Skip to content
Start free
Get App

China's $1 Makeup Is Destroying a $445 Billion Beauty Empire — Here's How

Exposes how L'Oréal owns 51 beauty brands across every price tier, using shared formulas to charge premium prices, while Chinese brands like Perfect Diary and e.l.f. disrupt the market.

Key Takeaways

  • Much of beauty pricing reflects branding and retail positioning rather than manufacturing cost or ingredient quality.
  • Corporate consolidation lets a few conglomerates own many seemingly independent brands across price tiers.
  • Chinese manufacturers and digitally native brands are disrupting the traditional premium beauty model.
  • Consumers, especially younger ones, are becoming more skeptical and informed, using ingredient transparency to challenge markups.

What the video covers

  • A lipstick retailing for $38 costs roughly $1-3 to manufacture; the price reflects branding and positioning, not ingredients or science.
  • Eugene Schueller founded L'Oréal in Paris in 1907 after developing a reliable synthetic hair dye in his apartment kitchen.
  • L'Oréal grew by developing products in the lab, packaging them as scientific advancements, and charging premium prices, expanding from hair dye into skin care and cosmetics.
  • L'Oréal owns brands at every price point (e.g., Maybelline at $8 and Lancôme at $28 for mascara), capturing sales whether consumers trade up or down.
  • Brands across price tiers often share formulation platforms, supply chains, and research facilities, with price differences driven by shelf placement and logo.
  • Estée Lauder, a non-chemist who started in New York in 1946, built a parallel beauty empire through persistence and sampling in salons and department stores.
  • Chinese manufacturing hubs in Guangdong province make affordable, quality cosmetics at scale, enabling low-priced brands.
  • e.l.f. grew from a dollar-makeup website into a company worth roughly $5 billion, and L'Oréal reportedly nearly acquired it before backing out.
  • Perfect Diary, founded in 2017 in Guangzhou, rapidly became a top cosmetics brand in China using social media platforms.
  • Younger consumers increasingly trust ingredient lists and comparison videos over brand prestige, pressuring the premium markup model.

Chapters

  1. 00:00The $38 Lipstick Problem
  2. 01:29Eugene Schueller and the Birth of L'Oréal
  3. 03:04Building an Empire Across Every Price Point
  4. 04:22Estée Lauder and the Second Kitchen
  5. 05:34Shared Factories and Formulas
  6. 06:52The Chinese Disruptors: e.l.f. and Perfect Diary
  7. 08:20A Skeptical Generation and the Price Reckoning
  8. 10:00Conclusion: Back at the Sephora Counter

Answers

Questions about this video

Why does the video claim a $38 lipstick costs only a few dollars to make?

The video estimates that ingredients cost $0.50-$1.50 and packaging another $1-2, so total manufacturing runs about $1-3. The rest of the price is attributed to branding, packaging, and retail positioning rather than quality or science.

How does L'Oréal's ownership structure affect consumer prices?

L'Oréal owns around 51 brands across price tiers, from Maybelline to Lancôme, which reportedly share formulation platforms. Because it captures sales whether consumers trade up or down, it profits regardless of price point.

What role do Chinese brands play in the video's argument?

The video presents e.l.f. and Perfect Diary as disruptors that use low-cost Chinese manufacturing and social media to offer affordable cosmetics, challenging the premium markup model that legacy conglomerates depend on.

