When Casetify CEO Wes Ng co-founded the company (originally called Casetagram) in 2011, he was capitalising on Gen Z’s love of social media by offering a simple service that enabled people to print their favourite Instagram snaps onto iPhone case covers. Nine years later, the company has evolved into a successful global lifestyle brand that offers a range of accessories from iPhone cases to UV sanitisers , many of which can be customised according to colour, print, even someone’s initials. Armed with a huge social media and celebrity following, the company has carved its own niche by collaborating with brands including designer Thom Browne and shipping company DHL on limited-edition collections. Earlier this year, Ng had planned to expand the brand’s retail footprint and launch offline campaigns in key markets like the US, until the pandemic hit. As a result, the company was forced to diversify, resulting in a banner year that saw a growth in sales and staff that far exceeded expectations. We sat down with Ng to discuss the lessons learned during the pandemic and how to continue engaging with customers in uncertain times. Early learnings “When the pandemic first broke out in China, our factories were forced to shut down due to restrictions enforced by the Chinese government. We had never seen anything like this happen before. As most of our products are made [in China] we were worried about supply, especially because we were still getting orders from our top five markets like the US. “This forced us to create a plan B, which was to diversify our production, even though the best factories are in China. Fortunately, within a month, manufacturing was back to normal, but it was important we made this change in order to survive.” New opportunities “[The pandemic] also opened the door for us to experiment with new products. Once the virus had spread globally, there was a huge shortage of medical supplies such as face masks. We were debating internally whether we should produce them as it was easy to switch our production line. I was apprehensive, as I have always been wary of staying true to our brand philosophy, but my team insisted that if we had the resources and could offer a quality product it would be beneficial. “We went ahead and even launched a ‘buy one donate one’ campaign where for every mask sold, we donated one to a medical worker. [The traction] was amazing, all the while helping people. While sales are no longer at their peak, we are still continuing to produce masks because customers keep coming back for them. “We were also able to market-test products we had been developing for months, such as the UV Phone Sanitizer. When we first came up with the idea, we were not sure if it was a product the world needed, but the pandemic was an opportune time. It also taught me the importance of pooling more resources into research and development – certain products can do well if it’s the right timing.” Bricks and mortar “While plans in markets such as the US came to a standstill, we have been able to expand our bricks and mortar footprint in Hong Kong. We have been based online for nine years, but when I look at the customer’s behaviour it is not just about shopping on the web. As a lifestyle brand you need to be where people are spending their time and that is at malls. “Originally we planned to open and test two stores. However, the pandemic has meant that we have leverage with landlords, so we are also taking the opportunity to open five stores this year in Hong Kong alone, including our latest at Festival Walk. Why sportswear is the one bright spot in Covid-19 fashion sales “Retail has exceeded our expectations because we figured out a strategy that works well for us – we are providing instant gratification by allowing shoppers to customise their phone case at the store and take it home with them. “Our biggest demographic is the Instagram generation who love taking selfies, so it is also essential to create an experience at the store, which they can share with others. This must be unique and relevant to the brand. Our Landmark [mall] store, for example, includes a ‘secret’ room that people only know about through word of mouth, making it more of a discovery. We change the theme and design when we have a new product or collaboration. It’s something memorable and fun for customers to share on social media.” Unexpected growth “We have benefited from the fact that people are staying at home more and are looking for tech-related products that are enhancing their experience, be it Macbook covers or phone cases. Black Friday for us was our highest grossing on record since we started. The new social norm has created new customer behaviours. “In general, our business has grown, and there’s not just one single country that has spiked during the pandemic. Our top markets are still the US, Japan, Korea and the UK. Hong Kong hopefully will join the top five. We are not in China officially yet, but we’ve seen a lot of resellers stocking our product on Taobao, which is interesting as we have done no marketing [in mainland China].” (Taobao is owned by Alibaba, which owns the South China Morning Post .) “We are still a young company of around 200 people and growing. We have hired 20 per cent more staff this year, which is great at a time when other companies are having to downsize.” Weathering the storm “It’s important to diversify your business – not just your revenue stream, but also your team structure. We are more open-minded about remote working than ever before. We have teams in both Hong Kong and Los Angeles, but we are now opening to hiring people from other cities. “Being remote has not meant that we are less productive. I used to spend one to two months in Los Angeles, work like crazy then come home and slow down for a bit. Now we are so used to video calls and Zoom that we tend to be more efficient and have actually improved our communication channels.” Facing an uncertain future “This pandemic is not going away any time soon, so it’s about adjusting our sales forecasts in the next two years. I think the global economy may get worse, but we can’t predict anything yet. I do know next year will get tougher, so we are still in survival mode. “Because of this, our strategy now is to be adaptable. It’s important that you design an organisation where you can react fast. It’s all about speed and being agile. More importantly, it’s about making products people need versus items that will sell. That is one thing I have believed in from the beginning. When you create a product that you believe will help or improve people’s lives, then you will do it with conviction and people will feel that. The product is, and should always be, the most important thing.”