L.L.Bean’s origin story grew from the ground up — literally.
The company, which sells everything from clothing and footwear to tote bags and home goods, was first established in 1912 after its namesake founder, Leon Leonwood Bean, returned home from a hunting trip with sore, wet feet.
“He said, ‘I have an innovative solution,’” CEO Greg Elder said in an interview, part of NBC News’ “Business in America” initiative. “‘What if I developed the waterproofness of a rubber bottom and stitched on a leather upper?’”
L.L. Bean CEO on how he manages his day to day
And with that, the famous L.L.Bean boot — and a $2 billion company — was born. Since then, the brand has embraced its rugged roots and remains headquartered in Freeport, Maine, a coastal town 20 minutes north of Portland.
“It’s worked for us 100-plus years and it’s going to work for us for another 100-plus years,” said Elder, who has been at the company for nearly two decades. He emphasized L.L.Bean has no plans to relocate its operations.
“We are a family-owned, privately held company,” he said. “The family remains steadfast in their desire to keep this based in Freeport, Maine, where we’ve always been.”
It’s a legacy the brand’s flagship Freeport store has doubled down on. The famous retail location recently underwent a four-year, $50 million renovation. It’s also the only stand-alone L.L.Bean store that’s open 24 hours a day, 365 days a year.
As more retailers adopt direct-to-consumer and online-only business models, L.L.Bean maintains a significant footprint in brick and mortar across the country — around 60 store locations in 22 states.
“The customer says they love to be able to come in and touch and feel the product, they love to be able to try it on and feel the fabrics,” Elder said.
Then there’s the famous L.L.Bean catalog, a long-standing mail-order look book featuring the latest seasonal products and designs.
First launched in 1912 as the business was just getting off the ground, the physical publication has seen daily mailing volumes decline by an estimated 10% to 14% each year, according to Elder.
Still, he said it’s not going anywhere. “There is nothing in the foreseeable future that would suggest we’re going to eliminate the catalog.”
And it’s a catalog made the old-fashioned way — without the use of AI.
“We still believe in our hearts that old-school photography with real products on a real human is the way to go for our brand and our brand’s reputation,” Elder said.
As for how L.L.Bean is incorporating AI into its business, Elder said the company is “curious” about areas where it might “fit for our brand,” but isn’t actively searching for ways to deploy the technology.
“That’s not who we are. That’s not in our DNA. We still revolve around the personal selling experience,” he said. “We’re quite cautious about some of the risks.”
This approach differs from those of many other high-profile retailers that have rushed to embrace AI in efforts to streamline operations, improve efficiencies and boost profits.
Elder said AI’s environmental footprint, including its massive energy and water demands, has been a particular deterrent to more widespread adoption at L.L.Bean, which prides itself on being a sustainable outdoor brand.
“This computing power has an impact on the environment without question,” he said. “I’m really hoping that we can find the beautiful intersection of the use of this technology that provides employee and customer productivity, [but] still takes heed to the needs of sustainability, and retains and protects the humanity that is uniquely culturally L.L.Bean.”
Until then, Elder said, the company is comfortable staying on the sidelines of the AI race.
“It may be a little atypical,” he said. “But you know, that’s who we are.”
