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Amazon changed the game. But it didn’t change the rules to benefit you—it changed them to benefit Amazon.
\nIf your business depends too heavily on their platform, you’re not running a brand. You’re playing someone else’s game. And when that game changes—as it always does—you lose control.
\nAmazon isn’t just a marketplace. It’s a monopoly in everything but name.
\nHere’s how it works:
They own the customer relationship
\nThey decide who shows up in search
\nThey use your data to compete against you
\nYou're not building equity. You're renting attention—and paying for the privilege.
\nSellers are constantly told to fix their listings, buy more PPC, and chase reviews. But those tactics don’t fix the real issue: Amazon owns the levers. You don’t.
\nWhen I ran NewAir, we sold on Amazon. But we never let Amazon control the business.
\nHere’s what we did differently:
\nWe invested in our own website, brand, and customer list. That gave us ownership over the relationship—and the data.
\nWe partnered with Home Depot, Best Buy, and other retailers. That diversification gave us leverage and resilience.
\nEvery move we made was about building independence. No platform—especially not Amazon—would dictate our future.
\nThat strategy helped us scale, build a strong leadership team, and exit to private equity on our terms.
\nIf you’re stuck relying on Amazon for most of your sales, here’s how to shift your strategy:
\nAmazon hoards data. You need to collect your own—emails, phone numbers, and purchase behavior—through your D2C website.
\nThey can clone your product. They can’t clone your story, mission, or emotional connection with customers.
\nDon’t let Amazon own more than 30% of your revenue. Explore wholesale, retail partnerships, and other online channels.
\n![\"\"](\"https://47205836.fs1.hubspotusercontent-na1.net/hubfs/47205836/AI-Generated%20Media/Images/Create%20a%20highly%20detailed%20AIgenerated%20image%20about%20The%20Trap%20of%20Being%20a%20Monopoly%20for%20CEOs%20with%20a%20drawing%20like%20and%20realistic%20style%20like%20a%20sketch%20with%20color%20If%20a%20person%20is%20included%20they%20should%20be%20animated%20or%20digitally%20renderedno%20real%20or%20random%20people%20Ensu.jpeg\")
Amazon is a powerful tool—but it’s not a foundation. It’s a middleman. And middlemen are never on your side.
\nIf you're building a real business—one that can grow, scale, and sell—you need to take control.
\nThat’s exactly what we did at NewAir. And now I help other CEOs and founders do the same.
\nReady to own your future—not rent it?
Let’s build a strategy that puts you back in charge.
Amazon changed the game. But it didn’t change the rules to benefit you—it changed them to benefit Amazon.
\nIf your business depends too heavily on their platform, you’re not running a brand. You’re playing someone else’s game. And when that game changes—as it always does—you lose control.
\nAmazon isn’t just a marketplace. It’s a monopoly in everything but name.
\nHere’s how it works:
They own the customer relationship
\nThey decide who shows up in search
\nThey use your data to compete against you
\nYou're not building equity. You're renting attention—and paying for the privilege.
\nSellers are constantly told to fix their listings, buy more PPC, and chase reviews. But those tactics don’t fix the real issue: Amazon owns the levers. You don’t.
\nWhen I ran NewAir, we sold on Amazon. But we never let Amazon control the business.
\nHere’s what we did differently:
\nWe invested in our own website, brand, and customer list. That gave us ownership over the relationship—and the data.
\nWe partnered with Home Depot, Best Buy, and other retailers. That diversification gave us leverage and resilience.
\nEvery move we made was about building independence. No platform—especially not Amazon—would dictate our future.
\nThat strategy helped us scale, build a strong leadership team, and exit to private equity on our terms.
\nIf you’re stuck relying on Amazon for most of your sales, here’s how to shift your strategy:
\nAmazon hoards data. You need to collect your own—emails, phone numbers, and purchase behavior—through your D2C website.
\nThey can clone your product. They can’t clone your story, mission, or emotional connection with customers.
\nDon’t let Amazon own more than 30% of your revenue. Explore wholesale, retail partnerships, and other online channels.
\nAmazon is a powerful tool—but it’s not a foundation. It’s a middleman. And middlemen are never on your side.
\nIf you're building a real business—one that can grow, scale, and sell—you need to take control.
\nThat’s exactly what we did at NewAir. And now I help other CEOs and founders do the same.
\nReady to own your future—not rent it?
Let’s build a strategy that puts you back in charge.
Amazon changed the game. But it didn’t change the rules to benefit you—it changed them to benefit Amazon.
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But it didn’t change the rules to benefit you—it changed them to benefit Amazon.
\nIf your business depends too heavily on their platform, you’re not running a brand. You’re playing someone else’s game. And when that game changes—as it always does—you lose control.
\nAmazon isn’t just a marketplace. It’s a monopoly in everything but name.
\nHere’s how it works:
They own the customer relationship
\nThey decide who shows up in search
\nThey use your data to compete against you
\nYou're not building equity. You're renting attention—and paying for the privilege.
\nSellers are constantly told to fix their listings, buy more PPC, and chase reviews. But those tactics don’t fix the real issue: Amazon owns the levers. You don’t.
\nWhen I ran NewAir, we sold on Amazon. But we never let Amazon control the business.
\nHere’s what we did differently:
\nWe invested in our own website, brand, and customer list. That gave us ownership over the relationship—and the data.
\nWe partnered with Home Depot, Best Buy, and other retailers. That diversification gave us leverage and resilience.
\nEvery move we made was about building independence. No platform—especially not Amazon—would dictate our future.
\nThat strategy helped us scale, build a strong leadership team, and exit to private equity on our terms.
\nIf you’re stuck relying on Amazon for most of your sales, here’s how to shift your strategy:
\nAmazon hoards data. You need to collect your own—emails, phone numbers, and purchase behavior—through your D2C website.
\nThey can clone your product. They can’t clone your story, mission, or emotional connection with customers.
\nDon’t let Amazon own more than 30% of your revenue. Explore wholesale, retail partnerships, and other online channels.
\nAmazon is a powerful tool—but it’s not a foundation. It’s a middleman. And middlemen are never on your side.
\nIf you're building a real business—one that can grow, scale, and sell—you need to take control.
\nThat’s exactly what we did at NewAir. And now I help other CEOs and founders do the same.
\nReady to own your future—not rent it?
Let’s build a strategy that puts you back in charge.
Amazon changed the game. But it didn’t change the rules to benefit you—it changed them to benefit Amazon.
