- Registrado
- 26 de Nov, 2018
Just find the Chinesium factory it came from
🌟 Internet Famous Linus Gabriel Sebastian & Linus Media Group / Linus Tech Tips - Narcissistic corporate shill YouTuber driving his media empire into the ground. KILL COUNT: 2
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🚨 On-and-off DDoS attacks. (July 25th: On-going connection issues.)
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- Registrado
- 19 de Jul, 2020
No need, the Marks that is in every Canadian mall already has a half priced competitor.
Only meaningful difference being that their odor resistance doesn't advertise itself as copper based. That's about it, which is fine since most of the stank of a sock is from sweaty skin debris getting worked into the fiber, so its gonna smell awful anyway until you wash it. As usual, linus spent a fortune and a good chunk of life itself reinventing the wheel for twice the price. And this is just from the bog standard "everywhere" retailer, I'm very confident you could find an exact match or a superior product for less if you went hunting special retailers.
1983 Opel Kadett
kiwifarms.net
- Registrado
- 17 de Ene, 2025
The fact that it's not mentioned on the product page where they're made makes me assume it's china. There's western country made socks that are (probably) a lot more high quality and better materials for half the price
- Registrado
- 29 de Sep, 2022
Linus specifically mentions that 60% wool was inferior to a 30% blend. I know you hate watched the video but did you watch all of it?
- Registrado
- 24 de Sep, 2021
I saw people glazing these in the subreddit, it's insane. They're the most expensive socks I've seen per pair if you include their exuberant shipping costs, why would I take that risk vs buying something I know I'll like from a tried and true brand?
What reason would I purchase the Linus Tech Tips YouTube sock vs Darn Tough or Balega? It's the same issue as the screwdriver, or the cables. They provide no extra value against the competition while selling a more expensive product. Often times too, later on down the line it's discovered that their product is worse in ways that weren't accounted for. Like the cables not working with Anker chargers or the screwdriver materials issues.
Even if it is a good pair of socks, there is no justification for me as a consumer to buy them when Darn Tough will sell me a more thoroughly tested sock with a better warranty for cheaper.
- Registrado
- 2 de Sep, 2025
I can buy 30 pair of socks for the and price (30 bucks subtotal) that Linus is selling them for. Why have 1 sock that lasts awhile when you can have more pairs to go through.
He justifies this price with his girl math by trying to make it worth buying 1 pair instead of 30 pairs. He finds issues that are relevant with anything that is meant to wear out and tries to make it sound like a huge deal with the excessive spending going towards the worn out Costco socks, which are meant to be worn out.
The worst part about all of this is that these socks will accumulate a lot of dead skin cells and maybe other substances. Linus admits to wearing them up to 4 days, which is pretty gross and fucking disgusting with the accumulation. And do not get me started on his badminton soles which will definitely play a role to wearing out his new socks.
- Registrado
- 26 de Nov, 2018
I can't stand my socks after a shift, who the fuck wears socks for FOUR DAYS?!
- Registrado
- 19 de Jul, 2020
Imagine what the jeets in his office smell like after trialing these for four days. actual biowarfare shit right there.
There is a breakpoint where spending a little more on socks, much like many things, pays off, but $60/pair is well and beyond that. Even the $30 ones I shared earlier are too far gone. You can get warehouse-tough socks for like, $5CAD/pair, and a lotta that is brand name markup at that point.
Socks are one of those solved product spaces, they're fairly consumable and interchangeable. Linus is hedging once again on the LTT brand name carrying these, and their relative deficiencies being masked by his customer base being retail staff and entry level office drones, where they'll never really notice any of the features anyway.
- Registrado
- 10 de Abr, 2023
Anyone who pisses away money on these socks is a complete fucking retard and deserves to be taken advantage of.
- Registrado
- 2 de Sep, 2025
The shipping prices are exhorbant for a Canadian company and especially for a Canadian ordering these. I looked around and found out that the store is run by Shopify, a CANADIAN e-commerce company that carpet bags a lot of revenue from its sellers. There are also a lot of hidden costs and the expensive shipping prices are a result of a terrible company selling them. Selling your products through Amazon would be better as there would not be a horrible shipping fee.
Users on their forum are not particularly happy with this sock, offering alternatives like DarnTough or Falke and reasons as to why they do not like this. (
Última edición:
- Registrado
- 12 de Mayo, 2020
Smartwool only has a 2 year warranty. Balega also mentioned is 1 year. Falke I can't find info.