Full Transcript — Download SRT & Markdown

00:00
Speaker A
You hesitate. $38 for something the size of your thumb that you will twist against your lips until it is gone in a few weeks. But you look at the brand name, you look at the packaging, you remember the advertisement you saw with a celebrity whose skin looked flawless and whose life looked perfect. And you think, well, that is what good makeup costs.
00:13
Speaker A
a celebrity whose skin looked flawless and whose life looked perfect. And you think, well, that is what good makeup costs.
00:22
Speaker A
It is not what good makeup costs. That lipstick costs less than a dollar to manufacture. The pigments, the waxes, the oils, the emollients, the fragrance, all of the ingredients that make up the product inside that tube cost between 50 cents and a dollar and a half. The tube itself, the matte black casing with the gold logo, costs another dollar or two.
00:37
Speaker A
cents and a dollar and a half. The tube itself, the matte black casing with the gold logo, costs another dollar or two.
00:44
Speaker A
Total manufacturing cost, including labor, materials, and packaging, somewhere between one and three dollars. You are paying $38 for a $3 product. And the reason the price is 38 instead of three has nothing to do with quality, ingredients, or science. It has everything to do with two people who started mixing things in their kitchens over a century ago and built empires so large that they now own almost every brand on the shelf you are looking at.
01:01
Speaker A
everything to do with two people who started mixing things in their kitchens over a century ago and built empires so large that they now own almost every brand on the shelf you are looking at.
01:14
Speaker A
If you enjoy videos about hidden monopolies and the markups most people never question, hit like and subscribe so you never miss one. This story involves two kitchen chemists, 51 brands hiding behind one name, and a Chinese company that sells the same lipstick for a dollar.
01:29
Speaker A
a dollar. The first kitchen belongs to a man named Eugene Schueller. In 1907, Schueller was a young French chemist living in Paris. He was not wealthy, he was not famous. He was a recently graduated chemist who had noticed
01:43
Speaker A
The first kitchen belongs to a man named Eugene Schueller. In 1907, Schueller was a young French chemist living in Paris. He was not wealthy, he was not famous. He was a recently graduated chemist who had noticed something about the women around him. They wanted to dye their hair, but the products available at the time were crude, unreliable, and often dangerous.
01:51
Speaker A
Some contained lead, others produced colors that bore no resemblance to what was promised on the label. Schueller believed he could do better.
01:59
Speaker A
Some contained lead, others produced colors that bore no resemblance to what was promised on the label. Schueller believed he could do better.
02:15
Speaker A
halo of light around a saint's head. He sold it to Parisian hairdressers, going door-to-door, demonstrating the product and leaving samples. The business grew slowly at first. Schuler renamed it L'Oreal in 1909. He expanded from hair dye into other hair products, then into
02:31
Speaker A
Working alone in his apartment kitchen, using beakers and mixing bowls and whatever equipment he could afford, Schueller developed a formula for a synthetic hair dye that produced consistent, predictable color without destroying the hair or poisoning the scalp. He called it Aureole, after the halo of light around a saint's head. He sold it to Parisian hairdressers, going door-to-door, demonstrating the product and leaving samples.
02:49
Speaker A
But the real empire building happened after his death, under the leadership of successive CEOs who understood something crucial about the beauty industry. Women do not buy one lipstick. They buy lipstick at every stage of their life, at every income level, for every
03:04
Speaker A
The business grew slowly at first. Schueller renamed it L'Oréal in 1909. He expanded from hair dye into other hair products, then into skin care, then into cosmetics. Each new category followed the same pattern. Develop a formula in the lab, package it beautifully, market it as a scientific advancement, charge a premium. By the time Schueller died in 1957, L'Oréal was the largest cosmetics company in France.
03:19
Speaker A
genius of L'Oreal's strategy was to own brands at every price point, so that no matter where a consumer was in her life, no matter what she could afford, she was buying from L'Oreal.
03:31
Speaker A
But the real empire building happened after his death, under the leadership of successive CEOs who understood something crucial about the beauty industry. Women do not buy one lipstick. They buy lipstick at every stage of their life, at every income level, for every occasion. A college student buys differently than a corporate executive. A teenager buys differently than her mother. If you only sell luxury products, you miss the teenager. If you only sell drugstore products, you lose the executive when her income rises. The genius of L'Oréal's strategy was to own brands at every price point, so that no matter where a consumer was in her life, no matter what she could afford, she was buying from L'Oréal.
