
They all look the same.
They all look like 10 footiPhone recorded cables.
(12:35):
And so it's now you've saturatedthe market and lowered the price and
everything is based on the amount ofreviews and the price of the product,
and I don't wanna compete at that level.
Brett (12:42):
And does this all go back to like branding and the brand trust?
Because like you said, if you wannasell that premium price point,
you, you referenced Yeah, you'vereferenced Ferrari and Ferrari.
People know who Ferrariis, have been around.
For a very long time.
Time and so they know
Neil Twa (12:59):
took time to create.
Brett (13:00):
Yeah.
So they know that base people knowwhat they're getting When they're
getting Ferrari, they're gonnaget a high-end car that is super
fast or should be super fast.
Neil Twa (13:11):
Yeah.
Just know that in the time inwhich they had to manufacture
those and make 'em all by hand.
And then move that marketing forward.
In 50, 70, 80 years thatcompany's been online, we've
watched the internet come online.
We've watched social commerce come down.
We've watched live streams thatin three hours have made $5
million recently breaking recordson social commerce platforms.
So the ability for me to take a productbase and make a premium brand and send
(13:34):
it into the premium brand world forin the three to five years, we can do
that means I can meet now criteria that30 or 50 years ago you couldn't meet.
So it is.
Doable.
And again, anybody who says it'snot is still thinking in a limiting,
limiting scarcity mindset, belief.
We've seen it, we've done it,we've watched our clients do it.
So it just gets down to how youpresent that brand where you know
(13:56):
the time in the market that'sallowing it to occur and mature.
And giving yourself the time andenergy and marketing to really dial
in that audience and build that morepremium level brand of expectation.
And then really get your numbers rightand your supply chain right, and most
importantly, get the narrative right.
It is the offer, not the mechanismthat we're talking about.
Amazon.
(14:16):
TikTok, shop, Shopify.
These are all mechanisms.
Everybody wants to argue aboutthe value of the mechanism.
I don't care.
What I care about is doesmy audience conversation?
Does the person who want that,am I capturing that demand?
Am I answering their questions?
And then they will come and find us.
They'll search us out.
They will look for us.
They will wanna buy from us,then they wanna buy more from us.
(14:36):
So as I widen that base of products, whilepeople are coming in and saying I'm gonna
do two or three or five products so Ican hit seven figures a year, I'm looking
at it at 7, 10, 12, 15 products to makea stable platform of a brand portfolio.
Okay?
That in my world, if I just based iton one platform's metrics, Amazon.
It's 200 something million.
(14:57):
Prime members who spend an average of athousand dollars a year, their customer
lifetime value metric is 12 months 1000.
So by their own admission, I wantto follow along with that, okay?
Which means that I either gottasell one product in one year to one
customer for a thousand dollars or.
You see the numbers go backwards.
I need to sell a hundred dollarsproduct 10 times, or I need to sell a
number of other products that are at ahundred to one person 10 times or two
(15:21):
or five, depending upon bundles andmaterial, pricing and bundling to get
them to spend $1,000 with my brand ina year instead of with somebody else.
That's the real metric mostAmazon sellers are not focused on.
And therefore, when I think about itas an omni-channel, multi-branded,
elevated strategy, I'm thinking aboutall the channels in which I will approach
(15:41):
that customer after I've incubatedit on Amazon and capture that demand.
I'm gonna look at backwards.
How can I acquire a customer throughmeta Facebook, TikTok shops, et cetera,
even if it's a hundred dollars productand it costs me $200 to acquire them.
But I know.
That they'll buy three to five to$700 or more with me when I do that.
(16:02):
If I'm willing to do that as abusiness owner, I'm now willing
to do something others are not.
Acquire the customer at whatever costis possible to acquire them at as I
go through time, of course, I wantto lower that cost per acquisition,
that CPA, but I know I'll do it inbranding and time in market, and so
I'm willing to go 2, 3, 4, 5 years.
(16:22):
In a brand new brandto allow that to occur.
And I still think a lot of people,maybe some of you listening to this
right now, are thinking in threeto five minutes, or three to five
months, because that's more desperate.
That's more, I need it now.
I don't need it later.
Now I've been there and I've had afamily and I've had low, income levels
and I've struggled to make that occur.
And I remember what that looks like,and I'm in a very different position
(16:44):
now, and partly is because I was willingto wait longer and do more, and I
didn't have to be the smartest person.
In doing it.
I just had to do the workand wait longer and be more
patient than everybody else was.
That's a business mindsetissue at that point.
Brett (17:01):
You said this is patient more the key in this because we're
always like, I gotta do this now.
I gotta get this sale now.
I gotta do this now.
Neil Twa (17:08):
Fomo fomo.
Yeah.
Yeah, it really is.
It's patience, tenacity,perseverance, and the willingness
to do things others are not doing.
To look as Jim Collins says, andgood to great at the squiggly,
ugly, nasty things under the rock.
See them pragmatically for what theyare, and then go put in the work and
simply do what others are not willingto do for a longer period of time.
It is such a low barrier of entryfor success now with the internet.
(17:30):
There are just so manydifferent ways to make money.
I chose physical products becauseI liked the virtual aspect of a
marketing and creation demand anddemand capture platforms that are out
there now as I watched it come online.
In the last 17 years since I've beenin business for myself and watching
that, go into social commerce, whichis extremely fascinating to look at how
that's expanding and rapid succession.
(17:51):
And then the physical product movementfor me made more sense than just a
purely digital marketplace because Ihave a physical, tangible inventory
asset where I take my fiat capitaland put it into a physical product
where 10 times what I bought it formaybe 50 times what I bought it for.
I'm now transferring.
Digital and other, fiat currency andstuff into a physical hard asset that
can be translated between two people.
(18:12):
A transactional outcome.
People still think I'mtalking about the products.
I'm not actually talkingdirective response marketing.
Okay?
That happens to fulfill the transactionthrough a physical product median,
which means that I can get positivereviews or negative reviews.
So of course, step two, and that ismaking a great product, actually building
a great product that people wanted.
Fulfills that transaction when two dayslater when they get the box and they
(18:35):
open it and they use it, and they'relike, it doesn't break in five minutes,
and it fulfills their hopes and dreamsand goals and aspirations of jumping
higher and running faster and fixingtheir kids and putting a backpack on or
protecting the water from the outdoors.
They're gonna get a good experience andwanna leave me a good review or in, in
other case not leave me a bad reviewbecause they enjoyed it and they still
want to go back and see what else,what else can I buy from this company,
(18:55):
which I'm attached to it emotionally.
That's where brand and brand affinityreally come in the long term.
That's why there's a hundred dollarsperson, Walmart, and a thousand dollars
person Prada, and I want to go after thea thousand dollars person in Prada, okay?
Even at number two, selling it at800, I'm still gonna be winning.
Brett (19:11):
For those trying to start out doing this, how do
you get those positive reviews?
Because I think the hardest partis grabbing those positive reviews
and those, 'cause if people aremad at your product, they're gonna
show it by giving you a bad review.
'cause people are mad and they tendto act more frequently than people
that are happy with your product.
They'll just go away and forgetabout ever reviewing your product.
Neil Twa (19:32):
So on product, there's about 10 to max, 20% chance that
someone in buying a product fromyou is going to leave you review.
So just take that numbertimes a thousand units sold.
Okay?
That's a realistic aspectof a review process.
Whether you're not, you geta one star or a five star.
The end result is if I'm gonnabuild a great product, then I
want to take the time in step twoto ensure the product is good.
(19:54):
So we're gonna innovatenot in in, excuse me.
Innovate.
Yeah, not invent.
I'd say that, right?
So we're not inventing things.
I think a lot of people spend toomuch time in r and d and not enough
time thinking about the perceptionof value with the person who's buying
that product and their outcome.
If you do that well enough and they geta product and it is a good product, but
not yet a great product, but it receives.
(20:14):
The value of their outcome, theyunderstand the value of its worth and
they have used it or built it or madesomething with it, or, ran faster with it.
