How Fridababy went from a three-person team with $10,000 in the bank to a baby-care empire sold in 30,000 stores.
Chelsea Hirschhorn was in a bind. Her infant-products company, Frida baby, was profitable. But if it was going to grow, she needed more products. The problem was, she had no design experience, no R&D staff, no money, and no time.
Like we said: a bind.
She hadn’t started as an entrepreneur. In law school she did a stint with the New York Mets. Then she was a bankruptcy attorney during the recession. After that, she moved to south Florida and landed a gig with the Miami Marlins.
One night in 2013, while Hirschhorn was pregnant with her first child, a neighbor told her about a product she was importing from Sweden, the NoseFrida. It was “an oral nasal aspirator”—that is, a tube parents use to suck snot out of their babies’ congested noses. The neighbor wanted to see if Hirschhorn was interested in the business. She was not.
Diese Geschichte stammt aus der May 2018-Ausgabe von Entrepreneur.
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Diese Geschichte stammt aus der May 2018-Ausgabe von Entrepreneur.
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