03:49
Speaker A
share formulation platforms, meaning the base recipe is the same with minor adjustments for texture or fragrance, but one is priced for the drugstore and one is priced for the department store because the consumer in each location has different expectations about what
04:04
Speaker A
This is why L'Oréal owns both Maybelline, which sells mascara for $8 at CVS, and Lancôme, which sells mascara for $28 at Nordstrom. The products are not dramatically different. The ingredients overlap significantly. Some industry insiders have suggested that certain Maybelline and Lancôme products share formulation platforms, meaning the base recipe is the same with minor adjustments for texture or fragrance, but one is priced for the drugstore and one is priced for the department store because the consumer in each location has different expectations about what beauty should cost.
04:18
Speaker A
consumers trade up to Lancôme. If the economy weakens, they trade down to Maybelline. Either way, L'Oreal gets the sale. Over the next six decades, L'Oreal acquired relentlessly, relentlessly, systematically, and across every price point and product category in the beauty
04:35
Speaker A
L'Oréal does not compete with itself. It competes with everyone else at every price point simultaneously. And because it owns brands in every segment, it captures revenue whether the market moves up or down. If the economy is strong, consumers trade up to Lancôme. If the economy weakens, they trade down to Maybelline. Either way, L'Oréal gets the sale.
04:59
Speaker A
drugstore mascara to $300 luxury serums. All owned by one company, all manufactured using shared formulations, shared supply chains, and shared research facilities. All priced differently based not on what they cost to make, but on which shelf they sit on
05:16
Speaker A
Over the next six decades, L'Oréal acquired relentlessly, systematically, and across every price point and product category in the beauty industry. Lancôme, Garnier, Maybelline, Ralph Lauren fragrances, Kiehl's, Urban Decay, NYX, IT Cosmetics, Shu Uemura, Giorgio Armani Beauty, Yves Saint Laurent Beauty, CeraVe, La Roche-Posay, SkinCeuticals, Essie, The Body Shop was bought and later sold. 51 brands in total spanning everything from $3 drugstore mascara to $300 luxury serums. All owned by one company, all manufactured using shared formulations, shared supply chains, and shared research facilities. All priced differently based not on what they cost to make, but on which shelf they sit on and which logo is printed on the box.
05:29
Speaker A
In 1946, a woman named Estée Lauder was living in New York City. She was not a chemist. She had not gone to university.
05:36
Speaker A
Now, let me tell you about the second kitchen because the other half of the beauty industry started in almost exactly the same way, 3,000 miles away.
05:48
Speaker A
own kitchen, and began selling them to beauty salons and hotels in Manhattan. She was persistent to the point of obsession. She gave away free samples.
05:56
Speaker A
In 1946, a woman named Estée Lauder was living in New York City. She was not a chemist. She had not gone to university. She was the daughter of Hungarian immigrants and she had learned to make face creams from her uncle, a chemist who ran a small laboratory in the back of a stable in Queens. Lauder took her uncle's formulas, refined them in her own kitchen, and began selling them to beauty salons and hotels in Manhattan.
06:08
Speaker A
A year after launching, Estée Lauder products were on the shelves at Saks. Within a decade, she had expanded internationally. Her sales technique was legendary and ruthless. She would walk up to women in restaurants, at parties, on the street, touch their face
06:22
Speaker A
She was persistent to the point of obsession. She gave away free samples. She demonstrated products on women's skin in department stores. She refused to take no for an answer from buyers at Saks Fifth Avenue until they finally agreed to stock her products.
06:37
Speaker A
would call aggressive and that she called necessary. Her most brilliant innovation was not a product. It was a marketing tactic. She invented the free gift with purchase.
06:48
Speaker A
A year after launching, Estée Lauder products were on the shelves at Saks. Within a decade, she had expanded internationally. Her sales technique was legendary and ruthless. She would walk up to women in restaurants, at parties, on the street, touch their face uninvited, and tell them their skin needed her product. She once told an interviewer that she had never worked a day in her life without selling. She was not exaggerating. She turned every human interaction into a sales opportunity with a persistence that modern marketers would call aggressive and that she called necessary.