They're going to see the past, theimperfections of that product, right?
They're going to see past theimperfections and when you get
them, you got them emotionally.
Of course, you can continue toinnovate and evolve the quality
(20:36):
of the products as you should.
To engage, hire reviews, andhire, talked about in the audience
conversation aspect, the online,the social commerce and the tagging.
Create a good product.
That's really step two.
First, though, prove youcan sell the product.
Sales fix is everything.
Once you prove you can sell theproduct, you can innovate the product
and continue to improve the productas you go along by simply giving the
market more of what's it, what it wants.
(20:58):
And by continuing to improve that productbased on what the market wants to ensure
the quality is high, reviews will thencome naturally and organically from that.
I still think, again, the ideais that we have to force reviews.
I have $180 products selling ahundred times a day on five reviews.
Because we did the job upfront ofsharpening the acts for four hours before
(21:18):
we spent one hour cutting the tree down.
And again, I think that's pa patience,perseverance, following the right
process, ensuring you understandwho they are, what they want, and
what value they're going to get it.
And you translate it back through images,visuals, videos, and the written copy.
And then you could really get downto what we say in our company and
sell anything to anybody in a box.
Brett (21:38):
For the most part, besides the innovation it seems like the marketing
side is the content of making sure thatyou have FAQs, that you have, how you have
tutorial videos, or you have influencersmaking tutorial videos or somebody making
something for you so you can show it.
So people are like, oh,that's how you do this.
Neil Twa (21:58):
High perceived visual value.
Absolutely.
And we've changed certainthings at times from, okay.
Just a simple example of aproduct that was selling.
Okay.
But then it started selling really great.
It came down to a twoword change in the title.
Okay.
Instead of saying heavy duty, whichleft it a little bit more ambiguous,
what's my version of heavy duty?
What's your version of heavy duty toheavy duty up to 300 pounds and all of
(22:22):
a sudden start flying off the shelves?
So just getting in and understandingwhat's the value, what's the question,
and getting an answer quickly canturn into a high perceived value.
Now, of course, you've got to deliver theheavy duty product that will hold somebody
up to 300 pounds and not break on them.
If you meet that criteria, they'regoing to be happy with your product.
I think people tend to go to seminarsand groups and live events and all this
(22:43):
stuff looking for all these really coolgrowth hacks and means, and they're not
actually focused on the fundamentals.
Learn the customer avatar, producea product, manufacture the product
and give them what they want.
Don't overcomplicate that withfunny ideas and off Amazon nonsense.
At first, you can run a brand up toeight figures on Amazon alone before
you start opening additional channelswithout any outside Amazon influence.
(23:06):
It's an algorithm.
It's a self flowed system.
Yes, it will positively look at the impactof social commerce and other links and
brand referral traffic coming on board.
It will not positively impact yourranking if you're not already in the
line on the system itself with thedemand that's coming through in 30
seconds or less looking for that product.
You just get that right first.
(23:28):
Once you get that right and you dialin that organic, okay, go listen to my
High Voltage Business Builders podcaston the last episode with David Leblanc,
where he has a half a million dollarsa month with 90% organic traffic.
It's doable.
It's provable.
Okay, and he's not even at fullcapacity on his PPC campaigns.
We discussed that andit's hey, he's at 6% ACOs.
(23:48):
He's at only 25% tacos.
He can invert that, change it justa little bit, and pull out an extra
two 50 a month if he just startsdialing up his PPC campaigns.
Okay.
Which he knows he's gonna be doing next.
So again, these are thingsthat I think go against the GR
goal, against the conversation.
Go against the Hopium mindset, lotteryguru, YouTube, wonder Boys, and
really get down to the fundamentalsof the business, knowing your audience
(24:10):
and giving 'em what they want.
Brett (24:12):
It almost seems like going back to the fundamentals of
business, but also marketing likeyou said, if it's a vague statement.
You may know what you're saying, butsomeone may not actually know what you're
typing either because the written word isvery subjective to whoever is reading it.
Neil Twa (24:28):
And what do really good copywriters do?
They spend a lot of time learningabout who they're gonna sell to, and
then they speak directly into thosequestions in their minds as though
it's you knew everything I was going tosay before I said it, and I want what?
You have to find out if it fulfillswhat I'm going for, what's in it for me.
Get that right and then the restof this mechanism over here, which
(24:48):
Amazon literally takes care of youin almost a done for you FBA fashion.
We'll handle the rest of that, right?
Don't deliver a crappy product in acrappy box and expect a good review.
Don't take five minutes on a listingcopy and your images inspect.
Expect to sell seven figures out of it.
You simply, that was 20 years ago.
It doesn't work that way anymore.
People are extremely sophisticated.
(25:08):
The system is growing extremely fast.
Amazon is moving at 8,600 units a minute.
Okay?
It's 5% of all retail.
It is 49% of all online sales youare gonna play in this system.
You better do it right, or it reallyjust brings the wholesaler account
down, brings the ASINs down, bringsyour entire property opportunity down in
this, what is a closed system of Amazon'sorganic ranking and growth inside of it.
(25:31):
There's a lot of opportunityand market share to do it right.
Brett (25:36):
Yeah, it reminds me of podcasting.
If you get the audio wrong, noone's gonna listen to you because
you didn't get the audio right.
It's terrible audio quality.
And everybody's I can't listento this because there's too
many pops and semblances
Neil Twa (25:48):
whistles and blowing and Yeah, exactly.
Yeah.
Brett (25:53):
And explosives and all that other stuff that we're
like, ah, we don't want this.
Neil Twa (25:57):
Yeah.
Or they just don't like coffee.
And then we have to just reject them.
'cause that, who does it seriously?
Brett (26:02):
I always say if you like water, it's close enough to coffee.
Neil Twa (26:05):
Yeah.
And if you drink decaf, that'slike drinking dirty water.
So please don't comeout me with your decaf.
Brett (26:11):
I don't drink decaf.
I drink regular coffee.
Neil Twa (26:15):
That's what I'm talking about.
What's the hair on the chestand the hair on your face?
I'm like, clearly youdrink, caffeinated coffee.
Yeah.
Brett (26:22):
And black too.
Like completely black.
It, there's
Neil Twa (26:26):
and black.
See, now you're really getting it done.
Yeah.
I'll have a beard by thetime this call is over.
Brett (26:33):
What are some of the trends coming up on the horizons?
I know we talked about the traditionalthings, but there are probably
some new things that sellers maywant to know what to do next.
Neil Twa (26:43):
Always, AI is on the forefront of everything,
but real AI hasn't come yet.
What you're watching is tip of theiceberg ai that is just one level
beyond machine language learning.
When I was at IBM, we were working onmachine language learning, artificial
and large language models outta theWatson machine where we borrowed time
and armonk up in New York when I wasworking there on knowledge management
and latent semantic search engines.
(27:04):
Lo and behold, I see Amazon,which is just a large machine
language, latent semantic engine.
I figured out how they were rankingproducts long ago and it became
like shooting fish in a barrel.
For me, that's changed as the market haschanged, and one thing that hasn't changed
though is the underneath hood of theseAI systems has not changed for a while.
I.
But there are radical, fundamentalthings occurring as more data is being
(27:25):
fed to these large language models.
These LLMs, as they are getting more andmore data and chewing through that and
be getting better at making data-drivendecision decisions, they're moving
from a reactive to a proactive state.
I.
Okay, they're moving from a, Hey, I sawyou frequently bought this, so maybe
you'd like that to, I see you're this,you might be pregnant, you're a woman.
You like soccer, you'vegot this other thing.
(27:46):
You like cooking.
Oh, by the way, here are predictivethings we think you're going to like
at the highest level of possibility,and to only show you those things.
Think about it like minorityReport coming, right?
With all platforms and advertising,that's where we're headed.
They're gonna know us betterthan we know ourselves.
And they're gonna see us andthey're gonna see increases in that.
And Amazon's moving that way.
And many of the algorithmsare now moving that way.
