As the co-founder and marketing director of EverGreat, I am responsible for developing marketing campaign strategies for the company.

Look at the common marketing tactics used by our peers to get more attention: Burning money, this can be a no-brainer: 20% of the budget for offline exhibitions, 80% is budgeted to be the favoured advertiser on all types of B2B / paid search ads in order to rank top in search results.

From my point of view, the customer benefits obtained through traditional external marketing channels are the least, because a large amount of advertising costs are already hidden in the pricing of the goods. At the same time, vendors are more likely to end up burying themselves in a comfortable bubble, what should have been a huge investment in customer experience design ended up being invested with a limited budget and manpower allocation.

Paying for “presence” on a global scale is a low-hanging fruit. It’s a no-brainer to upload a bunch of videos to YouTube and “tell” people how great your product is, or how your service is better than your competition. It’s too easy to make marketing promises beyond what you are able to deliver. Yet we have to understand our company or our product is no longer what we tell people it is. It’s what our customers experience, how they feel about our service, and most importantly, what they tell other people about their experience.

With the continuous reform of electronic product technology, people’s requirements and demands for mobile chargers are also surging. Unlike our peers, who chose to expand their sales teams to close more deals and win more profits, we took a road less travelled.

We spend more budget and manpower on customer service.
Seth Godin once described a “dominance trap”: The larger a company’s market share, the greater the risk that it will take customers for granted. As money flowed in, management began to confuse customer profitability with customer loyalty, never realizing that the most profitable buyers might also be the angriest and most alienated buyers.

Customer experience is always the first principle of our work and our first consideration. We tend to stop focusing on “the two in the bush” (prospective customers) and focus on “the one in our hands” (our customers) and provide them with an unforgettable and extraordinary experience. Word of mouth is absolutely key to your growth. When you provide your customers with a distinctive experience, they’ll bring you the customers you want.

Although we intend to build our signature customer experience, we must admit that we are not a 100% perfect organization, in fact, we have had several difficulties in the last year (e.g. delivery delays during peak season; Quality management failure) resulting in delivery not meeting expected standards.
There is a lot more work to do on the way to becoming a built-to-last company.
Because of that, most of My colleagues are under mounting pressure working with me. They once asked me, if “good enough” is enough, why go to so much trouble to do things better?

For me, I expect nothing less than the best from myself and others. So I would do whatever it takes to give my customers more value than they expect to receive for their dollar.

All in all, our main focus is to create a top-notch customer experience throughout a buyer’s journey.