07:02
Speaker A
and bought the full size. The cost of the sample was negligible. The return was enormous. The brand grew from there, adding Clinique in 1968, which was positioned as the first dermatologist tested, allergy tested skin care line.
07:16
Speaker A
Her most brilliant innovation was not a product. It was a marketing tactic. She invented the free gift with purchase. Buy a lipstick, get a free sample of moisturizer. It sounds obvious now because every beauty brand on Earth copied it. In the 1950s, it was revolutionary. The free sample got the product onto women's skin. Once it was on their skin, many of them came back and bought the full size. The cost of the sample was negligible. The return was enormous.
07:30
Speaker A
products were not dramatically different from what other brands used. The positioning was the innovation, not the formula.
07:38
Speaker A
The brand grew from there, adding Clinique in 1968, which was positioned as the first dermatologist tested, allergy tested skin care line. Clinique's packaging was deliberately clinical, green and white, medical looking, designed to signal science and safety in an era when consumers were starting to worry about what they were putting on their faces. The irony is that the ingredients in Clinique products were not dramatically different from what other brands used. The positioning was the innovation, not the formula.
07:54
Speaker A
Mer, the luxury moisturizer that sells for over $300 a jar, whose origin story involves a NASA physicist healing his burn scars, a story that has been questioned by dermatologists but never officially debunked. Then Aveda, then Jo Malone, then Tom Ford Beauty, licensing
08:11
Speaker A
Then Origins, then MAC, which Lauder acquired in 1994, giving the company access to the professional makeup artist market. Then Bobbi Brown, acquired in 1995, which brought a natural, no-makeup makeup aesthetic that appealed to a different demographic than MAC. Then La Mer, the luxury moisturizer that sells for over $300 a jar, whose origin story involves a NASA physicist healing his burn scars, a story that
08:28
Speaker A
K-beauty trend. Then Glamglow. Today, the Estée Lauder Companies owns 29 brands. The Lauder family still controls 86% of the voting power.
08:40
Speaker A
Revenue in 2025 was $14.3 billion. Estée Lauder started mixing creams in her kitchen with formulas from her uncle's stable. Now the company she built sits in the General Motors building on Fifth Avenue in Manhattan. Between L'Oréal's 51 brands and Estée Lauder's 29, these
08:58
Speaker A
two companies alone own 80 beauty brands. Add Coty, which owns CoverGirl, Rimmel, and Max Factor. Add Procter & Gamble, which owns Olay and SK-II. Add Shiseido, which owns NARS, bareMinerals, and Laura Mercier. Add LVMH, which owns Sephora, Dior Beauty, Givenchy Beauty,
09:18
Speaker A
and Fenty Beauty. 13 parent companies control almost everything on the beauty aisle of every store you walk into.
09:25
Speaker A
Every drugstore shelf, every department store counter, every Sephora wall. The brands look different. The packaging looks different. The price points are different. The company writing the checks is often the same. And the products inside those different packages are more similar than anyone in the
09:40
Speaker A
industry wants you to know. A L'Oreal lipstick and a Maybelline lipstick are both made by L'Oreal. They share research and development. They share ingredient suppliers. They share manufacturing facilities. The formulations are not identical, but the base ingredients, the waxes, the oils,
09:58
Speaker A
the pigments come from the same sources and cost roughly the same amount per unit regardless of which brand name ends up on the tube. The L'Oreal Paris version might retail for $12. The Lancôme version, made from nearly identical ingredients in a nicer tube,
10:13
Speaker A
retails for $34. The difference is the packaging, the marketing budget, and the store it is sold in. The stuff that touches your lips is functionally the same.
10:24
Speaker A
This is not speculation. Industry insiders have confirmed it publicly. Beauty brand founders who have worked with contract manufacturers have spoken openly about the fact that the same factory, on the same production line, fills tubes for brands at five different
10:39
Speaker A
price points. The factory does not change the formula based on the brand. It changes the label. The factory does not charge more for the luxury version.
10:46
Speaker A
It charges more for the packaging. Now, let me tell you what happens when you follow the supply chain backward, past the brand headquarters, past the marketing agencies, past the packaging designers, all the way back to the place where the product is actually made.
11:00
Speaker A
Because that place is almost always the same country. China produces cosmetics for virtually every major beauty brand on the planet.
11:09
Speaker A