\nIf your business depends too heavily on their platform, you’re not running a brand. You’re playing someone else’s game. And when that game changes—as it always does—you lose control.
\nAmazon isn’t just a marketplace. It’s a monopoly in everything but name.
\nHere’s how it works:
They own the customer relationship
\nThey decide who shows up in search
\nThey use your data to compete against you
\nYou're not building equity. You're renting attention—and paying for the privilege.
\nSellers are constantly told to fix their listings, buy more PPC, and chase reviews. But those tactics don’t fix the real issue: Amazon owns the levers. You don’t.
\nWhen I ran NewAir, we sold on Amazon. But we never let Amazon control the business.
\nHere’s what we did differently:
\nWe invested in our own website, brand, and customer list. That gave us ownership over the relationship—and the data.
\nWe partnered with Home Depot, Best Buy, and other retailers. That diversification gave us leverage and resilience.
\nEvery move we made was about building independence. No platform—especially not Amazon—would dictate our future.
\nThat strategy helped us scale, build a strong leadership team, and exit to private equity on our terms.
\nIf you’re stuck relying on Amazon for most of your sales, here’s how to shift your strategy:
\nAmazon hoards data. You need to collect your own—emails, phone numbers, and purchase behavior—through your D2C website.
\nThey can clone your product. They can’t clone your story, mission, or emotional connection with customers.
\nDon’t let Amazon own more than 30% of your revenue. Explore wholesale, retail partnerships, and other online channels.
\nAmazon is a powerful tool—but it’s not a foundation. It’s a middleman. And middlemen are never on your side.
\nIf you're building a real business—one that can grow, scale, and sell—you need to take control.
\nThat’s exactly what we did at NewAir. And now I help other CEOs and founders do the same.
\nReady to own your future—not rent it?
Let’s build a strategy that puts you back in charge.
Amazon changed the game. But it didn’t change the rules to benefit you—it changed them to benefit Amazon.
", "postFeaturedImageIfEnabled" : "https://47205836.fs1.hubspotusercontent-na1.net/hubfs/47205836/AI-Generated%20Media/Images/Create%20a%20highly%20detailed%20AIgenerated%20image%20about%20Amazon%20The%20Trap%20of%20Being%20a%20Monopoly%20for%20CEOs%20with%20a%20drawing%20like%20and%20realistic%20style%20like%20a%20sketch%20with%20color%20If%20a%20person%20is%20included%20they%20should%20be%20animated%20or%20digitally%20renderedno%20real%20or%20random%20peop-1.jpeg", "postListContent" : "Amazon changed the game. But it didn’t change the rules to benefit you—it changed them to benefit Amazon.
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\nIf your business depends too heavily on their platform, you’re not running a brand. You’re playing someone else’s game. And when that game changes—as it always does—you lose control.
\nAmazon isn’t just a marketplace. It’s a monopoly in everything but name.
\nHere’s how it works:
They own the customer relationship
\nThey decide who shows up in search
\nThey use your data to compete against you
\nYou're not building equity. You're renting attention—and paying for the privilege.
\nSellers are constantly told to fix their listings, buy more PPC, and chase reviews. But those tactics don’t fix the real issue: Amazon owns the levers. You don’t.
\nWhen I ran NewAir, we sold on Amazon. But we never let Amazon control the business.
\nHere’s what we did differently:
\nWe invested in our own website, brand, and customer list. That gave us ownership over the relationship—and the data.
\nWe partnered with Home Depot, Best Buy, and other retailers. That diversification gave us leverage and resilience.
\nEvery move we made was about building independence. No platform—especially not Amazon—would dictate our future.
\nThat strategy helped us scale, build a strong leadership team, and exit to private equity on our terms.
\nIf you’re stuck relying on Amazon for most of your sales, here’s how to shift your strategy:
\nAmazon hoards data. You need to collect your own—emails, phone numbers, and purchase behavior—through your D2C website.
\nThey can clone your product. They can’t clone your story, mission, or emotional connection with customers.
\nDon’t let Amazon own more than 30% of your revenue. Explore wholesale, retail partnerships, and other online channels.
\nAmazon is a powerful tool—but it’s not a foundation. It’s a middleman. And middlemen are never on your side.
\nIf you're building a real business—one that can grow, scale, and sell—you need to take control.
\nThat’s exactly what we did at NewAir. And now I help other CEOs and founders do the same.
\nReady to own your future—not rent it?
Let’s build a strategy that puts you back in charge.
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\n", "has_user_changes" : true, "last_edit_session_id" : null, "last_edit_update_id" : null, "html_title" : null, "tag_ids" : [ 179491661953, 189735658366, 178823888534, 178823888709, 188145755680, 179491661945, 187062959941, 188145455490 ], "topic_ids" : [ 179491661953, 189735658366, 178823888534, 178823888709, 188145755680, 179491661945, 187062959941, 188145455490 ], "campaign_name" : null, "campaign_utm" : null, "enable_google_amp_output_override" : false, "featured_image" : "https://47205836.fs1.hubspotusercontent-na2.net/hubfs/47205836/AI-Generated%20Media/Images/Create%20a%20highly%20detailed%20AIgenerated%20image%20of%20Tariff%20Survival%20and%20Creative%20Ideas%20for%20your%20company%20as%20a%20CEO%20with%20a%20drawing%20like%20and%20realistic%20style%20lik.jpeg", "featured_image_alt_text" : "", "head_html" : null, "is_crawlable_by_bots" : false, "link_rel_canonical_url" : "", "meta_description" : "Tariffs are crushing margins—but this $30M consumer brand is fighting back. Learn how they’re pivoting into 3PL services and building an Amazon/DTC agency to unlock high-margin growth.", "post_body" : "How One Mid-Sized Brand is Navigating Rising Costs and Finding New Growth
\nConsumer product brands importing from China are getting squeezed—hard. With tariffs climbing to 45% and retailers rejecting price hikes, the old model of “import, markup, and sell” is no longer sustainable.
\nLet’s look at how one realistic $30M brand—with its own warehouse, multichannel sales, and solid infrastructure—is responding by pivoting into high-margin, scalable models.
\nHere’s what this company looks like:
\n✅ Sources most products from China
✅ Sells via Amazon, Walmart, Target, Home Depot, Lowes, and DTC
✅ Operates its own warehouse and fulfillment
✅ Maintains 40–50% gross margins
✅ Contribution margin: ~22% after retailer fees
✅ Faces rising tariffs and debt pressure
The problem? The old model can’t absorb today’s cost structure. They need new revenue models—ones with margin, control, and long-term upside.