Linus is offering a one-time lifetime warranty on any damage with proof of purchase and a photo. This is noteworthy given their dogshit screwdrivers with effectively no warranty if they naturally break.
This is not exactly unusual for socks, though. A closer comparison mentioned a bunch is indeed Darn Tough socks which are also significantly cheaper (but not cheap) depending on the multitude of styles, have a range of higher wool blends with no polyester or acrylic, are made in America, have been operating for almost 50 years, and also have an any-damage lifetime warranty with no proof of purchase, unlimited use, but requires shipping the damaged product yourself for store credit.
https://darntough.com/
https://www.gobros.com/collections/darn-tough-socks
Wool is already odor resistant, so the copper (and often silver) in undergarments, even if scientifically antibacterial, is marketing cope. It's not going pull any miracles. Wash your fucking clothing.
- Registrado
- 27 de Ene, 2020
Troons.
Linus missed a trick by making normie socks instead of programmer socks.
The famous LTT Trust Me Bro™ warranty. Worth the paper it's written on.
CheeseMonger
kiwifarms.net
- Registrado
- 11 de Feb, 2026
The funniest thing from the reddit is the people telling you to just buy more to make the shipping worth it. LTT consooooomers..
What is the YouTube-meta where a backwards-facing baseball cap and braces increases views/recommendations? He's started wearing that baseball cap in the last couple of months and it is in every thumbnail that I have seen. Or, is it just another ostensible reason to try to appear younger than he is similarly to the braces? A full blown midlife crisis is coming sooner than we thought.
Not sure if this has been posted here before, but I found this breakdown of what's wrong with LTT Store's logistics pretty interesting. It was posted on r/LTTMeta a month ago.
LTT Store
submitted 1 month ago by RegretInFullHD
Linus doesn't want his merch to be called "merch". He very specifically wants LTT Store to be seen as a proper store selling merchandise that isn't marketed as "merch" because of the connotation, and that's actually fine. So his store needs to function like a "regular" store. Can't have it both ways.
I'm going to quickly disclose that when I make a comparison to the following company, I don't have any interest. I'm not employed by this company, I'm not invested in this company, I'm not employed by a company that serves or benefits from the success of this company. It's literally just a company I happen to know the structure for, because I previously was employed by one of their service vendors. That has not been the case for nearly two years, and there is no conflict of interest. I'm also not employed by any of the companies at the end of this, nor any company that contracts or does business with these companies.
Primary is a clothing company founded by former executives of diapers.com that focuses on clothing, blankets, and other textiles primarily marketed toward children but also with apparel offerings for adults. The quilted blankets are larger in size (read: more expensive to ship) than anything in LTT Store's current lineup. The company moves probably about the same volume of orders as LTT Store over a year. And this is their function.
They have a headquarters office located in New York City, right off of Times Square. Total headcount is around 53 people, between operations, sales, product designers, project managers, sourcing managers, accounting, office management, and the whole gamut of employees you need to run a business of this type. Realistically, the product side of LMG is about the same size as this company.
Much like LMG, Primary doesn't manufacture anything in-house. They design products and then engage various factories to manufacture product to their specifications and design. They're not buying blanks that already exist and white-labeling them; rather, they're designing every aspect of the product from the top down. Every fabric cut, every print, every pattern, every stitch, every aspect of embroidery is their design and direction.
Which makes them a really good stand-in for LMG, which prides itself on not just selling their logo on bulk-ordered blanks but on engaging textile manufacturers to make bespoke products for them.
They have regular re-stocks of high-movers (pajama sets, shirts, shorts, joggers, etc), very similar to the bread-and-butter water bottles and tees LTT Store moves through, and large seasonal launches of new and returning products that just don't exist most of the time which tend to be moved as part of a large event, not too dissimilar from the anticipated releases LTT has such as screwdrivers, backpacks, pillows, and so on.
Point being, the model is close enough to the same that parallels are hard to ignore.
I mean, hell. We know from the numbers Linus shares that LTT Store is pushing between $35 and $45 million in revenue a year. Primary sits at about $40MM. They're incredibly similar in size, scope, and product offerings.
So this is where the tangent occurs.