The factories are concentrated in Guangdong province, particularly in and around Guangzhou and Shenzhen, where industrial clusters have developed over the past two decades specifically to serve the global beauty industry. These factories are not primitive. They are modern, automated, and certified to
11:25
Speaker A
international manufacturing standards. They produce everything from lipstick to foundation to eyeshadow to skin care serums using the same raw materials and the same production equipment as the most expensive laboratories in France and Japan. In 2004, a father-son team in
11:42
Speaker A
New York City named Alan and Joseph Shamah had an idea that cut through the entire system. Joseph had just graduated from NYU Business School. His father ran an apparel company that did private label work with Target. Together with a
11:56
Speaker A
makeup artist named Scott Vincent Borba, who had previously worked on launching a brand that LVMH eventually acquired, they founded a company called e.l.f.
12:05
Speaker A
Beauty. The concept was insane by industry standards. Sell makeup online for $1. Not $10, not $5, $1. Full-size products, real formulas, real pigments, real packaging, $1.
12:20
Speaker A
The entire supply chain was built in China, primarily in Shenzhen. Joseph Shamah leveraged his father's existing manufacturing contacts to source everything from one industrial zone where the packaging factory, the component suppliers, and the assembly facility were all within a few blocks of
12:35
Speaker A
each other. The products were designed, prototyped, manufactured, and shipped from China directly to American consumers. No department store middleman, no Sephora counter rental, no $4 billion marketing budget, no celebrity endorsement deals. The beauty industry laughed. $1 cosmetics, who
12:52
Speaker A
would buy that? 50 million people bought that. e.l.f. grew from a website selling dollar makeup into a company worth $5 billion.
13:01
Speaker A
It went public on the New York Stock Exchange. It opened over 200 retail locations. It expanded internationally.
13:07
Speaker A
And it proved something that the beauty industry had been desperately hoping nobody would prove, that the product inside a $38 tube and the product inside a $1 tube can be manufactured in the same country using the same ingredients
13:20
Speaker A
on the same type of equipment by the same type of worker, and the consumer cannot tell the difference. The way e.l.f. exposed the markup was almost accidental. Beauty bloggers and YouTube reviewers started doing side-by-side comparisons. They would apply a $35
13:35
Speaker A
foundation on one half of their face and a $5 ELF foundation on the other half.
13:40
Speaker A
Then asked their audience to guess which was which. The results were devastating for the premium brands. In video after video, viewers could not tell the difference. Professional makeup artists were brought in. They could not tell the difference either. The blind tests went
13:53
Speaker A
viral, millions of views. The comment sections were full of people saying some version of the same thing. I have been wasting my money for years.
14:03
Speaker A
L'Oreal nearly bought ELF at one point, according to founder Joseph Shamah. They backed out at the last minute. If they had gone through with it, the disruption would have been absorbed into the empire, the way every other challenger
14:14
Speaker A
has been. ELF would have become another brand in L'Oreal's portfolio. Its prices would have gradually crept up and the system would have continued undisturbed.
14:22
Speaker A
Instead, ELF stayed independent and it kept growing and it kept proving that $1 makeup is not a gimmick. It is a business model that works because the underlying economics of cosmetics manufacturing have always supported it.
14:35
Speaker A
The $38 price was never about cost. It was about control. ELF speed was part of the disruption.
14:43
Speaker A
The company could go from product concept to online launch in 13 weeks. The industry average was 6 to 12 months.
14:50
Speaker A
While L'Oreal was spending a year developing a single lipstick shade and millions on focus groups and market testing, ELF was launching dozens of products simultaneously, testing them in real time with real customers, keeping the winners and killing the losers. All
15:04
Speaker A
at a pace that legacy brands could not match because their cost structures would not allow it. And then came the Chinese brands that did not even bother selling to the West. They built their own empires at home.
15:16
Speaker A
Perfect Diary, founded in 2017 in Guangzhou, went from zero to one of the top selling cosmetics brands in China in less than three years. The company used Chinese social media platforms, Xiaohongshu, Douyin, and WeChat to build a following with young Chinese women who
15:32
Speaker A
were tired of paying Western prices for products made in their own country. Perfect Diary's lipsticks sell for about $8 to $12. The formulations are developed in partnership with the same contract manufacturers that produce for global brands. The quality, as verified
15:47
Speaker A