\nThis brand already excels in warehousing, fulfillment, and retail compliance. So why not become a third-party logistics (3PL) provider?
\nMonetizes existing infrastructure (warehouse, team, software)
\nHelps DTC brands meet compliance requirements for Amazon, Target, Home Depot, etc.
\nHigh-margin model—30%+ EBITDA compared to 10–15% from product sales
\n| Service | \nDescription | \n
|---|---|
| Storage | \nBrands pay monthly for pallet space | \n
| Order Fulfillment | \nPick, pack, and ship | \n
| Freight Brokerage | \nManage and negotiate freight | \n
| Returns & Kitting | \nHandle returns, bundling, prep for FBA | \n
| Service | \nAnnual Revenue Potential | \n
|---|---|
| Storage (pallets) | \n$5M–$7M | \n
| Order Fulfillment | \n$1M–$2M | \n
| Freight Brokerage | \n$600K–$1.2M | \n
| Returns & Kitting | \n$1M–$2M | \n
| Total 3PL Revenue | \n$7M–$10M+ | \n
With 30% margins, that’s $2M–$3M in annual profit potential.
\nDTC brands needing warehouse space
\nAmazon sellers needing prep & fulfillment
\nImporters shipping into major retailers
\nBrands needing help with retailer compliance![\"\"](\"https://47205836.fs1.hubspotusercontent-na2.net/hubfs/47205836/AI-Generated%20Media/Images/Create%20a%20highly%20detailed%20AIgenerated%20image%20of%20Tariff%20Survival%20and%20Creative%20Ideas%20for%20your%20company%20with%20a%20drawing%20like%20and%20realistic%20style%20like%20a%20sketc-3.jpeg\")
Create a separate 3PL division and brand
\nStart with 2–3 pilot clients
\nUse tools like 3PL Central or ShipStation
\nLeverage existing retail relationships to attract leads
\nThis company has years of experience in e-commerce, logistics, and retail sales. Why not help other brands scale for a fee?
\nBrands need channel expertise—especially in Amazon, Shopify, and retail
\nLow overhead, high margins—20–30% EBITDA is common
\nFast scalability with the right team and tech
\n| Service | \nDescription | \n
|---|---|
| Amazon Management | \nAds, SEO, listings, logistics, strategy | \n
| DTC Growth Strategy | \nSEO, paid ads, email, social media | \n
| Retail Expansion Coaching | \nHelp brands enter Home Depot, Target, Walmart | \n
| Clients | \nMonthly Rate | \nAnnual Revenue | \n
|---|---|---|
| 10 clients | \n$5K/mo | \n$600K | \n
| 10 clients | \n$10K/mo | \n$1.2M | \n
| 10 clients | \n$25K/mo | \n$3M | \n
| 20 clients | \nScaled agency | \n$3M–$5M+ | \n
Amazon sellers struggling with ads, rankings, and inventory
\nDTC brands stuck on Shopify
\nInternational brands expanding into U.S. retail
\nSmall manufacturers trying to break into big-box stores![\"\"](\"https://47205836.fs1.hubspotusercontent-na2.net/hubfs/47205836/AI-Generated%20Media/Images/Create%20a%20highly%20detailed%20AIgenerated%20image%20of%20Tariff%20Survival%20and%20Creative%20Ideas%20for%20your%20company%20as%20a%20CEO%20with%20a%20drawing%20like%20and%20realistic%20style%20lik-3.jpeg\")
Leverage internal team to offer Amazon/DTC services
\nUse AI tools for PPC and SEO automation
\nCreate case studies to attract new brands
\nOffer retail strategy sessions and sales deck prep
\n| Factor | \n3PL Business | \nAmazon/DTC Agency | \n
|---|---|---|
| Best For | \nWarehouse-heavy operators | \nTeams with e-comm experience | \n
| Margins | \n30%+ EBITDA | \n20–30% EBITDA | \n
| Scalability | \nNeeds physical space | \nEasily scalable (team-based) | \n
| Revenue Model | \nStorage + per-order fees | \nMonthly retainers + % of spend | \n
Both models offer high-margin, high-leverage growth opportunities.
\nThis $30M company is doing what more brands should:
\n✅ Turning operational strengths into revenue
✅ Building recurring income instead of chasing one-time sales
✅ Owning their future—not relying on volatile supply chains or retailers
The brands that survive this next decade will do more than just sell products. They’ll own their channels, services, and infrastructure.
\nIf you ran this business, which pivot would you bet on—3PL or agency?
Drop a comment and let’s trade ideas.
How One Mid-Sized Brand is Navigating Rising Costs and Finding New Growth
\nConsumer product brands importing from China are getting squeezed—hard. With tariffs climbing to 45% and retailers rejecting price hikes, the old model of “import, markup, and sell” is no longer sustainable.
\nLet’s look at how one realistic $30M brand—with its own warehouse, multichannel sales, and solid infrastructure—is responding by pivoting into high-margin, scalable models.
\nHere’s what this company looks like:
\n✅ Sources most products from China
✅ Sells via Amazon, Walmart, Target, Home Depot, Lowes, and DTC
✅ Operates its own warehouse and fulfillment
✅ Maintains 40–50% gross margins
✅ Contribution margin: ~22% after retailer fees
✅ Faces rising tariffs and debt pressure
The problem? The old model can’t absorb today’s cost structure. They need new revenue models—ones with margin, control, and long-term upside.
\nThis brand already excels in warehousing, fulfillment, and retail compliance. So why not become a third-party logistics (3PL) provider?
\nMonetizes existing infrastructure (warehouse, team, software)
\nHelps DTC brands meet compliance requirements for Amazon, Target, Home Depot, etc.
\nHigh-margin model—30%+ EBITDA compared to 10–15% from product sales
\n| Service | \nDescription | \n
|---|---|
| Storage | \nBrands pay monthly for pallet space | \n
| Order Fulfillment | \nPick, pack, and ship | \n
| Freight Brokerage | \nManage and negotiate freight | \n
| Returns & Kitting | \nHandle returns, bundling, prep for FBA | \n
| Service | \nAnnual Revenue Potential | \n
|---|---|
| Storage (pallets) | \n$5M–$7M | \n
| Order Fulfillment | \n$1M–$2M | \n
| Freight Brokerage | \n$600K–$1.2M | \n
| Returns & Kitting | \n$1M–$2M | \n
| Total 3PL Revenue | \n$7M–$10M+ | \n
With 30% margins, that’s $2M–$3M in annual profit potential.