Primary has one person directly on customer service. The same order volume, the same pulses of releases, and the same support platform (Zendesk). And their support timeline is reliably within hours. Not business days, but hours. Monday through Friday, 9-6 EST. By phone and email.
Their distribution is handled entirely by a 3PL. Everything inbound from the factory routes directly, on sealed containers, to the 3PL warehouse. Upon arrival, the stock is received to the warehouse's WMS, available stock numbers transmit in live-time to Primary's Shopify backend from the WMS, and Primary holds the stock until they're ready to release for sale.
Part of the 3PL warehouse receiving procedure is basic quality assurance (QA) testing. For products that are just restocks, designated QA staff from the 3PL pull a certain amount of samples from each lot and validate there are no issues. When I was involved with this company two years ago, it was 10% of all inbound product had to go through QA. For a case of 30 shirts, for instance, the expectation was for three shirts to be pulled out of the case from different heights in the box (toward the top, toward the middle, and toward the bottom) and check for ANY blemishes or stitching errors. If one of those three articles failed QC (quality check), then 20% of the articles on that lot for that SKU had to be checked.
A shipment of product was usually around 30,000-70,000 units, two to four times a week.
Nothing was systematically received into stock until all QC was done on each shipment.
For brand new products, the warehouse team didn't perform QC. They would be segregated and quarantined while sample units were sent to the NYC headquarters for Primary. Only once the client (Primary) had signed off were the units then QC'd at large by the 3PL QA team. Then they would go through systematic receiving, and be added to available stock.
Pointing to what that actually lands at, there were multiple sets of hands involved in quality assurance before the products were available for sale, and before they were even announced for availability. New stock launches would be announced ahead of time through marketing channels (ads, email campaigns, etc.) but only after they were physically received, validated, and put to available stock.
Primary would go out of their way to establish floor (reserve) stock. What I mean by that is that every SKU had a minimum in-stock quantity that would be maintained through sales. For most products, it was five units, and for seasonal releases they would lock it at 5% of the original received volume and then re-open it down to the five individual units after the sales spike was over. The outcome of this? Well, it meant they didn't short-ship products, and could always resolve warranty issues and missing packages/items.
If there were 200 units in stock, and only 195 marked available for sale, that gives five extras. A shirt comes through with a mystery stain or torn stitching? That's fine; grab another and mark the reserve down by one. A pair of pants is missing from a bin it's supposed to be in? That's fine; cycle count down one and grab a replacement. The package got lost in transit? No problem; set a replacement order against the manually-released single from reserve.
The buffer meant that nobody started getting "your order is missing pieces" notifications. It meant customers were more satisfied and not reaching out to customer service so much.
And so much of this is just the outcome of leveraging a MASSIVE 3PL provider, despite being a generally-small company. That comes with other benefits.
Primary charges a flat-rate $8.50 for shipping in the continental US. They can do that because they aren't negotiating their own parcel rates; they're paying the 3PL to use the 3PL's account at rates the 3PL has negotiated with parcel carriers. USPS, FedEx Ground, and UPS consistently land at under $3 for almost every order, regardless of weight or size, because the 3PL is moving millions of parcels daily. Clients to the 3PL are permitted to negotiate their own parcel rates and have their accounts used for shipping everything, but none of the clients I'm aware of did so because the scale didn't make sense. No individual customer was moving more product than the warehouse operator with dozens of warehouses across the country. For clients that had international presences, the rates for shipment to Canada were still typically sub-$10 USD, and a partner warehouse in Germany would be sent weekly bundles of shipments by both air and sea (depending on people paying for expedited shipping) from American warehouses, then distributed across Europe from that hub. It meant that the final shipping labels for European parcel carriers (most often DHL) were still printed and applied to packages in the US, and that they wouldn't be handed over to the final mile carrier until they'd already gotten to Europe.
Other companies the same size with the same waves of volume are handling the same exact e-commerce model without any of the customer service issues LTT deals with.
Other companies, even much smaller ones, manage far cheaper shipping by outsourcing that expense.
Other companies have better customer satisfaction because they have processes in place implemented with the 3PLs they're using to ensure there are fewer customer support tickets in the first place.
And it's insanely simple to fix. Get involved with a large 3PL that has a multinational presence already. Ryder, for instance, has distribution warehousing in Delta, BC (right by Surrey), and E-Commerce distribution across the Americas and Europe. Iron Mountain, DHL Supply Chain. Massive companies that have the infrastructure to handle weird bespoke e-commerce distribution and inventory management, that do this on such a scale that it would absolutely bring down total costs.