by independent beauty reviewers and ingredient analyses, matches or exceeds many Western mid-range products. Florasis, another Chinese brand, took a different approach. It wrapped its products in Chinese cultural aesthetics with packaging inspired by traditional Chinese art, carved relief patterns on
16:06
Speaker A
lipstick cases, and designs that reference centuries of Chinese craftsmanship. A Florasis lipstick does not look like a Western product with a Chinese label. It looks like a piece of Chinese art that happens to contain makeup. The carved gold cases became
16:19
Speaker A
viral on social media, shared millions of times by consumers who had never seen a cosmetics brand celebrate Chinese designs so explicitly. Florasis is not trying to look like a Western brand. It is deliberately, proudly Chinese, and it is selling internationally, including in
16:35
Speaker A
Japan, where it became the top-selling lipstick brand on Amazon Japan in 2021, in Southeast Asia, and increasingly in Europe and the United States at prices that undercut the Western competition by There is a generational shift happening underneath all of this that the legacy
16:53
Speaker A
brands are struggling to address. Consumers under 30, particularly Gen Z, have grown up watching beauty YouTubers deconstruct products ingredient by ingredient. They know what hyaluronic acid is. They know what niacinamide does. They know that the active ingredients in a $90 serum and a $12
17:10
Speaker A
serum are often identical because beauty influencers with chemistry backgrounds have told them so, repeatedly, with receipts. This generation does not trust brands the way their parents did. They trust ingredient lists. They trust comparison videos. They trust their own
17:25
Speaker A
eyes. When a 23-year-old watches a blind test where a professional makeup artist cannot distinguish a MAC lipstick from an e.l.f. one, and then sees that MAC is owned by Estée Lauder and cost eight times more, the mythology collapses. The
17:40
Speaker A
brand story stops working because the consumer has access to information that previous generations did not. They can Google the ingredient list. They can find the factory on Alibaba. They can order samples from the same Chinese manufacturer that supplies Sephora and
17:54
Speaker A
test them at home. The combined effect of e.l.f. from the American side and Perfect Diary, Florasis, and dozens of other brands from the Chinese side is the same pattern we have seen in every other industry where a markup meets
18:07
Speaker A
transparency. The product can be made for a fraction of the price. The quality is equivalent. The consumer is starting to figure out the math. And the companies that built their empires on the assumption that nobody would ever check are watching the numbers shift.
18:21
Speaker A
L'Oréal is not going bankrupt. Estée Lauder is not closing its doors. The beauty industry is not collapsing. But the premium that these companies charge, the gap between what the product costs to make and what the consumer pays is
18:34
Speaker A
under pressure for the first time in a century. And that pressure is coming from the same direction it always comes from. Factories in China that can make the same thing for less, and consumers who are finally asking why the original
18:46
Speaker A
costs so much. Let us go back to where we started. You are standing at that Sephora counter. The soft lighting, the 50 perfumes, the lipstick in your hand, $38. The matte black tube, the gold logo, the celebrity in the advertisement
19:01
Speaker A
whose skin looked flawless. But now you know that the lipstick cost a dollar to make. You know that 51 brands on this wall are owned by one company founded by a man mixing hair dye in his Paris kitchen. You know that another 29 are
19:15
Speaker A
owned by a woman who mixed face cream in her New York kitchen. You know that the same factory in Guangdong province fills tubes for $3 brands and $38 brands on the same production line and changes nothing but the label. You know that a
19:28
Speaker A
company called e.l.f. sells the same product for a dollar and is now worth $5 and you know that Chinese brands are selling the same quality for a third of the price without pretending to be anything other than what they are.
19:43
Speaker A
The lipstick is still in your hand. It still looks beautiful. The color is still perfect, but the $38 price tag is no longer a mystery. It is a choice. If this video changed how you think about what is sitting in your bathroom right
19:54
Speaker A
now, hit like and subscribe for more. Turn on notifications so you never miss a video and I want to hear from you. A lipstick costs $1 to make and sells for 38. Two companies own 80 brands between them. The same Chinese factory makes
20:08
Speaker A
products for luxury brands and dollar brands on the same line. Now that you know, does it change what you buy? Drop your answer in the comments.
Topics:L'Oréalbeauty industrycosmetics markupMaybellineLancômee.l.f. CosmeticsPerfect DiaryEstée Laudermakeup pricesbrand monopoly

