The Disaster 💩
March 2013: Lululemon’s $98 yoga pants started going viral for all the wrong reasons.
Customers complained the pants were see-through. Think full moon at downward dog (if you catch my drift 😳).
The company acted fast, recalling about $60 million worth of product. CEO Christine Day apologised and promised tighter quality control.
But the statement implied a supplier issue, which the manufacturer quickly denied.
Days later, Lululemon reps suggested that some customers may have been wearing pants that were too small. The message shifted from “we’re fixing it” to “you wore them wrong”.
In the months that followed, Lululemon couldn’t shake the issue. Stock shortages, fresh complaints and the sudden resignation of the CEO “for personal reasons”, kept the brand in the spotlight.
Eventually, founder Chip Wilson appeared on Bloomberg TV to defend the company — where he dropped this absolute clanger:
“Quite frankly, some women’s bodies just actually don’t work for it… It’s really about the rubbing through the thighs, how much pressure is there.”
That’s right. He blamed the thighs, not the thread count.
The Breakdown 👀
In one breath, Chip Wilson turned a product flaw into a culture crisis:
❌ He blamed the customer
When you tell people their body is the problem, you lose customers and recruit activists.
❌ He exposed the hypocrisy
Lululemon’s marketing preached “love your body.” But behind the logo, the message was “only some bodies belong here.”
❌ He broke the brand
Lululemon was built on movement, mindfulness and belonging. They sold confidence, not comparison — and he tore that apart at the seams.
Wilson wasn’t playing 4D chess with edgy positioning or deliberate polarisation. It was ego dressed as honesty.
✅ What he should’ve said:
“Our fabric didn’t hold up, and that’s on us. We’ve worked with our suppliers to fix the problem. You can still return any affected pants for a full refund, no questions asked. Every body deserves to feel good in Lululemon.”
Ownership over ego.
The Bottom Line 📉
Lululemon did the right thing with the recall, but they couldn’t stop shifting the blame.
First it was the supplier. Then customers wearing the wrong size. Finally, it became about women’s bodies after the founder said the quiet part out loud.
That one quote did more damage than the defective pants ever could:
💸 Stock fell 5% overnight — wiping $400–500 million in market value.
📉 Brand sentiment cratered — purchase intent among women plummeted.
👋 Wilson stepped down as chairman within a month and left the board in 2015.
🧘 Recovery took years — new leadership rebuilt the brand through size inclusivity, community events and marketing that actually reflected real women.
💡 Lesson: when blame becomes your core reflex, no amount of brand yoga can stretch you back into shape.
Until next week, stay accountable.
Doug.
P.S. Help a friend keep their brand in shape. Forward this email before they pull something that hurts.
Because in a crisis, you don’t get a second draft.
Disaster Comms analyses crisis communication for its impact on public trust. It is not legal advice. In a real crisis, organisations must balance legal, regulatory and reputational risks. Always consult professional counsel before making official statements.
