Blog & News https://saecom.eu ru Mon, 30 Mar 2026 12:18:02 +0300 Always One Step Ahead — Our Team at «Know How Warsaw’25» https://saecom.eu/tpost/know-how-warsaw-25 https://saecom.eu/tpost/know-how-warsaw-25?amp=true Sun, 27 Jul 2025 17:00:00 +0300 Earlier this month, we had the opportunity to attend one of the most important Amazon-focused conferences in Europe — Know How Warsaw’25.

Always One Step Ahead — Our Team at «Know How Warsaw’25»

Earlier this month, we had the opportunity to attend one of the most important Amazon-focused conferences in Europe — Know How Warsaw'25. The event brought together top Amazon experts, sellers, service providers, and solution developers from across the region.
At S&A E-com Solutions, we believe that staying competitive in e-commerce means more than just following trends — it means being at the center of innovation. Participating in events like this allows us to exchange knowledge, discover best practices, and implement new tools and strategies that directly benefit our clients.
Amazon changes fast — and so do we.
Our biggest takeaway? Adaptability wins. We’re already integrating new automation practices and operational improvements inspired by what we learned at the conference.
This is part of our long-term approach: stay sharp, stay connected, and bring real-world innovation into every client project we touch.
]]> End of the “De Minimis” Exemption: What It Means for E-Commerce Imports to the U.S. https://saecom.eu/tpost/end-of-the-de-minimis https://saecom.eu/tpost/end-of-the-de-minimis?amp=true Fri, 10 Oct 2025 18:00:00 +0300 On August 29, 2025, the United States officially ended the de minimis regime that allowed duty-free entry for parcels valued under $800 with simplified customs clearance (Section 321).

End of the “De Minimis” Exemption: What It Means for E-Commerce Imports to the U.S.

On August 29, 2025, the United States officially ended the de minimis regime that allowed duty-free entry for parcels valued under $ 800 with simplified customs clearance (Section 321). Now, even small commercial shipments must undergo full customs processing and pay applicable duties.
For global e-commerce, this means higher landed costs, new bureaucratic layers, and stricter data requirements.

What Changed

Exemption canceled. All commercial imports—even as low as $ 20—must now be filed as formal entries.
Legal basis. The change was enacted by a Presidential Proclamation on July 30, 2025, and took effect on August 29. U.S. Customs and Border Protection (CBP) confirmed readiness to enforce it in advance.
Context.The $ 800 threshold, set in 2016 under the Obama administration (TFTEA), was originally meant to boost cross-border trade. The repeal closes a regulatory loophole and tightens control over import flows.

Who Is Affected

Exporters from Europe, the U.K., and Asia shipping to the U.S. via courier or postal networks.
E-commerce sellers using small FBA/FBM replenishments or direct-to-consumer (DTC) models.
Operators relying on Section 321 / Type 86 entry programs — now discontinued. Full declarations and, in many cases, customs bonds and brokers are required.

Financial Impact

Higher landed cost. Every parcel now incurs customs duty (based on the HTS code) plus broker or carrier fees. For many consumer goods, landed-cost increases of 15−30% are typical.
Example. A $ 700 batch of accessories previously entered duty-free. Now the importer pays a 15% duty ($ 105) + $ 50 broker fee = $ 155 extra. Across 1,000 shipments per month, that’s +$ 155,000 in new expenses.
Product mix pressure. Low-margin SKUs may become unprofitable, forcing a re-evaluation of unit economics. Some items may recover viability as U.S. retail prices adjust in the medium term.

Operational Consequences

Data accuracy. Each item now requires a 10-digit HTS code and verified country of origin. Errors risk fines or delays.
Documentation. More formal entries and frequent bond requirements.
Logistics. Major carriers introduced transitional surcharges; some experienced delays in August-September.

What Businesses Should Do

Recalculate landed costs — include duties and brokerage fees per SKU.
Filter catalog — keep items with sustainable margins.
Consolidate shipments — optimize box composition and routes to cut per-unit costs.
Strengthen compliance — ensure product classification and origin data are correct.

Our Experience

We have already adapted our workflows:
— tightened product and brand selection;
— updated packaging standards;
— expanded shipment documentation;
— integrated duties and fees into cost models.

Conclusion

The end of de minimis is a major shock to international e-commerce, but not a dead end. The U.S. remains the world’s largest market. Companies that move fast—by re-calculating economics, improving classification, and restructuring logistics—will not only survive but strengthen their positions.
]]> Why We Choose Amazon — and Why the US https://saecom.eu/tpost/why-choose-amazon-usa https://saecom.eu/tpost/why-choose-amazon-usa?amp=true Sun, 18 Jan 2026 13:00:00 +0300 We're regularly asked: Why Amazon, and why the US market? Why not Europe, local marketplaces, or «something simpler»? We choose a market where the math works and a systematic approach yields predictable results.

Why We Choose Amazon — and Why the US

We’re regularly asked: Why Amazon, and why the US market? Why not Europe, local marketplaces, or "something simpler"?
The short answer: we choose a market where the math works and a systematic approach yields predictable results. The long answer is below, with numbers, logic, and an explanation of how we make these decisions in practice.
This article isn’t about "why Amazon is cool". It’s about why we, as operators, consciously chose this environment—and why it’s best suited for building managed e-commerce projects.

The US is a market with scale, money, and sustainable demand

When we talk about the "US market", we’re not just talking about the country. We’re talking about the combination of audience size, money supply, and consumer purchasing power.
Audience size. The US is one of the largest markets by population. This means a simple thing: more buyers → more potential transactions → higher chance of scaling the model.
Economic scale. The United States is the world’s largest economy by nominal GDP. For e-commerce, this isn’t an abstract indicator, but rather an indicator of the concentration of money and business activity.
Buyer solvency. A large market alone doesn’t guarantee anything. The key question is whether the buyer is willing to pay. The US has high purchasing power, which directly impacts the average order value and the stability of demand.
What this means for us is that in such a market, more SKUs can be profitable, and the business is not limited to a narrow price range.