\nDTC brands needing warehouse space
\nAmazon sellers needing prep & fulfillment
\nImporters shipping into major retailers
\nBrands needing help with retailer compliance
Create a separate 3PL division and brand
\nStart with 2–3 pilot clients
\nUse tools like 3PL Central or ShipStation
\nLeverage existing retail relationships to attract leads
\nThis company has years of experience in e-commerce, logistics, and retail sales. Why not help other brands scale for a fee?
\nBrands need channel expertise—especially in Amazon, Shopify, and retail
\nLow overhead, high margins—20–30% EBITDA is common
\nFast scalability with the right team and tech
\n| Service | \nDescription | \n
|---|---|
| Amazon Management | \nAds, SEO, listings, logistics, strategy | \n
| DTC Growth Strategy | \nSEO, paid ads, email, social media | \n
| Retail Expansion Coaching | \nHelp brands enter Home Depot, Target, Walmart | \n
| Clients | \nMonthly Rate | \nAnnual Revenue | \n
|---|---|---|
| 10 clients | \n$5K/mo | \n$600K | \n
| 10 clients | \n$10K/mo | \n$1.2M | \n
| 10 clients | \n$25K/mo | \n$3M | \n
| 20 clients | \nScaled agency | \n$3M–$5M+ | \n
Amazon sellers struggling with ads, rankings, and inventory
\nDTC brands stuck on Shopify
\nInternational brands expanding into U.S. retail
\nSmall manufacturers trying to break into big-box stores
Leverage internal team to offer Amazon/DTC services
\nUse AI tools for PPC and SEO automation
\nCreate case studies to attract new brands
\nOffer retail strategy sessions and sales deck prep
\n| Factor | \n3PL Business | \nAmazon/DTC Agency | \n
|---|---|---|
| Best For | \nWarehouse-heavy operators | \nTeams with e-comm experience | \n
| Margins | \n30%+ EBITDA | \n20–30% EBITDA | \n
| Scalability | \nNeeds physical space | \nEasily scalable (team-based) | \n
| Revenue Model | \nStorage + per-order fees | \nMonthly retainers + % of spend | \n
Both models offer high-margin, high-leverage growth opportunities.
\nThis $30M company is doing what more brands should:
\n✅ Turning operational strengths into revenue
✅ Building recurring income instead of chasing one-time sales
✅ Owning their future—not relying on volatile supply chains or retailers
The brands that survive this next decade will do more than just sell products. They’ll own their channels, services, and infrastructure.
\nIf you ran this business, which pivot would you bet on—3PL or agency?
Drop a comment and let’s trade ideas.
How One Mid-Sized Brand is Navigating Rising Costs and Finding New Growth
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\nConsumer product brands importing from China are getting squeezed—hard. With tariffs climbing to 45% and retailers rejecting price hikes, the old model of “import, markup, and sell” is no longer sustainable.
\nLet’s look at how one realistic $30M brand—with its own warehouse, multichannel sales, and solid infrastructure—is responding by pivoting into high-margin, scalable models.
\nHere’s what this company looks like:
\n✅ Sources most products from China
✅ Sells via Amazon, Walmart, Target, Home Depot, Lowes, and DTC
✅ Operates its own warehouse and fulfillment
✅ Maintains 40–50% gross margins
✅ Contribution margin: ~22% after retailer fees
✅ Faces rising tariffs and debt pressure
The problem? The old model can’t absorb today’s cost structure. They need new revenue models—ones with margin, control, and long-term upside.
\nThis brand already excels in warehousing, fulfillment, and retail compliance. So why not become a third-party logistics (3PL) provider?
\nMonetizes existing infrastructure (warehouse, team, software)
\nHelps DTC brands meet compliance requirements for Amazon, Target, Home Depot, etc.
\nHigh-margin model—30%+ EBITDA compared to 10–15% from product sales
\n| Service | \nDescription | \n
|---|---|
| Storage | \nBrands pay monthly for pallet space | \n
| Order Fulfillment | \nPick, pack, and ship | \n
| Freight Brokerage | \nManage and negotiate freight | \n
| Returns & Kitting | \nHandle returns, bundling, prep for FBA | \n
| Service | \nAnnual Revenue Potential | \n
|---|---|
| Storage (pallets) | \n$5M–$7M | \n
| Order Fulfillment | \n$1M–$2M | \n
| Freight Brokerage | \n$600K–$1.2M | \n
| Returns & Kitting | \n$1M–$2M | \n
| Total 3PL Revenue | \n$7M–$10M+ | \n
With 30% margins, that’s $2M–$3M in annual profit potential.
\nDTC brands needing warehouse space
\nAmazon sellers needing prep & fulfillment
\nImporters shipping into major retailers
\nBrands needing help with retailer compliance
Create a separate 3PL division and brand
\nStart with 2–3 pilot clients
\nUse tools like 3PL Central or ShipStation
\nLeverage existing retail relationships to attract leads
\nThis company has years of experience in e-commerce, logistics, and retail sales. Why not help other brands scale for a fee?
\nBrands need channel expertise—especially in Amazon, Shopify, and retail
\nLow overhead, high margins—20–30% EBITDA is common
\nFast scalability with the right team and tech
\n| Service | \nDescription | \n
|---|---|
| Amazon Management | \nAds, SEO, listings, logistics, strategy | \n
| DTC Growth Strategy | \nSEO, paid ads, email, social media | \n
| Retail Expansion Coaching | \nHelp brands enter Home Depot, Target, Walmart | \n
| Clients | \nMonthly Rate | \nAnnual Revenue | \n
|---|---|---|
| 10 clients | \n$5K/mo | \n$600K | \n
| 10 clients | \n$10K/mo | \n$1.2M | \n
| 10 clients | \n$25K/mo | \n$3M | \n
| 20 clients | \nScaled agency | \n$3M–$5M+ | \n
Amazon sellers struggling with ads, rankings, and inventory
\nDTC brands stuck on Shopify
\nInternational brands expanding into U.S. retail
\nSmall manufacturers trying to break into big-box stores
Leverage internal team to offer Amazon/DTC services
\nUse AI tools for PPC and SEO automation
\nCreate case studies to attract new brands
\nOffer retail strategy sessions and sales deck prep
\n| Factor | \n3PL Business | \nAmazon/DTC Agency | \n
|---|---|---|
| Best For | \nWarehouse-heavy operators | \nTeams with e-comm experience | \n
| Margins | \n30%+ EBITDA | \n20–30% EBITDA | \n
| Scalability | \nNeeds physical space | \nEasily scalable (team-based) | \n
| Revenue Model | \nStorage + per-order fees | \nMonthly retainers + % of spend | \n
Both models offer high-margin, high-leverage growth opportunities.