So if Linus wants to have his store operate as a successful online store, rather than just be perceived as a merchandise store with shoddy reliability and quality control and customer service, he should take the steps to make his store be more like a "real" store and not a merch arm for a YouTube channel.
submitted 1 month ago by RegretInFullHD
Linus doesn't want his merch to be called "merch". He very specifically wants LTT Store to be seen as a proper store selling merchandise that isn't marketed as "merch" because of the connotation, and that's actually fine. So his store needs to function like a "regular" store. Can't have it both ways.
I'm going to quickly disclose that when I make a comparison to the following company, I don't have any interest. I'm not employed by this company, I'm not invested in this company, I'm not employed by a company that serves or benefits from the success of this company. It's literally just a company I happen to know the structure for, because I previously was employed by one of their service vendors. That has not been the case for nearly two years, and there is no conflict of interest. I'm also not employed by any of the companies at the end of this, nor any company that contracts or does business with these companies.
Primary is a clothing company founded by former executives of diapers.com that focuses on clothing, blankets, and other textiles primarily marketed toward children but also with apparel offerings for adults. The quilted blankets are larger in size (read: more expensive to ship) than anything in LTT Store's current lineup. The company moves probably about the same volume of orders as LTT Store over a year. And this is their function.
They have a headquarters office located in New York City, right off of Times Square. Total headcount is around 53 people, between operations, sales, product designers, project managers, sourcing managers, accounting, office management, and the whole gamut of employees you need to run a business of this type. Realistically, the product side of LMG is about the same size as this company.
Much like LMG, Primary doesn't manufacture anything in-house. They design products and then engage various factories to manufacture product to their specifications and design. They're not buying blanks that already exist and white-labeling them; rather, they're designing every aspect of the product from the top down. Every fabric cut, every print, every pattern, every stitch, every aspect of embroidery is their design and direction.
Which makes them a really good stand-in for LMG, which prides itself on not just selling their logo on bulk-ordered blanks but on engaging textile manufacturers to make bespoke products for them.
They have regular re-stocks of high-movers (pajama sets, shirts, shorts, joggers, etc), very similar to the bread-and-butter water bottles and tees LTT Store moves through, and large seasonal launches of new and returning products that just don't exist most of the time which tend to be moved as part of a large event, not too dissimilar from the anticipated releases LTT has such as screwdrivers, backpacks, pillows, and so on.
Point being, the model is close enough to the same that parallels are hard to ignore.
I mean, hell. We know from the numbers Linus shares that LTT Store is pushing between $35 and $45 million in revenue a year. Primary sits at about $40MM. They're incredibly similar in size, scope, and product offerings.
So this is where the tangent occurs.
Primary has one person directly on customer service. The same order volume, the same pulses of releases, and the same support platform (Zendesk). And their support timeline is reliably within hours. Not business days, but hours. Monday through Friday, 9-6 EST. By phone and email.
Their distribution is handled entirely by a 3PL. Everything inbound from the factory routes directly, on sealed containers, to the 3PL warehouse. Upon arrival, the stock is received to the warehouse's WMS, available stock numbers transmit in live-time to Primary's Shopify backend from the WMS, and Primary holds the stock until they're ready to release for sale.
Part of the 3PL warehouse receiving procedure is basic quality assurance (QA) testing. For products that are just restocks, designated QA staff from the 3PL pull a certain amount of samples from each lot and validate there are no issues. When I was involved with this company two years ago, it was 10% of all inbound product had to go through QA. For a case of 30 shirts, for instance, the expectation was for three shirts to be pulled out of the case from different heights in the box (toward the top, toward the middle, and toward the bottom) and check for ANY blemishes or stitching errors. If one of those three articles failed QC (quality check), then 20% of the articles on that lot for that SKU had to be checked.
A shipment of product was usually around 30,000-70,000 units, two to four times a week.
Nothing was systematically received into stock until all QC was done on each shipment.
For brand new products, the warehouse team didn't perform QC. They would be segregated and quarantined while sample units were sent to the NYC headquarters for Primary. Only once the client (Primary) had signed off were the units then QC'd at large by the 3PL QA team. Then they would go through systematic receiving, and be added to available stock.