The United States is one of the largest retail markets

When looking at actual consumption rather than population, the US remains one of the largest retail markets in the world.
Why this is crucial: We build projects where consumption is the norm, not a rare spike. In such a market, it’s easier to withstand competition and scale the model without constant fluctuations.

Why Amazon: Not the platform, but the infrastructure

There are various ways to sell in the US: through your own website, offline channels, and various marketplaces. We choose Amazon not because of its "popularity," but because of its infrastructure.
Amazon is one of the largest e-commerce channels in the world by turnover and transaction volume.

What exactly does Amazon provide as a system

Amazon’s value isn’t just in its audience. Its core value lies in the fact that the platform addresses the most challenging aspects of e-commerce:
— fulfillment and delivery via FBA;
— customer trust in the platform;
— process and acceptance standards;
— the ability to build a repeatable operating model;
— scaling without a disproportionate increase in chaos.
That’s why we say: Amazon isn’t about marketing and creativity, but about operations, processes, and calculations.

Why Europe instead of the US

The European market may be interesting, but for the model we’re building, the US offers a clearer and more stable configuration:
— greater and more liquid demand;
— higher solvency and average order value;
— a common language and infrastructure;
— Amazon US as the standard with maximum liquidity within the platform.
It’s important for us to operate in an environment with less fragmentation and more predictability.

Why is this important to our clients?

We don’t sell the idea of ​​"entering Amazon". We’re building a model that works in real-world conditions: commissions, logistics, returns, and competition.
Therefore, we make several fundamental choices:
— we work exclusively with the US market;
— we use only the FBA model;
— we work with existing listings and proven brands;
— we calculate the project using unit economics: margins, commissions, logistics, turnover.
This reduces the risk of unpleasant surprises and turns the project into a manageable system, not an experiment.

Conclusion

We choose Amazon and the US market not because it’s trendy or "the most hyped option." We choose them because:
— they have the largest and most solvent demand;
— the strongest e-commerce infrastructure;
— a clear environment for systematic management;
— the best conditions for building a repeatable model.
We’re not a one-size-fits-all solution — and that’s precisely why our model works.
If you’re interested in a logic that fits your capital and participation format, we can show you real-world examples of models, case studies, and how we calculate unit economics for a specific project.
]]> Q1 2026: From a Tailspin to Doubling Revenue in Three Months https://saecom.eu/tpost/report-q1-2026 https://saecom.eu/tpost/report-q1-2026?amp=true Tue, 31 Mar 2026 17:00:00 +0300 The first quarter of 2026 was a true "durability test" for our company. We began the year fighting for the survival of our core sales channels and ended it with a twofold increase in turnover and a completely redesigned operating model.

Q1 2026: From a Tailspin to Doubling Revenue in Three Months

Q1 2026: From a Tailspin to Doubling Revenue in Three Months

The first quarter of 2026 was a true "durability test" for our company. We began the year fighting for the survival of our core sales channels and ended it with a twofold increase in turnover and a completely redesigned operating model.
This article explores how a systematic approach to chaos turns technical setbacks into a springboard for record-breaking results.

January: Fighting for the Foundation

January was defined by "resuscitation." A Google Merchant Center account suspension early in the year could have been fatal, but it instead became our first major victory.
Thanks to the team's swift response, we restored access and brought 122,924 product listings back online. This wasn't just about the numbers—it was about restoring our traffic's "circulatory system," allowing us to hit our stride with fully unlocked potential.

February: Systemic Discipline and the B2B Pivot

If January was about survival, February was about discipline. We realized that to sustain growth, we had to stop managing operations through messaging apps.
  • Farewell to Chaos: We migrated all operations from chat threads to a CRM system. Now, priorities are driven by the rigorous logic of task management.
  • Amazon Efficiency: We overhauled our partnerships with prep centers and tightened control over inventory discrepancies. The result: a significant reduction in commission costs.
  • Strategic Pivot: The highlight of the month was redefining our ideal customer profile. We shifted our focus from traditional retail to active online players and marketplace sellers. The results followed immediately: manual prospecting secured contracts with a monthly purchasing potential of $20,000–$30,000.

March: A Month of Records and the "Stress Test"

March was the quarter's climax. Turnover for the month nearly doubled the combined figures of January and February. However, this success placed a serious strain on our infrastructure.
  • Scaling vs. Automation: The explosive growth in ASIN count forced us to urgently implement automated listing uploads and dynamic repricing. Old manual methods simply couldn't keep up with the volume.
  • B2B Breakthrough: Our new direction proved its viability—one of our new clients closed an €18,000 order. To maintain this momentum, we expanded our team by hiring an operations specialist dedicated specifically to B2B tasks.
  • New Niches: We moved beyond our traditional assortment. Vinyl, music merch, games, and sporting goods are now our primary testing zones.
  • Logistics Maneuver: A reduction in FedEx rates opened a window of opportunity to expand our SKU list. While we faced "growth pains"—such as currency synchronization errors and the need to bolster our SEO—these are the kinds of challenges we are happy to solve against a backdrop of rising performance charts.

What’s Next? Looking Toward Q2

The first quarter clearly demonstrated that old processes "break" during scaling. This is a positive sign.
Our priority for the spring is total automation. We plan to deeply integrate logistics and reporting while aggressively expanding our supplier pool. We aren't just selling products; we are building a resilient infrastructure where service and B2B sales operate as a single, unified mechanism.
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