(28:08):
TikTok shop is moving that way through.
Its viral, and online live events nowthat are seeing way more traction than
just video uploads due to the amount ofsocial commerce that can move through
them at the speed of literally theability for people to click a button.
You're just seeing like hundredsof sales a second, which is insane.
And they can now have thecapacity to maintain that.
They have the platform, the technology,and the systems backed by AI that
(28:30):
are moving faster and faster to allowthat kind of stuff to even occur.
So this is shifting in such radical ways.
I.
That I don't, we're gonna watch livestreams that do $10 million in an hour.
Not long in the future,maybe a year or two.
Okay?
It's just gonna be asocial commerce engine.
That is incredible.
If you're using it, programmingit, you're gonna be on top of it.
AI is not going to replace people.
That's a myth.
(28:51):
People who understand AI and programit and use it in their businesses are
going to outmaneuver other people.
Okay.
For example, if you're gonna competewith my brand on Amazon or my brands,
actually, then we use AI drivenlarge language, PPC decision models.
That combine all this data and then makereactions at a machine to machine level.
There's no way you're gonnacompete with us at a human level.
(29:13):
If you're gonna try to compete withus on the PPC campaigns, we're going
after, you're competing with machines.
You have to understand that, whichmeans you've gotta get really good at
it if you're gonna stay in this game.
So one of the things that's alsochanging in these social and demand
capture platforms like Amazon.
Is they've come up with new mechanisms.
One of them's called Cosmo.
It's coming very soon.
They've already rolled out thefirst 10% of it back in February,
(29:35):
2024, and it proved a $4.9
billion increase on only 10%.
Okay?
It's doing predictive alignment.
It increased the conversions by 0.7%.
Which was a huge change.
Okay.
And it started producing amazing results.
They're gonna be rolling that outmore and more, which means some of
that fundamental that's occurredthere for the last 10 years.
It's about to shift radically inthe coming two years, which will
(29:57):
churn Amazon by 2026 into a directmarketing and advertising engine.
I.
No longer a product distributionengine or an AWS hosting of
data, it is going to turn into amarketing and advertising engine.
If you know that now, and you'relistening to this podcast, you should
spend the next two years makingsure that you're on top of that.
(30:17):
Because it's coming whether you likeit or not, so take advantage of it.
How to do that?
Ensure you understand what's occurring.
Keep your listings up to date.
Be on top of the things with ai.
Here's a real quick pro tip.
For those who are currently selling andlistening to this podcast, take your
images, download them from Amazon asthey set right now, go over and upload
them to chat GTP and ask it what it sees.
(30:38):
Okay?
What do you see in this image ifit does not describe the image
and environment to you correctly?
Fix it 'cause your images are broken.
And as Cosmo rolls out, it's going tostart deking old listings that have
set there historically because of theamount of reviews and time in market.
And they're gonna start getting de ranked.
And if you aren't paying attentionto that, 'cause you're like, Hey, I'm
sitting in the top spot, been here fortwo years, no one's gonna knock me off.
(31:01):
Guess what?
You're gonna have a big problem if youdon't start paying attention to these
changes and actually getting in thereand adapting to the coming changes.
It will not be keyworddriven anymore, okay?
It's gonna be more responsive,intuitive to the demand of the
people that are around it, all theway down to what they're watching on
freebie and Twitch and Amazon Prime.
Okay?
(31:21):
So this is gonna be a big indicator ofchanges that are coming in the next year.
You should be prepping for it.
Brett (31:28):
And so should, besides Cosmos, should they know chat GBT as well?
There's llama from Meta, there'sPerplexity, there's Claude,
there's Gemini, there's Gronk.
Should they,
Neil Twa (31:40):
ton of them there?
There's a lot of them coming.
So really it just gets down tothe platform that you're on.
Is where you should first lookat it and say, what's changing?
What's adapting, what's moving?
If I'm a direct response marketeron Shopify using Meta and
Google, I really need to knowwhere is the algorithm changing?
How is it looking at social commerce?
If I'm on TikTok shops, I really needto take a really good look at the way
live streams are working right now forreach and connectivity, and really be
(32:04):
powering through how do we create livestreams that sell and engage and are fun.
Then if it's Amazon, you reallygotta be looking at the way
the keywords are shifting.
The latent semantic portion of thisis gonna leave and it's gonna move
forward to the fact that keywordsreally don't matter as much.
At the next stages of this what'sgonna happen is there's gonna be a,
an incorporation of the way that theengine and behavior of the user looks.
(32:26):
To the engine itself, it might havesome prompts and things that are gonna
generate an output of that from thesummary to the listing itself, to what
keywords it actually thinks are alignedwith the intent of the buyer, and then
it's going to produce that listing, right?
And so some of the controls andmechanisms are gonna start to move
away from you if you don't have.
(32:46):
Certain, filtering and things in placewith images, graphics, copy, et cetera, to
ensure that it sees you in the right way.
Just like the image, upload the chat.
Gtp, you don't really need to know alot of sophistication about chat gtp.
You log in, you look at it, you askit questions and then, give it your
image, upload it, and just ask it.
What does it see?
What do you see in this image?
The output of that is going to be that,there's gonna be some human feedback,
(33:09):
training, the differences and whatit didn't learn, but it's only gonna
get smarter, faster, and faster.
The output of that is that the intentis really what it gets down to.
It's gonna come down to all intentbased information, and part of
that being driven is on searchqueries, vocal search queries.
Now, okay, things like asking, Siriabout a product or asking, Alexa about
(33:32):
a product it's gonna know that, forexample, if you're a pregnant woman.
Who he is had mentioned anywherethat your feet hurt, it's gonna
come and predict that you might needshoes and it might predict certain
shoes for just pregnant women.
And you're gonna be like, my feet hurt.
I'm pregnant.
And the next time you pop up on Amazon oran advertisement comes up on freebie, it's
gonna be like, Hey, these are the best,most comfortable shoes for pregnant women.
(33:53):
You're gonna be like, what?
That's awesome.
Pregnant women's shoes.
Yeah, it's gonna get really smart.
It's gonna move extremely fast ifyou're on the other side of that.
It's gonna be extremely powerful.
Search is growing on mobileby 27%, so it's gonna be huge.
And 50% of all adults use searchevery day on the voice side.
So how people talk and linguistics aregonna translate into how your products
(34:16):
and intent to show back to say, a pregnantwoman who you are trying to sell the
most comfortable pregnant shoes to.
Brett (34:23):
Let's just help.
Alexa actually gets smarter becauseI still prefer Google Assistant.
Neil Twa (34:27):
Yeah they're all a little frustrating.
Apple is pulling in itsown Apple Assist soon.
You're gonna see some branding like thatacross there where they're actually not
gonna be chat GT P, they're gonna be gtpsfor the specific products and services.
That we're using Alexa, et cetera.
33% of all homes have Alexa in them now,which means a lot of people are just
saying, Hey, Alexa, reorder my shoes.
Or Hey, Alexa, reorder my cereal.
Or Hey Alexa, what's the best kindof shoes for a, man who wants to run
(34:50):
and has a size 12 is really gonnabe using a lot of in intentional
data that is gonna change the waypeople search and get products.
Brett (34:58):
All right.
And people are listening to thisepisode and wondering, where can
they find you online to learn moreabout how to sell better on Amazon?
Neil Twa (35:04):
My podcast for one high Voltage Business Builders
podcast, go check us out.
We're a globally top 5% ranked podcast.
You can see us on all the channels,YouTube, apple, Spotify, et cetera.
Interview people, interview casestudies, talk about business growth,
real estate financing, wealth withoutWall Street, fundamentals of business
and finance, as well as anythingE-com and all things Amazon as well.
And you can go to voltage dm.com.
You can find that podcast.
(35:25):
You can see my book.
You can see some freetrainings and information.
If you feel so led reach out.
We are a growth consultancy.
It is an imitation only group.
We're not a course program orany of that other nonsense.
