Boyd: A Russian distributor secretly produced counterfeit Laundress products
Lindsey Boyd · The Laundress: Lindsey Boyd · Jul 27, 2020 · at 52:15
Lindsey Boyd, co-founder of The Laundress, describes an international expansion crisis around 2006 where their Russian distributor produced counterfeit formulations using their branding.
0:00 / 0:09exact quote · 10.0s
720p mp4 · rendered on demand · StarZero watermark
“Ultimately the distributor that we were working with then come to find out, which is even worse than what he was doing with the manufacturer, was that he was making counterfeit product.”
quote is from the automated transcript, cleaned for reading: filler sounds and stutters are removed, nothing is rephrased. names can be misheard (the analysis reads context, assessments check outside sources). how →
More from Lindsey Boyd
Boyd: Dry cleaning chemicals degrade delicate fabrics and strip natural oils
“So ultimately the chemicals in dry cleaning are not great for you, for the environment or for the clothing.
especially the clothing, it tent, it leaves it's not even really cleaning it.
It's a solution that will take care of stains and it cleans it, but it's …”
Boyd: The Laundress would have lost brand control taking early VC money
“We probably could have done a lot more at a faster pace. Not probably. We definitely could have. But we wouldn't have the same amount of control. Our brand would most likely look very different today.”
Boyd: Europe and Asia adopted The Laundress faster than the US
“They are fanatics about caring for their wardrobe. So they jumped on board quickly. And so did Europe as well, a lot faster than the U.S. Market.”
Boyd: Getting acquired does not instantly scale a brand overnight
“While scaling will happen, it's not, oh, you acquire, you get acquired and like, poof, you're an overnight sensation. Like it's not, it doesn't work that quickly.”
Boyd: The Laundress avoided contract manufacturers to control product formulations
“We wanted, we didn't want to go to a manufacturer and just say, make something for us. We wanted to know what we were making, and I think that's what's woven into the whole business, is that we wanted to make sure we were in control of what we were making.”