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.
この記事は Entrepreneur の May 2018 版に掲載されています。
7 日間の Magzter GOLD 無料トライアルを開始して、何千もの厳選されたプレミアム ストーリー、9,000 以上の雑誌や新聞にアクセスしてください。
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この記事は Entrepreneur の May 2018 版に掲載されています。
7 日間の Magzter GOLD 無料トライアルを開始して、何千もの厳選されたプレミアム ストーリー、9,000 以上の雑誌や新聞にアクセスしてください。
すでに購読者です? サインイン
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