We are building, buying, exiting, andacquiring companies, and we teach clients
how to come along for the ride or DTCbrands, how to get on Amazon or how
to build an omni omnichannel strategy.
(35:46):
And then we look to acquire 'em later on.
So as an acquisition and incubator wewant to build up great clients and brands
because I'm looking for them to buy.
Brett (35:54):
All right.
Any final thoughts for listeners?
Neil Twa (35:57):
Your opportunity begins at the end of your excuses.
So if you listen to this today andyou plan on taking no action, you're
there, is your opportunity cost?
If you're planning on doing somethingor learning more today, hopefully
you will go out and actually do it.
Execution leads to knowledge,which leads to wisdom.
You can't just jump to knowledge.
And expect to do the right things,and you certainly won't lead to
wi wisdom if you don't execute.
(36:18):
So get out and execute something todaythat helps move the ball forward,
hopefully towards profitability.
That's my goal for you today.
Brett (36:25):
Alright.
Thank you Neil, for joining Digital CoffeeMarketing Room and sharing knowledge on
Amazon FBA and AI and everything else.
Neil Twa (36:33):
Thanks for having me on, Brett.
I appreciate it brother,
Brett (36:35):
and thank you for listening.
As always, we subscribe to this podcastand all your favorite podcasting apps.
You have a five star review,really just help with the rankings.
Let me know how I'm join doing,and join me next week as I talk
to the great thought leader inthe PR and marketing industry.
All right, guys.
Stay safe.
Good to understanding your Amazon FBA.
Learn how to make it even better.
Be patient and persistent at the sametime, and see you next week later.
Mm, that's good.
And welcome to a new episode ofDigital Coffee Marketing Brew,
and I'm your host, Brett Dys.
You please subscribe to this podcaston all your favorite podcasting.
Absolutely.
Have a five star review.
It really does help.
With the rankings and letme know how I am doing.
But this week we'll be talking aboutAmazon and all the selling that
(00:35):
goes on Amazon, but mostly just for.
Business and marketers to actuallyunderstand this because Amazon's
one of those things where youcannot ignore ever anymore.
But with me, I have Neil and he is the CEOand co-founder of Voltage Holding Company,
specializing in launching consulting andselling, acquiring brands with a focus on
the e-commerce channel, such as Amazon,FB, a multi-channel, more than 15 years
(00:59):
of experience as a selling private labelproducts on Amazon and his company.
So welcome to the show, Neil.
Neil Twa (01:06):
Thanks for having me.
I appreciate it, Brett.
Brett (01:08):
And the first question is, all my guests is, are
you a coffee or tea drinker?
Neil Twa (01:12):
I'm a coffee drinker.
I've got what's left in myafternoon coffee right here.
So I'm a diehard, I grew up in thewest coast where many of the coffee
pop outs, occurred up in Oregon back inthe days when, Seattle became a raging
coffee zone and all the little coffeeshops popped up on the west coast and
pretty soon it was the coffee kiosks.
And yeah, we all became addicted tocoffee and I think that just spread
out quite a bit from that edge of the.
Brett (01:34):
It was, yeah, it was like Portland.
It was Seattle and then it cameto Portland and now it's just
Neil Twa (01:39):
gone all the way.
Yeah.
The first drive through kiosks thatyou could actually get coffee from,
were in the Rogue Valley in Oregonand where I grew up, and so they've
king Dutch Brothers came from thereand all those other spread out.
Now you have all the other onesin all the rest of the country.
It's fascinating to have watched how thatin the last 20 to 30 years have developed
a coffee addiction in the United States.
I do drink teas with my wife.
(02:00):
I literally have a tea every eveningthat has a turmeric blend in it
and stuff, or anti-inflammation.
Which is good stuff.
Brett (02:06):
Always good.
I like both too.
So I'm, I don't really discriminateunless it's terrible tea or terrible
coffee than I do discriminate.
Neil Twa (02:15):
I'll discriminate a little more towards the coffee side than the tea.
But my wife, she, and we have ourfour daughters here and they love to
have tea parties and they bring inall their girls from the other co-ops
and friends and they'll have 10,20 girls over for a big tea party.
And when it's a tea party, it'sa literal, full on tea party with
all the classic China and all the.
Treats and everything theydo and they'll have a whole
afternoon of that when they do it.
Brett (02:36):
Nice.
And so I gave a briefsome of your expertise.
Can you listeners a littlebit more about what you do?
Neil Twa (02:41):
Yeah.
In specific context.
Since 2011, I started playing aroundwith Amazon 2012, I got really serious.
I.
About building brands and hitmy first seven figures by 2014.
From then on it was just brandrepetition, brand market opening,
new shares and then continuingto just build brand after brand.
Have been doing that ever since then,just opening up, more space, more brands,
(03:02):
more opportunity, more partnerships.
And then in the exiting and acquisitionspace, now we're going out and acquiring
competitors and competitive brands tobuild out, and spoke out the different
wheels and different verticals.
We've got Build up a portfolio.
I.
Of products and bases, and ourgoal is to get five additional
brands in by the end of 2025.
So as we go and grow we're talkingabout omnichannel e-commerce.
(03:22):
Amazon.
FBA, as you said, is definitely like backin the day, you had to have a website
and a brochure, or you weren't legit.
And then you now e-comm, you gottahave an Amazon channel added on
to your full e-commerce, or you'rejust a single channel operator.
You're not really a true brand yet.
Until you open on those additionalchannels and really expand
your market share and make thatbrand even wider and bigger.
And that's definitely something thatI would encourage all sellers to do.
(03:44):
Don't just be, channel specific.
Don't be an island to get outthere and start capturing assets
and acquiring in other channels.
Brett (03:51):
It leads into my next question, like what are some
of the common mistakes with.
Amazon, FBA sellers making and howdo you avoid, how do they avoid that?
Neil Twa (03:59):
There's the sexiness of volume on Amazon, which tends to lead people
to play in the sub $20 space becauseit can look like really great revenues.
It can be really great volume, andI've played in that space before
and it's easier for beginnersto get started to a degree.
The problem is I refer to it as Amazon'smosh pit because in the sub $20.
The Chinese sellers can get in there.
All the beginner sellers are there.
(04:20):
Saturation can happen alot faster in that space.
And you can have two, three,$5 in profit per unit.
Which again, for me in the kind ofbusiness and brand level, we want
to elevate isn't the right way forus to brand and elevate within our
business model, maybe for other people.
And what's your number is whatyour number is for us, it's not
anything less than $12 in netprofit per unit or we won't sell it.
(04:40):
So that puts us in the tier two,tier three avatar of sellers
in what we call the psychology.
A buyer on Amazon as we incubateproducts and brands and determine
their market share and opportunity.
So we'll sell 50 to $200 in retailprice point in order to achieve
that kind of profitability.
The first metric of real growth to beable to get from growth to scale is
(05:00):
whether or not we are having profitableproducts that lead to profitable
brands that turn a profitable business.
So for new sellers, getting lower minimumor quantities getting started in the sub.
$20 an inch is easier, but you'vegotta turn a lot of volume to
do that, and most people don't.
Really appreciate the amountof volume, time, and movement,
logistics, freight, manufacturing,cost of moving that kind of volume.
(05:22):
And that really eats up what'sleft of a lot of your profits.
And if you can't really figure out howto manage that extremely tight on the
profit margins then it's very easy foryou to quickly fall victim to the market.
And so what we tend to do is lookfor that brandability, look for that
higher barrier of entry, look at thatlarger profitability cost, and then
build a bigger brand faster that way.
Brett (05:42):
Has this been more recent?
'cause shipping costs have gone likecrazy expensive all of a sudden.
It hit pretty hard during thepandemic and it really hasn't.
Ever fallen off on how crazy itis just to sh just to ship it
through the, a sh like a, the sea.
Not even like air shipping.
'cause air shipping is, has alwaysbeen ridiculously expensive.
Has this kind of been thephenomenon of the recent.