Get More with the SozAI App

Transcribe recordings, audio files, and YouTube videos — with AI summaries and speaker detection. 30 minutes free.

App Store Google Play
Or transcribe another YouTube video here →

Free tools: TXT to SRT · SRT Validator · Merge SRT · Subtitle to Text · All tools

Related Transcripts

View All
The World Isn’t Ready For GTA 6 — Transcript9:32
The World Isn’t Ready For GTA 6 — Transcript
Nino
1,629 1 English
The ENTIRE History of Israel in 10 Minutes — Transcript8:47
The ENTIRE History of Israel in 10 Minutes — Transcript
History Tab Open
357 1 English
This $5 Bag Tastes Sweeter, Costs Half as Much Than Shrimp — Transcript22:19
This $5 Bag Tastes Sweeter, Costs Half as Much Than Shrimp — Transcript
Sal Rizzo
2,625 1 English
[B1] A Day at the Office | Daily Work Routine | English Listening Practice — Transcript8:27
[B1] A Day at the Office | Daily Work Routine | English Listening Practice — Transcript
5-Minute English Practice
880 1 English
10 Fish I Would NEVER Eat After 38 Years Behind the Counter — Transcript23:25
10 Fish I Would NEVER Eat After 38 Years Behind the Counter — Transcript
Sal Rizzo
1,812 1 English
Peppa Pig: Hot vs Cold Weather, Sun vs Snow Adventure — Transcript49:13
Peppa Pig: Hot vs Cold Weather, Sun vs Snow Adventure — Transcript
Peppa Pig - Official Channel
5,213 1 English
What happens if you cut down all of a city’s trees? – Stefan Al — Transcript5:05
What happens if you cut down all of a city’s trees? – Stefan Al — Transcript
TED-Ed
667 1 English
Which is better: Buying or renting a home? – Ella Feldman — Transcript5:43
Which is better: Buying or renting a home? – Ella Feldman — Transcript
TED-Ed
451 1 English
Alice Weidel on Ukraine, migration and Germany’s future — Transcript59:31
Alice Weidel on Ukraine, migration and Germany’s future — Transcript
The Economist
6,835 1 English
2027 Mazda CX-5 HEV First Drive Impressions | AutoDeal Walkaround — Transcript7:28
2027 Mazda CX-5 HEV First Drive Impressions | AutoDeal Walkaround — Transcript
AutoDeal.com.ph
528 1 English
DEBATE: Is The Prophet Muhammed ﷺ In The Bible? The Orthodox Muslim… — Transcript2:34:47
DEBATE: Is The Prophet Muhammed ﷺ In The Bible? The Orthodox Muslim… — Transcript
The Orthodox Muslim
28,302 1 English
Dyer WRECKS Orthodox Muslim in A Debate ft. Sam Shamoun — Transcript28:08
Dyer WRECKS Orthodox Muslim in A Debate ft. Sam Shamoun — Transcript
Jay Dyer Archive
5,419 1 English