\nThis $30M company is doing what more brands should:
\n✅ Turning operational strengths into revenue
✅ Building recurring income instead of chasing one-time sales
✅ Owning their future—not relying on volatile supply chains or retailers
The brands that survive this next decade will do more than just sell products. They’ll own their channels, services, and infrastructure.
\nIf you ran this business, which pivot would you bet on—3PL or agency?
Drop a comment and let’s trade ideas.
How One Mid-Sized Brand is Navigating Rising Costs and Finding New Growth
\nConsumer product brands importing from China are getting squeezed—hard. With tariffs climbing to 45% and retailers rejecting price hikes, the old model of “import, markup, and sell” is no longer sustainable.
\nLet’s look at how one realistic $30M brand—with its own warehouse, multichannel sales, and solid infrastructure—is responding by pivoting into high-margin, scalable models.
\nHere’s what this company looks like:
\n✅ Sources most products from China
✅ Sells via Amazon, Walmart, Target, Home Depot, Lowes, and DTC
✅ Operates its own warehouse and fulfillment
✅ Maintains 40–50% gross margins
✅ Contribution margin: ~22% after retailer fees
✅ Faces rising tariffs and debt pressure
The problem? The old model can’t absorb today’s cost structure. They need new revenue models—ones with margin, control, and long-term upside.
\nThis brand already excels in warehousing, fulfillment, and retail compliance. So why not become a third-party logistics (3PL) provider?
\nMonetizes existing infrastructure (warehouse, team, software)
\nHelps DTC brands meet compliance requirements for Amazon, Target, Home Depot, etc.
\nHigh-margin model—30%+ EBITDA compared to 10–15% from product sales
\n| Service | \nDescription | \n
|---|---|
| Storage | \nBrands pay monthly for pallet space | \n
| Order Fulfillment | \nPick, pack, and ship | \n
| Freight Brokerage | \nManage and negotiate freight | \n
| Returns & Kitting | \nHandle returns, bundling, prep for FBA | \n
| Service | \nAnnual Revenue Potential | \n
|---|---|
| Storage (pallets) | \n$5M–$7M | \n
| Order Fulfillment | \n$1M–$2M | \n
| Freight Brokerage | \n$600K–$1.2M | \n
| Returns & Kitting | \n$1M–$2M | \n
| Total 3PL Revenue | \n$7M–$10M+ | \n
With 30% margins, that’s $2M–$3M in annual profit potential.
\nDTC brands needing warehouse space
\nAmazon sellers needing prep & fulfillment
\nImporters shipping into major retailers
\nBrands needing help with retailer compliance
Create a separate 3PL division and brand
\nStart with 2–3 pilot clients
\nUse tools like 3PL Central or ShipStation
\nLeverage existing retail relationships to attract leads
\nThis company has years of experience in e-commerce, logistics, and retail sales. Why not help other brands scale for a fee?
\nBrands need channel expertise—especially in Amazon, Shopify, and retail
\nLow overhead, high margins—20–30% EBITDA is common
\nFast scalability with the right team and tech
\n| Service | \nDescription | \n
|---|---|
| Amazon Management | \nAds, SEO, listings, logistics, strategy | \n
| DTC Growth Strategy | \nSEO, paid ads, email, social media | \n
| Retail Expansion Coaching | \nHelp brands enter Home Depot, Target, Walmart | \n
| Clients | \nMonthly Rate | \nAnnual Revenue | \n
|---|---|---|
| 10 clients | \n$5K/mo | \n$600K | \n
| 10 clients | \n$10K/mo | \n$1.2M | \n
| 10 clients | \n$25K/mo | \n$3M | \n
| 20 clients | \nScaled agency | \n$3M–$5M+ | \n
Amazon sellers struggling with ads, rankings, and inventory
\nDTC brands stuck on Shopify
\nInternational brands expanding into U.S. retail
\nSmall manufacturers trying to break into big-box stores
Leverage internal team to offer Amazon/DTC services
\nUse AI tools for PPC and SEO automation
\nCreate case studies to attract new brands
\nOffer retail strategy sessions and sales deck prep
\n| Factor | \n3PL Business | \nAmazon/DTC Agency | \n
|---|---|---|
| Best For | \nWarehouse-heavy operators | \nTeams with e-comm experience | \n
| Margins | \n30%+ EBITDA | \n20–30% EBITDA | \n
| Scalability | \nNeeds physical space | \nEasily scalable (team-based) | \n
| Revenue Model | \nStorage + per-order fees | \nMonthly retainers + % of spend | \n
Both models offer high-margin, high-leverage growth opportunities.
\nThis $30M company is doing what more brands should:
\n✅ Turning operational strengths into revenue
✅ Building recurring income instead of chasing one-time sales
✅ Owning their future—not relying on volatile supply chains or retailers
The brands that survive this next decade will do more than just sell products. They’ll own their channels, services, and infrastructure.
\nIf you ran this business, which pivot would you bet on—3PL or agency?
Drop a comment and let’s trade ideas.
How One Mid-Sized Brand is Navigating Rising Costs and Finding New Growth
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\nConsumer product brands importing from China are getting squeezed—hard. With tariffs climbing to 45% and retailers rejecting price hikes, the old model of “import, markup, and sell” is no longer sustainable.
\nLet’s look at how one realistic $30M brand—with its own warehouse, multichannel sales, and solid infrastructure—is responding by pivoting into high-margin, scalable models.
\nHere’s what this company looks like:
\n✅ Sources most products from China
✅ Sells via Amazon, Walmart, Target, Home Depot, Lowes, and DTC
✅ Operates its own warehouse and fulfillment
✅ Maintains 40–50% gross margins
✅ Contribution margin: ~22% after retailer fees
✅ Faces rising tariffs and debt pressure
The problem? The old model can’t absorb today’s cost structure. They need new revenue models—ones with margin, control, and long-term upside.
\nThis brand already excels in warehousing, fulfillment, and retail compliance. So why not become a third-party logistics (3PL) provider?
\nMonetizes existing infrastructure (warehouse, team, software)
\nHelps DTC brands meet compliance requirements for Amazon, Target, Home Depot, etc.