(06:05):
Part of the of what's been going on
Neil Twa (06:07):
last six to seven years, I would say because the pandemic
changed a lot of things, and thattimeframe changed a lot of logistics.
We went from having, fullfreight, 40 foot containers on
the water for 4,800 to, $25,000.
And that changed extremely dramatic.
One of the reasons why we were ableto get through it, our clients were
able to get through it, is because ofhow much profit we have in our market
share that we've grown in the profit.
(06:29):
We were able to hold that andstill maintain profitability
while the, numbers went up great.
A lot of people dropped out of that.
A lot of arbitrage.
Sellers can't make those numbers work.
Even a lot of private labelcompanies couldn't make it work.
Now the numbers have gone up a littlebit and they've increased just a little.
There's been some trouble withthe bandits and pirates out there.
And the canal is causing problems,forcing some ships to go longer
around the horn, taking, twiceand two and three times longer.
(06:52):
Up to six times longer to getback that product in motion.
And so you've gotta considerthose costs and time and market.
And one of the best ways to get, insulateyourself from those kinds of challenges
in this marketplace is to get higherprofitability, build cash flow in a
war chest and be able to, understandthat if the costs go back to 25,000
foot 45,000 for a container for a 40foot container, can you handle that?
(07:14):
So we have now seen somethingvery dramatic in the years
we've been doing this.
I've been through a couplerecessions and now that.
So I can see where the market can flux andchange very dramatically, very quickly.
And even the secondary component wasthe opportunity that beget because in
2020, the first three months, whereas10 years of growth in three months,
it just went straight vertical.
(07:34):
I.
Most systems operators, componentsthree pls and Amazon itself
couldn't handle that logistically.
They went and bought up every warehousethey could get their hands on, and they
even started a whole new division calleda WD, Amazon Warehouse Distribution.
Just deal with that, right?
And put in additional controls to movethat hypergrowth, which has given them
the opportunity to stabilize and moveproducts through a little better now and.
Have additional capacities andstuff that we can get access
(07:56):
to for larger brands faster.
But it is a cost measure.
It is definitely knowing yournumbers and it is definitely being
aware of market conditions that cannegatively impact that supply chain.
And of course, the costfactors and timeframe for that
product to move to market.
We are always watching it.
We're always looking at the cost.
We're watching it go up.
We're moving in elasticity ofsupply and demand with the mark.
(08:18):
And it's another thing aboutbeing beautiful in the.
Owning your own company andhaving your own supply chain and
control as you can move with it.
Unlike other business models, retail,wholesale arbitrage, that kind of stuff,
you're more at the liberty of otherpeople's pricing and marketplaces.
We can move and flex better withprivate label product brands.
And if we have a certain price point anda demand, we can go with the market too.
So that is there and it can come back.
(08:40):
I don't necessarily see thathappening in the same dramatic
sense that it occurred before.
I can be completely wrong.
What I think is there other.
Market conditions and possibilities,potential larger tariffs for
certain locations around the world,that is gonna negatively impact.
So I would say more, in, in myfuturistic ball for a second here,
the conditions that we're lookingat are, what does it do if certain
(09:01):
geopolitical things change and marketconditions, shift us away from certain
manufacturing locations around the world?
How are we getting redundancy intertiary manufacturing and supply
chains in place with other countries toensure that won't impact our business?
The continuity of business at our levelis very different when you're moving
multiple 40 foot containers continuouslyversus someone who's just moving a
few thousand or a few hundred units.
(09:23):
So we have to look forward 3, 6, 9months and say, okay, how are we moving
shipping and logistics at large amounts?
And that makes it a very differentscope from my perspective than
maybe just, the average seller.
Brett (09:34):
Which is interesting 'cause we're actually at that time of maybe some
geopolitical changes because of right now,this recording, we haven't really elected
a new president and the presidentialelection is eventually looming.
Neil Twa (09:47):
Yeah.
A lot of volatility.
Yeah, a lot of volatilityin the possibilities there.
Brett (09:52):
And you talked about like your price point being like 52,
200, but is that spec, is thatspecific to different industries?
Because for example, if I'mbuying like a USB cable, I don't
wanna spend $200 on a USB cable.
So is that specific todifferent industries?
Figure out what is yourprice profitability?
Maybe it is the sub $20 justbecause a cable is a cable
(10:15):
and it's a throwaway thing.
You don't want, like if I'm spending$200 on a cable, I'm like this better.
This cable better last me like 50 years.
Neil Twa (10:22):
They are there.
People that spend $200 on acable is the first question.
And the answer is yes.
They're called audio files.
So if you know how to speak to somebodywho sees that level, there's a guitar
and then there's a Stradivarius, thereis, there are ways to look at things.
There's a Yamaha and thenthere's a grand piano.
So there's always anothermarket at another level for
something that can be sold.
(10:43):
The thought process or the limitingmindset belief, or even maybe scarcity
thinking, we'll say I can't sell a200 k a dollar cable to somebody.
I need to sell the $20 cable.
That's not actually true, right?
Ferrari does no advertisingfor their products, and they
sell really high-end cars.
So in actuality, you're bringinga limiting belief to the table.
Not you, like you, Brett.
(11:03):
It's like we are bringing that.
So the end result is.
Again, the volume and nature of revenueor the amount of units you move because
the product is below a certain point,is all vanity metrics in my world.
Okay?
That may be somebody else'snumber, somebody else's gig,
and that's completely fine.
Everybody runs their businessa little different for the
way that we run business.
It's not okay.
I would rather move 200 units of a $200cable every month and turn a seven or
(11:27):
$10,000 revenue stream out of that,and then go get 10 more of those.
Then I would have one product thatturns out 10,000 units a month at a
dollar or $3 in profit per unit, whichis where those cables are gonna fall.
After all landed cost of goods andadvertising and fees and everything stacks
up on top of it, including returns andshipping and logistics and everything.
So I don't find that to be as sexy forme because you still have to be very,
(11:50):
hardcore on the logistics and freight andall this other profit squeeze margins.
That I prefer not to deal with.
I would prefer to deal with the 200,units moved a month of a $200 product
that makes me maybe a hundred dollarsin profit per unit, and that's a lot
more sexy 'cause I know I can go get10 more of those and I can actually
widen my base, lower my risk, increasemy opportunity costs, and reach more of
(12:13):
an audience for those kinds of cables.
Attach my entire brand to anaudio file side of it, right?
So just in that thought process,this is how I think when we're
talking about cables, everythingelse below that is commodity.
Everything else by that section could beovertaken by a manufacturer at some point.
They all look the same.
They all look like 10 footiPhone recorded cables.
(12:35):
And so it's now you've saturatedthe market and lowered the price and
everything is based on the amount ofreviews and the price of the product,
and I don't wanna compete at that level.
Brett (12:42):
And does this all go back to like branding and the brand trust?
Because like you said, if you wannasell that premium price point,
you, you referenced Yeah, you'vereferenced Ferrari and Ferrari.
People know who Ferrariis, have been around.
For a very long time.
Time and so they know
Neil Twa (12:59):
took time to create.
Brett (13:00):
Yeah.
So they know that base people knowwhat they're getting When they're
getting Ferrari, they're gonnaget a high-end car that is super
fast or should be super fast.
Neil Twa (13:11):
Yeah.
Just know that in the time inwhich they had to manufacture
those and make 'em all by hand.
And then move that marketing forward.
In 50, 70, 80 years thatcompany's been online, we've
watched the internet come online.
We've watched social commerce come down.
We've watched live streams thatin three hours have made $5
million recently breaking recordson social commerce platforms.
So the ability for me to take a productbase and make a premium brand and send
(13:34):
it into the premium brand world forin the three to five years, we can do
that means I can meet now criteria that30 or 50 years ago you couldn't meet.
So it is.
Doable.
And again, anybody who says it'snot is still thinking in a limiting,
limiting scarcity mindset, belief.
We've seen it, we've done it,we've watched our clients do it.
So it just gets down to how youpresent that brand where you know
(13:56):
the time in the market that'sallowing it to occur and mature.