Pointing to what that actually lands at, there were multiple sets of hands involved in quality assurance before the products were available for sale, and before they were even announced for availability. New stock launches would be announced ahead of time through marketing channels (ads, email campaigns, etc.) but only after they were physically received, validated, and put to available stock.
Primary would go out of their way to establish floor (reserve) stock. What I mean by that is that every SKU had a minimum in-stock quantity that would be maintained through sales. For most products, it was five units, and for seasonal releases they would lock it at 5% of the original received volume and then re-open it down to the five individual units after the sales spike was over. The outcome of this? Well, it meant they didn't short-ship products, and could always resolve warranty issues and missing packages/items.
If there were 200 units in stock, and only 195 marked available for sale, that gives five extras. A shirt comes through with a mystery stain or torn stitching? That's fine; grab another and mark the reserve down by one. A pair of pants is missing from a bin it's supposed to be in? That's fine; cycle count down one and grab a replacement. The package got lost in transit? No problem; set a replacement order against the manually-released single from reserve.
The buffer meant that nobody started getting "your order is missing pieces" notifications. It meant customers were more satisfied and not reaching out to customer service so much.
And so much of this is just the outcome of leveraging a MASSIVE 3PL provider, despite being a generally-small company. That comes with other benefits.
Primary charges a flat-rate $8.50 for shipping in the continental US. They can do that because they aren't negotiating their own parcel rates; they're paying the 3PL to use the 3PL's account at rates the 3PL has negotiated with parcel carriers. USPS, FedEx Ground, and UPS consistently land at under $3 for almost every order, regardless of weight or size, because the 3PL is moving millions of parcels daily. Clients to the 3PL are permitted to negotiate their own parcel rates and have their accounts used for shipping everything, but none of the clients I'm aware of did so because the scale didn't make sense. No individual customer was moving more product than the warehouse operator with dozens of warehouses across the country. For clients that had international presences, the rates for shipment to Canada were still typically sub-$10 USD, and a partner warehouse in Germany would be sent weekly bundles of shipments by both air and sea (depending on people paying for expedited shipping) from American warehouses, then distributed across Europe from that hub. It meant that the final shipping labels for European parcel carriers (most often DHL) were still printed and applied to packages in the US, and that they wouldn't be handed over to the final mile carrier until they'd already gotten to Europe.
This is where LTT Store is missing the mark.
They're using 3PL partners in both Canada and the US, but trying to keep it small and local is killing their ability to scale.Other companies the same size with the same waves of volume are handling the same exact e-commerce model without any of the customer service issues LTT deals with.
Other companies, even much smaller ones, manage far cheaper shipping by outsourcing that expense.
Other companies have better customer satisfaction because they have processes in place implemented with the 3PLs they're using to ensure there are fewer customer support tickets in the first place.
And it's insanely simple to fix. Get involved with a large 3PL that has a multinational presence already. Ryder, for instance, has distribution warehousing in Delta, BC (right by Surrey), and E-Commerce distribution across the Americas and Europe. Iron Mountain, DHL Supply Chain. Massive companies that have the infrastructure to handle weird bespoke e-commerce distribution and inventory management, that do this on such a scale that it would absolutely bring down total costs.
So if Linus wants to have his store operate as a successful online store, rather than just be perceived as a merchandise store with shoddy reliability and quality control and customer service, he should take the steps to make his store be more like a "real" store and not a merch arm for a YouTube channel.
- Registrado
- 29 de Mayo, 2025
- Registrado
- 26 de Nov, 2018
I wonder how much evidence there is it does anything versus it's just cargo culting
- Registrado
- 16 de Dic, 2019
Just to show competence vs. fat canadian niggerdry, BitWit is having his house rebuilt after the LA fires and has been vlogging it, but this week's episode was about running the internet cable when the house is just framed. And on top of the usual CA faggotry, you see how he actually has decently competent people helping him. I've just always wondered how much extra these real builders charge to have to deal with the inspectors and regulations, earlier BitWit actually had a good inspector who let them fix a flagged thing while he was there to get it approved instead of waiting another week or two for the return inspection.
- Registrado
- 19 de Jul, 2020
Taking the Tim Pool beanie approach to balding. Worked for him, I guess, but Linus isn't quite greasy enough to pull it off himself. If he's anxious about his hair or hairline, just go get the turkish transplants, they've got a jet on hand and everything.