\nHigh-margin model—30%+ EBITDA compared to 10–15% from product sales
\n| Service | \nDescription | \n
|---|---|
| Storage | \nBrands pay monthly for pallet space | \n
| Order Fulfillment | \nPick, pack, and ship | \n
| Freight Brokerage | \nManage and negotiate freight | \n
| Returns & Kitting | \nHandle returns, bundling, prep for FBA | \n
| Service | \nAnnual Revenue Potential | \n
|---|---|
| Storage (pallets) | \n$5M–$7M | \n
| Order Fulfillment | \n$1M–$2M | \n
| Freight Brokerage | \n$600K–$1.2M | \n
| Returns & Kitting | \n$1M–$2M | \n
| Total 3PL Revenue | \n$7M–$10M+ | \n
With 30% margins, that’s $2M–$3M in annual profit potential.
\nDTC brands needing warehouse space
\nAmazon sellers needing prep & fulfillment
\nImporters shipping into major retailers
\nBrands needing help with retailer compliance
Create a separate 3PL division and brand
\nStart with 2–3 pilot clients
\nUse tools like 3PL Central or ShipStation
\nLeverage existing retail relationships to attract leads
\nThis company has years of experience in e-commerce, logistics, and retail sales. Why not help other brands scale for a fee?
\nBrands need channel expertise—especially in Amazon, Shopify, and retail
\nLow overhead, high margins—20–30% EBITDA is common
\nFast scalability with the right team and tech
\n| Service | \nDescription | \n
|---|---|
| Amazon Management | \nAds, SEO, listings, logistics, strategy | \n
| DTC Growth Strategy | \nSEO, paid ads, email, social media | \n
| Retail Expansion Coaching | \nHelp brands enter Home Depot, Target, Walmart | \n
| Clients | \nMonthly Rate | \nAnnual Revenue | \n
|---|---|---|
| 10 clients | \n$5K/mo | \n$600K | \n
| 10 clients | \n$10K/mo | \n$1.2M | \n
| 10 clients | \n$25K/mo | \n$3M | \n
| 20 clients | \nScaled agency | \n$3M–$5M+ | \n
Amazon sellers struggling with ads, rankings, and inventory
\nDTC brands stuck on Shopify
\nInternational brands expanding into U.S. retail
\nSmall manufacturers trying to break into big-box stores
Leverage internal team to offer Amazon/DTC services
\nUse AI tools for PPC and SEO automation
\nCreate case studies to attract new brands
\nOffer retail strategy sessions and sales deck prep
\n| Factor | \n3PL Business | \nAmazon/DTC Agency | \n
|---|---|---|
| Best For | \nWarehouse-heavy operators | \nTeams with e-comm experience | \n
| Margins | \n30%+ EBITDA | \n20–30% EBITDA | \n
| Scalability | \nNeeds physical space | \nEasily scalable (team-based) | \n
| Revenue Model | \nStorage + per-order fees | \nMonthly retainers + % of spend | \n
Both models offer high-margin, high-leverage growth opportunities.
\nThis $30M company is doing what more brands should:
\n✅ Turning operational strengths into revenue
✅ Building recurring income instead of chasing one-time sales
✅ Owning their future—not relying on volatile supply chains or retailers
The brands that survive this next decade will do more than just sell products. They’ll own their channels, services, and infrastructure.
\nIf you ran this business, which pivot would you bet on—3PL or agency?
Drop a comment and let’s trade ideas.
How One Mid-Sized Brand is Navigating Rising Costs and Finding New Growth
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\n", "has_user_changes" : true, "last_edit_session_id" : null, "last_edit_update_id" : null, "html_title" : null, "tag_ids" : [ 179491661953, 178823888709, 188145755680, 179491661945 ], "topic_ids" : [ 179491661953, 178823888709, 188145755680, 179491661945 ], "campaign_name" : null, "campaign_utm" : null, "enable_google_amp_output_override" : false, "featured_image" : "https://47205836.fs1.hubspotusercontent-na2.net/hubfs/47205836/AI-Generated%20Media/Images/Create%20a%20highly%20detailed%20AIgenerated%20image%20about%20Amazon%20The%20Trap%20of%20Being%20a%20Monopoly%20for%20CEOs%20with%20a%20drawing%20like%20and%20realistic%20style%20like%20a%20sketch%20with%20color%20If%20a%20person%20is%20included%20they%20should%20be%20animated%20or%20digitally%20renderedno%20real%20or%20random%20peop-1.jpeg", "featured_image_alt_text" : "", "head_html" : null, "is_crawlable_by_bots" : false, "link_rel_canonical_url" : "", "meta_description" : "Amazon feels rigged because it is. Here’s how D2C brands can escape platform dependency and build a real business—one they control, not Amazon.", "post_body" : "Why Playing by Amazon’s Rules Is a Losing Game—And What to Do Instead
\n\nI read an email recently that drove home how many people are still trying to figure out how to survive on Amazon.
\nThe seller’s story was familiar: great product, strong reviews—but somehow, the competition (with worse offerings) is still winning. PPC costs are killing margins. And every payout feels smaller than it should.
\nThe email offered a handful of fixes: optimize images, stuff more keywords into your A+ content, tweak the copy. Helpful? Maybe. But here’s the truth—
\nThat advice doesn’t solve the real problem.
\nAmazon is a monopoly in many ways—and sellers are stuck playing its game. But here’s the uncomfortable truth: it’s a rigged game.
\nMost Amazon advice boils down to:
\nOptimize listings with better images and SEO
\nSpend more on ads to win visibility
\nFollow trends based on tools and summits designed around Amazon’s rules
\nThe message: adapt or die.
\nBut that mindset keeps you stuck—dependent on a system designed to profit from you, not with you.
\nAmazon owns your visibility. It takes a cut of your sales. It uses your data to launch competing products.
\nThe more you optimize, the more you depend on them.
\nEvery dollar spent on PPC = less margin
\nEvery keyword tweak = deeper entrenchment
\nEvery sale = more data Amazon uses to beat you
\nYou don’t own your customer. Amazon does.
That’s not a sustainable business. It’s glorified wholesaling with worse margins and zero control.
At NewAir, we sold on Amazon—but we never let it own us.
\nFrom day one, we built our own D2C site. We invested in content that pulled in traffic organically. We connected directly with our customers. We created loyalty that no algorithm could shake.
\nThat’s what gave us real leverage—and eventually a private equity exit. Not better PPC hacks. Not gaming Amazon’s system.