And giving yourself the time andenergy and marketing to really dial
in that audience and build that morepremium level brand of expectation.
And then really get your numbers rightand your supply chain right, and most
importantly, get the narrative right.
It is the offer, not the mechanismthat we're talking about.
Amazon.
(14:16):
TikTok, shop, Shopify.
These are all mechanisms.
Everybody wants to argue aboutthe value of the mechanism.
I don't care.
What I care about is doesmy audience conversation?
Does the person who want that,am I capturing that demand?
Am I answering their questions?
And then they will come and find us.
They'll search us out.
They will look for us.
They will wanna buy from us,then they wanna buy more from us.
(14:36):
So as I widen that base of products, whilepeople are coming in and saying I'm gonna
do two or three or five products so Ican hit seven figures a year, I'm looking
at it at 7, 10, 12, 15 products to makea stable platform of a brand portfolio.
Okay?
That in my world, if I just based iton one platform's metrics, Amazon.
It's 200 something million.
(14:57):
Prime members who spend an average of athousand dollars a year, their customer
lifetime value metric is 12 months 1000.
So by their own admission, I wantto follow along with that, okay?
Which means that I either gottasell one product in one year to one
customer for a thousand dollars or.
You see the numbers go backwards.
I need to sell a hundred dollarsproduct 10 times, or I need to sell a
number of other products that are at ahundred to one person 10 times or two
(15:21):
or five, depending upon bundles andmaterial, pricing and bundling to get
them to spend $1,000 with my brand ina year instead of with somebody else.
That's the real metric mostAmazon sellers are not focused on.
And therefore, when I think about itas an omni-channel, multi-branded,
elevated strategy, I'm thinking aboutall the channels in which I will approach
(15:41):
that customer after I've incubatedit on Amazon and capture that demand.
I'm gonna look at backwards.
How can I acquire a customer throughmeta Facebook, TikTok shops, et cetera,
even if it's a hundred dollars productand it costs me $200 to acquire them.
But I know.
That they'll buy three to five to$700 or more with me when I do that.
(16:02):
If I'm willing to do that as abusiness owner, I'm now willing
to do something others are not.
Acquire the customer at whatever costis possible to acquire them at as I
go through time, of course, I wantto lower that cost per acquisition,
that CPA, but I know I'll do it inbranding and time in market, and so
I'm willing to go 2, 3, 4, 5 years.
(16:22):
In a brand new brandto allow that to occur.
And I still think a lot of people,maybe some of you listening to this
right now, are thinking in threeto five minutes, or three to five
months, because that's more desperate.
That's more, I need it now.
I don't need it later.
Now I've been there and I've had afamily and I've had low, income levels
and I've struggled to make that occur.
And I remember what that looks like,and I'm in a very different position
(16:44):
now, and partly is because I was willingto wait longer and do more, and I
didn't have to be the smartest person.
In doing it.
I just had to do the workand wait longer and be more
patient than everybody else was.
That's a business mindsetissue at that point.
Brett (17:01):
You said this is patient more the key in this because we're
always like, I gotta do this now.
I gotta get this sale now.
I gotta do this now.
Neil Twa (17:08):
Fomo fomo.
Yeah.
Yeah, it really is.
It's patience, tenacity,perseverance, and the willingness
to do things others are not doing.
To look as Jim Collins says, andgood to great at the squiggly,
ugly, nasty things under the rock.
See them pragmatically for what theyare, and then go put in the work and
simply do what others are not willingto do for a longer period of time.
It is such a low barrier of entryfor success now with the internet.
(17:30):
There are just so manydifferent ways to make money.
I chose physical products becauseI liked the virtual aspect of a
marketing and creation demand anddemand capture platforms that are out
there now as I watched it come online.
In the last 17 years since I've beenin business for myself and watching
that, go into social commerce, whichis extremely fascinating to look at how
that's expanding and rapid succession.
(17:51):
And then the physical product movementfor me made more sense than just a
purely digital marketplace because Ihave a physical, tangible inventory
asset where I take my fiat capitaland put it into a physical product
where 10 times what I bought it formaybe 50 times what I bought it for.
I'm now transferring.
Digital and other, fiat currency andstuff into a physical hard asset that
can be translated between two people.
(18:12):
A transactional outcome.
People still think I'mtalking about the products.
I'm not actually talkingdirective response marketing.
Okay?
That happens to fulfill the transactionthrough a physical product median,
which means that I can get positivereviews or negative reviews.
So of course, step two, and that ismaking a great product, actually building
a great product that people wanted.
Fulfills that transaction when two dayslater when they get the box and they
(18:35):
open it and they use it, and they'relike, it doesn't break in five minutes,
and it fulfills their hopes and dreamsand goals and aspirations of jumping
higher and running faster and fixingtheir kids and putting a backpack on or
protecting the water from the outdoors.
They're gonna get a good experience andwanna leave me a good review or in, in
other case not leave me a bad reviewbecause they enjoyed it and they still
want to go back and see what else,what else can I buy from this company,
(18:55):
which I'm attached to it emotionally.
That's where brand and brand affinityreally come in the long term.
That's why there's a hundred dollarsperson, Walmart, and a thousand dollars
person Prada, and I want to go after thea thousand dollars person in Prada, okay?
Even at number two, selling it at800, I'm still gonna be winning.
Brett (19:11):
For those trying to start out doing this, how do
you get those positive reviews?
Because I think the hardest partis grabbing those positive reviews
and those, 'cause if people aremad at your product, they're gonna
show it by giving you a bad review.
'cause people are mad and they tendto act more frequently than people
that are happy with your product.
They'll just go away and forgetabout ever reviewing your product.
Neil Twa (19:32):
So on product, there's about 10 to max, 20% chance that
someone in buying a product fromyou is going to leave you review.
So just take that numbertimes a thousand units sold.
Okay?
That's a realistic aspectof a review process.
Whether you're not, you geta one star or a five star.
The end result is if I'm gonnabuild a great product, then I
want to take the time in step twoto ensure the product is good.
(19:54):
So we're gonna innovatenot in in, excuse me.
Innovate.
Yeah, not invent.
I'd say that, right?
So we're not inventing things.
I think a lot of people spend toomuch time in r and d and not enough
time thinking about the perceptionof value with the person who's buying
that product and their outcome.
If you do that well enough and they geta product and it is a good product, but
not yet a great product, but it receives.
(20:14):
The value of their outcome, theyunderstand the value of its worth and
they have used it or built it or madesomething with it, or, ran faster with it.
They're going to see the past, theimperfections of that product, right?
They're going to see past theimperfections and when you get
them, you got them emotionally.
Of course, you can continue toinnovate and evolve the quality
(20:36):
of the products as you should.
To engage, hire reviews, andhire, talked about in the audience
conversation aspect, the online,the social commerce and the tagging.
Create a good product.
That's really step two.
First, though, prove youcan sell the product.
Sales fix is everything.
Once you prove you can sell theproduct, you can innovate the product
and continue to improve the productas you go along by simply giving the
market more of what's it, what it wants.
(20:58):
And by continuing to improve that productbased on what the market wants to ensure
the quality is high, reviews will thencome naturally and organically from that.
I still think, again, the ideais that we have to force reviews.
I have $180 products selling ahundred times a day on five reviews.
Because we did the job upfront ofsharpening the acts for four hours before
(21:18):
we spent one hour cutting the tree down.
And again, I think that's pa patience,perseverance, following the right
process, ensuring you understandwho they are, what they want, and
what value they're going to get it.
And you translate it back through images,visuals, videos, and the written copy.
And then you could really get downto what we say in our company and
sell anything to anybody in a box.
Brett (21:38):
For the most part, besides the innovation it seems like the marketing
side is the content of making sure thatyou have FAQs, that you have, how you have
tutorial videos, or you have influencersmaking tutorial videos or somebody making
something for you so you can show it.
So people are like, oh,that's how you do this.
Neil Twa (21:58):
High perceived visual value.
Absolutely.
