Plan Next Year's Product Range in November, Not January
Suppliers fill their calendars in December. If you decide what to sell next year in January, you are ordering whatever is left. A single afternoon in November fixes that.
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Suppliers fill their calendars in December. If you decide what to sell next year in January, you are ordering whatever is left. A single afternoon in November fixes that.
Not every bad review is about your product, and not every good one is about your store. Sorting them by what they actually describe is how reviews become useful instead of personal.
The first hire is usually not a strategist — it's someone to pack parcels and answer messages for four hours a day. Here's how to make those hours worth paying for.
Running out of a bestseller is expensive; holding three months of stock is worse. The fix is a single number per product — where you reorder — worked out from how fast it sells and how long it takes to arrive.
A new store can drown in subscriptions before it makes its first RM1,000. Here's a way to decide what to pay for — and the four things worth paying for almost immediately.
Dashboards are full of numbers that feel important and change nothing. These five tell you whether the store is actually getting healthier — and each one points at a specific next action.
Every store has a shelf of things that seemed like a good idea. The difference between a small mistake and a cash problem is how quickly you notice — and what you do in the first month.
Most small stores run on urgency: restock when it runs out, post when it's quiet, check money when it's tight. One afternoon a month, done in a fixed order, replaces all three.
Every store gets the message. Saying yes too easily sets a new price for that buyer forever; saying no too bluntly loses the sale. Three replies cover almost every case.
A name is cheap to choose and expensive to change. Before you print it on a box, run four checks: say it out loud, spell it, search it, and see if the domain is free.
A one-page returns policy prevents the argument you don't want to have over WhatsApp at 11pm. Here's what to put in it, how to handle the three awkward cases, and why “no refunds” costs more than it saves.
A store can be profitable on paper and still run out of money, because stock is paid for weeks before the sale and shipping is paid for days before the payout. Here's the simple weekly habit that keeps that gap from closing on you.
COD removes the buyer's risk and hands it to you. It's worth offering for some products and some buyers — and a slow leak of money for others. Here's how to decide, per product.