\nWe owned the relationship. Amazon didn’t.
\nIf you’re building a D2C brand, stop playing defense on Amazon. Here’s what to focus on:
\nSet up your own site. Use Shopify. Collect emails and phone numbers. Use data to drive real conversations—not transactions Amazon filters.
\nAmazon can’t replicate connection. Share your brand story. Use social, newsletters, and loyalty programs to build long-term fans—not one-time buyers.
\nAmazon can be one part of your business—but never the whole thing. Build a D2C channel. Explore niche marketplaces. Test retail if it fits. Spread your risk.
\nAmazon is the world’s most powerful middleman. It’s efficient. It’s dominant. And it’s dangerous if it becomes your only lifeline.
\nThe path to real brand growth?
Take control. Build your own ecosystem. Own your customers.
That’s how I scaled and sold NewAir—and it’s how I help founders now.
\nIf you’re tired of Amazon calling the shots and want to take back control, I’d be glad to help. Let’s build a growth strategy that puts you in charge of your business again.
\n👉 Discuss a Performance Review
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\n\nI read an email recently that drove home how many people are still trying to figure out how to survive on Amazon.
\nThe seller’s story was familiar: great product, strong reviews—but somehow, the competition (with worse offerings) is still winning. PPC costs are killing margins. And every payout feels smaller than it should.
\nThe email offered a handful of fixes: optimize images, stuff more keywords into your A+ content, tweak the copy. Helpful? Maybe. But here’s the truth—
\nThat advice doesn’t solve the real problem.
\nAmazon is a monopoly in many ways—and sellers are stuck playing its game. But here’s the uncomfortable truth: it’s a rigged game.
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\nOptimize listings with better images and SEO
\nSpend more on ads to win visibility
\nFollow trends based on tools and summits designed around Amazon’s rules
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\nThe more you optimize, the more you depend on them.
\nEvery dollar spent on PPC = less margin
\nEvery keyword tweak = deeper entrenchment
\nEvery sale = more data Amazon uses to beat you
\nYou don’t own your customer. Amazon does.
That’s not a sustainable business. It’s glorified wholesaling with worse margins and zero control.
At NewAir, we sold on Amazon—but we never let it own us.
\nFrom day one, we built our own D2C site. We invested in content that pulled in traffic organically. We connected directly with our customers. We created loyalty that no algorithm could shake.
\nThat’s what gave us real leverage—and eventually a private equity exit. Not better PPC hacks. Not gaming Amazon’s system.
\nWe owned the relationship. Amazon didn’t.
\nIf you’re building a D2C brand, stop playing defense on Amazon. Here’s what to focus on:
\nSet up your own site. Use Shopify. Collect emails and phone numbers. Use data to drive real conversations—not transactions Amazon filters.
\nAmazon can’t replicate connection. Share your brand story. Use social, newsletters, and loyalty programs to build long-term fans—not one-time buyers.
\nAmazon can be one part of your business—but never the whole thing. Build a D2C channel. Explore niche marketplaces. Test retail if it fits. Spread your risk.
\nAmazon is the world’s most powerful middleman. It’s efficient. It’s dominant. And it’s dangerous if it becomes your only lifeline.
\nThe path to real brand growth?
Take control. Build your own ecosystem. Own your customers.
That’s how I scaled and sold NewAir—and it’s how I help founders now.
\nIf you’re tired of Amazon calling the shots and want to take back control, I’d be glad to help. Let’s build a growth strategy that puts you in charge of your business again.
\n👉 Discuss a Performance Review
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\n\nI read an email recently that drove home how many people are still trying to figure out how to survive on Amazon.
\nThe seller’s story was familiar: great product, strong reviews—but somehow, the competition (with worse offerings) is still winning. PPC costs are killing margins. And every payout feels smaller than it should.
\nThe email offered a handful of fixes: optimize images, stuff more keywords into your A+ content, tweak the copy. Helpful? Maybe. But here’s the truth—
\nThat advice doesn’t solve the real problem.
\nAmazon is a monopoly in many ways—and sellers are stuck playing its game. But here’s the uncomfortable truth: it’s a rigged game.
\nMost Amazon advice boils down to:
\nOptimize listings with better images and SEO
\nSpend more on ads to win visibility
\nFollow trends based on tools and summits designed around Amazon’s rules
\nThe message: adapt or die.
\nBut that mindset keeps you stuck—dependent on a system designed to profit from you, not with you.
\nAmazon owns your visibility. It takes a cut of your sales. It uses your data to launch competing products.
\nThe more you optimize, the more you depend on them.
\nEvery dollar spent on PPC = less margin
\nEvery keyword tweak = deeper entrenchment
\nEvery sale = more data Amazon uses to beat you
\nYou don’t own your customer. Amazon does.
That’s not a sustainable business. It’s glorified wholesaling with worse margins and zero control.
At NewAir, we sold on Amazon—but we never let it own us.
\nFrom day one, we built our own D2C site. We invested in content that pulled in traffic organically. We connected directly with our customers. We created loyalty that no algorithm could shake.
\nThat’s what gave us real leverage—and eventually a private equity exit. Not better PPC hacks. Not gaming Amazon’s system.
\nWe owned the relationship. Amazon didn’t.
\nIf you’re building a D2C brand, stop playing defense on Amazon. Here’s what to focus on:
\nSet up your own site. Use Shopify. Collect emails and phone numbers. Use data to drive real conversations—not transactions Amazon filters.
\nAmazon can’t replicate connection. Share your brand story. Use social, newsletters, and loyalty programs to build long-term fans—not one-time buyers.
\nAmazon can be one part of your business—but never the whole thing. Build a D2C channel. Explore niche marketplaces. Test retail if it fits. Spread your risk.
\nAmazon is the world’s most powerful middleman. It’s efficient. It’s dominant. And it’s dangerous if it becomes your only lifeline.
\nThe path to real brand growth?
Take control. Build your own ecosystem. Own your customers.
That’s how I scaled and sold NewAir—and it’s how I help founders now.
\nIf you’re tired of Amazon calling the shots and want to take back control, I’d be glad to help. Let’s build a growth strategy that puts you in charge of your business again.
\n👉 Discuss a Performance Review
", "postBodyRss" : "Why Playing by Amazon’s Rules Is a Losing Game—And What to Do Instead
\n\nI read an email recently that drove home how many people are still trying to figure out how to survive on Amazon.