And we've changed certainthings at times from, okay.
Just a simple example of aproduct that was selling.
Okay.
But then it started selling really great.
It came down to a twoword change in the title.
Okay.
Instead of saying heavy duty, whichleft it a little bit more ambiguous,
what's my version of heavy duty?
What's your version of heavy duty toheavy duty up to 300 pounds and all of
(22:22):
a sudden start flying off the shelves?
So just getting in and understandingwhat's the value, what's the question,
and getting an answer quickly canturn into a high perceived value.
Now, of course, you've got to deliver theheavy duty product that will hold somebody
up to 300 pounds and not break on them.
If you meet that criteria, they'regoing to be happy with your product.
I think people tend to go to seminarsand groups and live events and all this
(22:43):
stuff looking for all these really coolgrowth hacks and means, and they're not
actually focused on the fundamentals.
Learn the customer avatar, producea product, manufacture the product
and give them what they want.
Don't overcomplicate that withfunny ideas and off Amazon nonsense.
At first, you can run a brand up toeight figures on Amazon alone before
you start opening additional channelswithout any outside Amazon influence.
(23:06):
It's an algorithm.
It's a self flowed system.
Yes, it will positively look at the impactof social commerce and other links and
brand referral traffic coming on board.
It will not positively impact yourranking if you're not already in the
line on the system itself with thedemand that's coming through in 30
seconds or less looking for that product.
You just get that right first.
(23:28):
Once you get that right and you dialin that organic, okay, go listen to my
High Voltage Business Builders podcaston the last episode with David Leblanc,
where he has a half a million dollarsa month with 90% organic traffic.
It's doable.
It's provable.
Okay, and he's not even at fullcapacity on his PPC campaigns.
We discussed that andit's hey, he's at 6% ACOs.
(23:48):
He's at only 25% tacos.
He can invert that, change it justa little bit, and pull out an extra
two 50 a month if he just startsdialing up his PPC campaigns.
Okay.
Which he knows he's gonna be doing next.
So again, these are thingsthat I think go against the GR
goal, against the conversation.
Go against the Hopium mindset, lotteryguru, YouTube, wonder Boys, and
really get down to the fundamentalsof the business, knowing your audience
(24:10):
and giving 'em what they want.
Brett (24:12):
It almost seems like going back to the fundamentals of
business, but also marketing likeyou said, if it's a vague statement.
You may know what you're saying, butsomeone may not actually know what you're
typing either because the written word isvery subjective to whoever is reading it.
Neil Twa (24:28):
And what do really good copywriters do?
They spend a lot of time learningabout who they're gonna sell to, and
then they speak directly into thosequestions in their minds as though
it's you knew everything I was going tosay before I said it, and I want what?
You have to find out if it fulfillswhat I'm going for, what's in it for me.
Get that right and then the restof this mechanism over here, which
(24:48):
Amazon literally takes care of youin almost a done for you FBA fashion.
We'll handle the rest of that, right?
Don't deliver a crappy product in acrappy box and expect a good review.
Don't take five minutes on a listingcopy and your images inspect.
Expect to sell seven figures out of it.
You simply, that was 20 years ago.
It doesn't work that way anymore.
People are extremely sophisticated.
(25:08):
The system is growing extremely fast.
Amazon is moving at 8,600 units a minute.
Okay?
It's 5% of all retail.
It is 49% of all online sales youare gonna play in this system.
You better do it right, or it reallyjust brings the wholesaler account
down, brings the ASINs down, bringsyour entire property opportunity down in
this, what is a closed system of Amazon'sorganic ranking and growth inside of it.
(25:31):
There's a lot of opportunityand market share to do it right.
Brett (25:36):
Yeah, it reminds me of podcasting.
If you get the audio wrong, noone's gonna listen to you because
you didn't get the audio right.
It's terrible audio quality.
And everybody's I can't listento this because there's too
many pops and semblances
Neil Twa (25:48):
whistles and blowing and Yeah, exactly.
Yeah.
Brett (25:53):
And explosives and all that other stuff that we're
like, ah, we don't want this.
Neil Twa (25:57):
Yeah.
Or they just don't like coffee.
And then we have to just reject them.
'cause that, who does it seriously?
Brett (26:02):
I always say if you like water, it's close enough to coffee.
Neil Twa (26:05):
Yeah.
And if you drink decaf, that'slike drinking dirty water.
So please don't comeout me with your decaf.
Brett (26:11):
I don't drink decaf.
I drink regular coffee.
Neil Twa (26:15):
That's what I'm talking about.
What's the hair on the chestand the hair on your face?
I'm like, clearly youdrink, caffeinated coffee.
Yeah.
Brett (26:22):
And black too.
Like completely black.
It, there's
Neil Twa (26:26):
and black.
See, now you're really getting it done.
Yeah.
I'll have a beard by thetime this call is over.
Brett (26:33):
What are some of the trends coming up on the horizons?
I know we talked about the traditionalthings, but there are probably
some new things that sellers maywant to know what to do next.
Neil Twa (26:43):
Always, AI is on the forefront of everything,
but real AI hasn't come yet.
What you're watching is tip of theiceberg ai that is just one level
beyond machine language learning.
When I was at IBM, we were working onmachine language learning, artificial
and large language models outta theWatson machine where we borrowed time
and armonk up in New York when I wasworking there on knowledge management
and latent semantic search engines.
(27:04):
Lo and behold, I see Amazon,which is just a large machine
language, latent semantic engine.
I figured out how they were rankingproducts long ago and it became
like shooting fish in a barrel.
For me, that's changed as the market haschanged, and one thing that hasn't changed
though is the underneath hood of theseAI systems has not changed for a while.
I.
But there are radical, fundamentalthings occurring as more data is being
(27:25):
fed to these large language models.
These LLMs, as they are getting more andmore data and chewing through that and
be getting better at making data-drivendecision decisions, they're moving
from a reactive to a proactive state.
I.
Okay, they're moving from a, Hey, I sawyou frequently bought this, so maybe
you'd like that to, I see you're this,you might be pregnant, you're a woman.
You like soccer, you'vegot this other thing.
(27:46):
You like cooking.
Oh, by the way, here are predictivethings we think you're going to like
at the highest level of possibility,and to only show you those things.
Think about it like minorityReport coming, right?
With all platforms and advertising,that's where we're headed.
They're gonna know us betterthan we know ourselves.
And they're gonna see us andthey're gonna see increases in that.
And Amazon's moving that way.
And many of the algorithmsare now moving that way.
(28:08):
TikTok shop is moving that way through.
Its viral, and online live events nowthat are seeing way more traction than
just video uploads due to the amount ofsocial commerce that can move through
them at the speed of literally theability for people to click a button.
You're just seeing like hundredsof sales a second, which is insane.
And they can now have thecapacity to maintain that.
They have the platform, the technology,and the systems backed by AI that
(28:30):
are moving faster and faster to allowthat kind of stuff to even occur.
So this is shifting in such radical ways.
I.
That I don't, we're gonna watch livestreams that do $10 million in an hour.
Not long in the future,maybe a year or two.
Okay?
It's just gonna be asocial commerce engine.
That is incredible.
If you're using it, programmingit, you're gonna be on top of it.
AI is not going to replace people.
That's a myth.
(28:51):
People who understand AI and programit and use it in their businesses are
going to outmaneuver other people.
Okay.
For example, if you're gonna competewith my brand on Amazon or my brands,
actually, then we use AI drivenlarge language, PPC decision models.
That combine all this data and then makereactions at a machine to machine level.
There's no way you're gonnacompete with us at a human level.
(29:13):
If you're gonna try to compete withus on the PPC campaigns, we're going
after, you're competing with machines.
You have to understand that, whichmeans you've gotta get really good at
it if you're gonna stay in this game.
So one of the things that's alsochanging in these social and demand
capture platforms like Amazon.
Is they've come up with new mechanisms.
One of them's called Cosmo.
It's coming very soon.
They've already rolled out thefirst 10% of it back in February,
(29:35):
2024, and it proved a $4.9
billion increase on only 10%.