\nThe seller’s story was familiar: great product, strong reviews—but somehow, the competition (with worse offerings) is still winning. PPC costs are killing margins. And every payout feels smaller than it should.
\nThe email offered a handful of fixes: optimize images, stuff more keywords into your A+ content, tweak the copy. Helpful? Maybe. But here’s the truth—
\nThat advice doesn’t solve the real problem.
\nAmazon is a monopoly in many ways—and sellers are stuck playing its game. But here’s the uncomfortable truth: it’s a rigged game.
\nMost Amazon advice boils down to:
\nOptimize listings with better images and SEO
\nSpend more on ads to win visibility
\nFollow trends based on tools and summits designed around Amazon’s rules
\nThe message: adapt or die.
\nBut that mindset keeps you stuck—dependent on a system designed to profit from you, not with you.
\nAmazon owns your visibility. It takes a cut of your sales. It uses your data to launch competing products.
\nThe more you optimize, the more you depend on them.
\nEvery dollar spent on PPC = less margin
\nEvery keyword tweak = deeper entrenchment
\nEvery sale = more data Amazon uses to beat you
\nYou don’t own your customer. Amazon does.
That’s not a sustainable business. It’s glorified wholesaling with worse margins and zero control.
At NewAir, we sold on Amazon—but we never let it own us.
\nFrom day one, we built our own D2C site. We invested in content that pulled in traffic organically. We connected directly with our customers. We created loyalty that no algorithm could shake.
\nThat’s what gave us real leverage—and eventually a private equity exit. Not better PPC hacks. Not gaming Amazon’s system.
\nWe owned the relationship. Amazon didn’t.
\nIf you’re building a D2C brand, stop playing defense on Amazon. Here’s what to focus on:
\nSet up your own site. Use Shopify. Collect emails and phone numbers. Use data to drive real conversations—not transactions Amazon filters.
\nAmazon can’t replicate connection. Share your brand story. Use social, newsletters, and loyalty programs to build long-term fans—not one-time buyers.
\nAmazon can be one part of your business—but never the whole thing. Build a D2C channel. Explore niche marketplaces. Test retail if it fits. Spread your risk.
\nAmazon is the world’s most powerful middleman. It’s efficient. It’s dominant. And it’s dangerous if it becomes your only lifeline.
\nThe path to real brand growth?
Take control. Build your own ecosystem. Own your customers.
That’s how I scaled and sold NewAir—and it’s how I help founders now.
\nIf you’re tired of Amazon calling the shots and want to take back control, I’d be glad to help. Let’s build a growth strategy that puts you in charge of your business again.
\n👉 Discuss a Performance Review
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\n\nI read an email recently that drove home how many people are still trying to figure out how to survive on Amazon.
\nThe seller’s story was familiar: great product, strong reviews—but somehow, the competition (with worse offerings) is still winning. PPC costs are killing margins. And every payout feels smaller than it should.
\nThe email offered a handful of fixes: optimize images, stuff more keywords into your A+ content, tweak the copy. Helpful? Maybe. But here’s the truth—
\nThat advice doesn’t solve the real problem.
\nAmazon is a monopoly in many ways—and sellers are stuck playing its game. But here’s the uncomfortable truth: it’s a rigged game.
\nMost Amazon advice boils down to:
\nOptimize listings with better images and SEO
\nSpend more on ads to win visibility
\nFollow trends based on tools and summits designed around Amazon’s rules
\nThe message: adapt or die.
\nBut that mindset keeps you stuck—dependent on a system designed to profit from you, not with you.
\nAmazon owns your visibility. It takes a cut of your sales. It uses your data to launch competing products.
\nThe more you optimize, the more you depend on them.
\nEvery dollar spent on PPC = less margin
\nEvery keyword tweak = deeper entrenchment
\nEvery sale = more data Amazon uses to beat you
\nYou don’t own your customer. Amazon does.
That’s not a sustainable business. It’s glorified wholesaling with worse margins and zero control.
At NewAir, we sold on Amazon—but we never let it own us.
\nFrom day one, we built our own D2C site. We invested in content that pulled in traffic organically. We connected directly with our customers. We created loyalty that no algorithm could shake.
\nThat’s what gave us real leverage—and eventually a private equity exit. Not better PPC hacks. Not gaming Amazon’s system.
\nWe owned the relationship. Amazon didn’t.
\nIf you’re building a D2C brand, stop playing defense on Amazon. Here’s what to focus on:
\nSet up your own site. Use Shopify. Collect emails and phone numbers. Use data to drive real conversations—not transactions Amazon filters.
\nAmazon can’t replicate connection. Share your brand story. Use social, newsletters, and loyalty programs to build long-term fans—not one-time buyers.
\nAmazon can be one part of your business—but never the whole thing. Build a D2C channel. Explore niche marketplaces. Test retail if it fits. Spread your risk.
\nAmazon is the world’s most powerful middleman. It’s efficient. It’s dominant. And it’s dangerous if it becomes your only lifeline.
\nThe path to real brand growth?
Take control. Build your own ecosystem. Own your customers.
That’s how I scaled and sold NewAir—and it’s how I help founders now.
\nIf you’re tired of Amazon calling the shots and want to take back control, I’d be glad to help. Let’s build a growth strategy that puts you in charge of your business again.
\n👉 Discuss a Performance Review
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"updatedById" : 70257896, "upsizeFeaturedImage" : false, "url" : "https://www.apexceo.co/blog/amazon-the-trap-of-being-a-monopoly-and-what-sellers-get-wrong-1", "useFeaturedImage" : true, "userPerms" : [ ], "views" : null, "visibleToAll" : null, "widgetContainers" : { }, "widgetcontainers" : { }, "widgets" : { } }) ``` [](https://www.apexceo.co/blog/amazon-the-trap-of-being-a-monopoly-and-what-sellers-get-wrong-1) ### [Amazon: The Trap of Being a Monopoly and What Sellers Get Wrong](https://www.apexceo.co/blog/amazon-the-trap-of-being-a-monopoly-and-what-sellers-get-wrong-1) - Aug 6, 2025, 1:00:00 PM ### Popular Tags - [Business](https://www.apexceo.co/blog/tag/business) - [CEO Coach](https://www.apexceo.co/blog/tag/ceo-coach) - [Entrepreneur](https://www.apexceo.co/blog/tag/entrepreneur) - [Apex CEO](https://www.apexceo.co/blog/tag/apex-ceo) - [Business Coach Solutions](https://www.apexceo.co/blog/tag/business-coach-solutions) - [Business 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