Okay?
It's doing predictive alignment.
It increased the conversions by 0.7%.
Which was a huge change.
Okay.
And it started producing amazing results.
They're gonna be rolling that outmore and more, which means some of
that fundamental that's occurredthere for the last 10 years.
It's about to shift radically inthe coming two years, which will
(29:57):
churn Amazon by 2026 into a directmarketing and advertising engine.
I.
No longer a product distributionengine or an AWS hosting of
data, it is going to turn into amarketing and advertising engine.
If you know that now, and you'relistening to this podcast, you should
spend the next two years makingsure that you're on top of that.
(30:17):
Because it's coming whether you likeit or not, so take advantage of it.
How to do that?
Ensure you understand what's occurring.
Keep your listings up to date.
Be on top of the things with ai.
Here's a real quick pro tip.
For those who are currently selling andlistening to this podcast, take your
images, download them from Amazon asthey set right now, go over and upload
them to chat GTP and ask it what it sees.
(30:38):
Okay?
What do you see in this image ifit does not describe the image
and environment to you correctly?
Fix it 'cause your images are broken.
And as Cosmo rolls out, it's going tostart deking old listings that have
set there historically because of theamount of reviews and time in market.
And they're gonna start getting de ranked.
And if you aren't paying attentionto that, 'cause you're like, Hey, I'm
sitting in the top spot, been here fortwo years, no one's gonna knock me off.
(31:01):
Guess what?
You're gonna have a big problem if youdon't start paying attention to these
changes and actually getting in thereand adapting to the coming changes.
It will not be keyworddriven anymore, okay?
It's gonna be more responsive,intuitive to the demand of the
people that are around it, all theway down to what they're watching on
freebie and Twitch and Amazon Prime.
Okay?
(31:21):
So this is gonna be a big indicator ofchanges that are coming in the next year.
You should be prepping for it.
Brett (31:28):
And so should, besides Cosmos, should they know chat GBT as well?
There's llama from Meta, there'sPerplexity, there's Claude,
there's Gemini, there's Gronk.
Should they,
Neil Twa (31:40):
ton of them there?
There's a lot of them coming.
So really it just gets down tothe platform that you're on.
Is where you should first lookat it and say, what's changing?
What's adapting, what's moving?
If I'm a direct response marketeron Shopify using Meta and
Google, I really need to knowwhere is the algorithm changing?
How is it looking at social commerce?
If I'm on TikTok shops, I really needto take a really good look at the way
live streams are working right now forreach and connectivity, and really be
(32:04):
powering through how do we create livestreams that sell and engage and are fun.
Then if it's Amazon, you reallygotta be looking at the way
the keywords are shifting.
The latent semantic portion of thisis gonna leave and it's gonna move
forward to the fact that keywordsreally don't matter as much.
At the next stages of this what'sgonna happen is there's gonna be a,
an incorporation of the way that theengine and behavior of the user looks.
(32:26):
To the engine itself, it might havesome prompts and things that are gonna
generate an output of that from thesummary to the listing itself, to what
keywords it actually thinks are alignedwith the intent of the buyer, and then
it's going to produce that listing, right?
And so some of the controls andmechanisms are gonna start to move
away from you if you don't have.
(32:46):
Certain, filtering and things in placewith images, graphics, copy, et cetera, to
ensure that it sees you in the right way.
Just like the image, upload the chat.
Gtp, you don't really need to know alot of sophistication about chat gtp.
You log in, you look at it, you askit questions and then, give it your
image, upload it, and just ask it.
What does it see?
What do you see in this image?
The output of that is going to be that,there's gonna be some human feedback,
(33:09):
training, the differences and whatit didn't learn, but it's only gonna
get smarter, faster, and faster.
The output of that is that the intentis really what it gets down to.
It's gonna come down to all intentbased information, and part of
that being driven is on searchqueries, vocal search queries.
Now, okay, things like asking, Siriabout a product or asking, Alexa about
(33:32):
a product it's gonna know that, forexample, if you're a pregnant woman.
Who he is had mentioned anywherethat your feet hurt, it's gonna
come and predict that you might needshoes and it might predict certain
shoes for just pregnant women.
And you're gonna be like, my feet hurt.
I'm pregnant.
And the next time you pop up on Amazon oran advertisement comes up on freebie, it's
gonna be like, Hey, these are the best,most comfortable shoes for pregnant women.
(33:53):
You're gonna be like, what?
That's awesome.
Pregnant women's shoes.
Yeah, it's gonna get really smart.
It's gonna move extremely fast ifyou're on the other side of that.
It's gonna be extremely powerful.
Search is growing on mobileby 27%, so it's gonna be huge.
And 50% of all adults use searchevery day on the voice side.
So how people talk and linguistics aregonna translate into how your products
(34:16):
and intent to show back to say, a pregnantwoman who you are trying to sell the
most comfortable pregnant shoes to.
Brett (34:23):
Let's just help.
Alexa actually gets smarter becauseI still prefer Google Assistant.
Neil Twa (34:27):
Yeah they're all a little frustrating.
Apple is pulling in itsown Apple Assist soon.
You're gonna see some branding like thatacross there where they're actually not
gonna be chat GT P, they're gonna be gtpsfor the specific products and services.
That we're using Alexa, et cetera.
33% of all homes have Alexa in them now,which means a lot of people are just
saying, Hey, Alexa, reorder my shoes.
Or Hey, Alexa, reorder my cereal.
Or Hey Alexa, what's the best kindof shoes for a, man who wants to run
(34:50):
and has a size 12 is really gonnabe using a lot of in intentional
data that is gonna change the waypeople search and get products.
Brett (34:58):
All right.
And people are listening to thisepisode and wondering, where can
they find you online to learn moreabout how to sell better on Amazon?
Neil Twa (35:04):
My podcast for one high Voltage Business Builders
podcast, go check us out.
We're a globally top 5% ranked podcast.
You can see us on all the channels,YouTube, apple, Spotify, et cetera.
Interview people, interview casestudies, talk about business growth,
real estate financing, wealth withoutWall Street, fundamentals of business
and finance, as well as anythingE-com and all things Amazon as well.
And you can go to voltage dm.com.
You can find that podcast.
(35:25):
You can see my book.
You can see some freetrainings and information.
If you feel so led reach out.
We are a growth consultancy.
It is an imitation only group.
We're not a course program orany of that other nonsense.
We are building, buying, exiting, andacquiring companies, and we teach clients
how to come along for the ride or DTCbrands, how to get on Amazon or how
to build an omni omnichannel strategy.
(35:46):
And then we look to acquire 'em later on.
So as an acquisition and incubator wewant to build up great clients and brands
because I'm looking for them to buy.
Brett (35:54):
All right.
Any final thoughts for listeners?
Neil Twa (35:57):
Your opportunity begins at the end of your excuses.
So if you listen to this today andyou plan on taking no action, you're
there, is your opportunity cost?
If you're planning on doing somethingor learning more today, hopefully
you will go out and actually do it.
Execution leads to knowledge,which leads to wisdom.
You can't just jump to knowledge.
And expect to do the right things,and you certainly won't lead to
wi wisdom if you don't execute.
(36:18):
So get out and execute something todaythat helps move the ball forward,
hopefully towards profitability.
That's my goal for you today.
Brett (36:25):
Alright.
Thank you Neil, for joining Digital CoffeeMarketing Room and sharing knowledge on
Amazon FBA and AI and everything else.
Neil Twa (36:33):
Thanks for having me on, Brett.
I appreciate it brother,
Brett (36:35):
and thank you for listening.
As always, we subscribe to this podcastand all your favorite podcasting apps.
You have a five star review,really just help with the rankings.
Let me know how I'm join doing,and join me next week as I talk
to the great thought leader inthe PR and marketing industry.
All right, guys.
Stay safe.
Good to understanding your Amazon FBA.
Learn how to make it even better.
Be patient and persistent at the sametime, and see you next week later.
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