Search Results

Every morning at 9:00 AM, a strange ritual unfolds beneath the skies of Gangnam and Pangyo—the beating heart of South Korea’s beauty industry. Brand managers sit before the glow of their monitors, hitting the 'F5' key in unison as if bound by a silent pledge. In that fleeting moment, when yesterday’s sales figures materialize into raw numbers, some cheer while others sigh. For these professionals, launching a new product is not just a daily task; it is the ultimate report card that delivers a thrilling sense of achievement—a potent, bittersweet addiction that is hard to shake once tasted. When social media feeds are flooded with their products and articles headline a "complete sell-out of the initial batch," brand managers are swept up in a sense of omnipotence, feeling as though they are at the center of the universe. It must feel like being the protagonist walking a Hollywood red carpet. However, the festival is brief, and reality is unforgiving. Just as fireworks leave nothing but the acrid smell of gunpowder in the night sky, a glamorous launch is invariably followed by the "hour of reckoning." This is precisely why Hollywood studios bet their survival on a film’s long-term longevity rather than its opening weekend box office. The real battle begins not on launch day, but exactly three months later. Whether a purchase order for a reorder arrives determines the winners and losers. Those who secure the reorder wear the hero’s crown; those who do not are quietly forgotten, left to fade away alongside dusty, obsolete inventory in the dark corners of a warehouse. Beauty BM Intelligence Summit 2026, © Business Storyteller In-hoo Cho Only Brands That Read Target Consumer Pain Points Can Redraw the K-Beauty Trends Map The world-renowned economist Joseph Schumpeter defined the driving force of an economy as "creative destruction." The nature of the beauty market is no different. Where the glamorous wave of a trend sweeps through, the debris of poorly executed copycat products is always left behind. The "melting balm" craze, which hydrated lips worldwide immediately after mask mandates were lifted in 2023, was no exception. Numerous brands that merely chased a fleeting trend and copied surface appearances met a devastating collapse just two years later. A continuous streak of reorders can never be achieved through the magic of superficial marketing or pretty packaging alone. Surviving in a global market where tens of millions of units swirl in a massive vortex requires invisible details and the physics of formulation. This is why the core question posed by Seo-jun Oh, Director at CNC International—who has spent 15 years on the front lines of the domestic and international beauty industries—carries such weight and clarity: "Are you merely replicating a trending form, or are you engineering a formulation that embodies the soul of your brand?" Within this chilling question lies the true survival formula for beauty brands that endure and ultimately achieve long-term success in the market. Beauty BM Intelligence Summit 2026, © Business Storyteller In-hoo Cho Only Empirical Data Weathering 50°C Equator Heat Proves True Luxury The year 2023 marked a complete paradigm shift in the global lip market. To consumers worldwide who were exhausted by dry, matte lipsticks due to prolonged mask-wearing, melting balms emerged like a comet, melting softly the moment they touched the lips. Mass brands like Tarte and rom&nd opened up a massive new category, recording combined sales of over 16 million units. The impact of visual high-shine and deep hydration instantly conquered vanity tables. Once the trend was proven in the mass market, prestigious high-end luxury brands began to move. Yves Saint Laurent (YSL)’s Candy Glaze started with a conservative volume of 840,000 units in 2023, but experienced explosive growth to surpass 2.09 million units just one year later. Concurrently, rom&nd solidified its dominance in the Asian market with a phenomenal 7.07 million units. It was a moment where mass and high-end brands converged perfectly into a single formulation trend. The crucial point to note here is that the surviving winners never blindly copied the trend. Tarte focused on an "Extreme Soft" formulation that melts incredibly smoothly upon contact with the lips. Conversely, YSL developed a clear, translucent "Soft Jelly" texture tailored to the discerning tastes of luxury consumers who refuse to tolerate the unpleasant stickiness of hair clinging to their lips. This was the result of accurately reading the essence of the target market's unmet needs through precise data. Beauty BM Intelligence Summit 2026, © Business Storyteller In-hoo Cho The planning strategy of rom&nd, which reigned as the absolute leader in the Asian market, was even smarter. They knew that blindly importing Western trends would result in a barrage of customer complaints, as the formulations would melt and break down inside bags during Asia's hot and humid summers. Instead, they adopted a proprietary strategy called "Hard Melting"—a formulation that maintains its solid structure inside a pouch but applies smoothly onto the lips. This was a true victory of strategic product planning, redefining physical hardness—a concept typically confined to laboratories—to align with the climate and lifestyle of the target market. The Grim Warning of the Market: The 95% Plunge of Copycat Products Once a market leader's success is validated, a flood of "me-too" products swiftly follows, cleverly mimicking only the external appearance. Amidst the melting balm mega-trend that began in 2023, countless copycats presented their credentials to the market. On the surface, the bullet shape and color of the product content seemed barely distinguishable from the original. At a glance, it was easy to mistake them for well-made alternatives. However, the moment the formulation is crushed and felt between the fingers, the grim truth surfaces. The firm, elastic cohesion demonstrated by the original formulation is nowhere to be found; it merely turns into a sloppy, messy smear. The discomfort a consumer feels when this weak texture and unpleasant stickiness are applied to sensitive lips is entirely predictable. This is the clear limitation of superficial planning that completely ignores the invisible balance of formulation, such as its interaction with the container and compatibility with fragrances. Consumers are far more sensitive and discerning than complacent producers realize. During an initial launch, they might open their wallets once, swayed by flashy influencer marketing and beautiful packaging. However, the moment they realize the fundamental flaws of the formulation, they never return. The demise of copycat products—engineered by brands that demanded, "Make it exactly like what's trending," without conducting rigorous data analysis on their target consumers—was miserable. In fact, data for the numerous copycat products that neglected the essence of formulation recorded disastrous figures by 2025, just two years later. Their order volumes plummeted by over 95%, vanishing into the abyss of dead stock. This painful record demonstrates that imitation stripped of rigorous internal deliberation and brand philosophy will ultimately evaporate without a trace on the market's unforgiving chopping block. Beauty BM Intelligence Summit 2026, © Business Storyteller In-hoo Cho Automation Lines with Zero Tolerance for a 1°C Variance Achieve a 21-Million-Unit Phenomenon While copycat products were being ousted from the market due to a barrage of complaints about stickiness, true market innovators asked a completely different question, boldly abandoning the traditional stick format altogether: Could we eliminate stickiness entirely while retaining both high shine and the powerful stain of a lip tint? The fruit of that intense deliberation was NYX’s liquid hybrid formulation, "Fat Oil Lip Drip." It perfectly fused three distinct physical properties into a single gloss: non-transferring staining power, comfortable hydration, and high shine. The result was a direct hit on the US market and an explosive mega-success. In the single year of 2025, it completely dominated the global market, recording a historic order volume of 21 million units for a single SKU. A volume of 21 million units for a single item is a realm that cannot be reached simply by pouring billions into global marketing budgets. It is a phenomenal figure achievable only when the core essence of the product genuinely moves the consumer. Moving a step further, supplying this massive volume of 21 million units across the globe with consistent quality and zero defects is where a manufacturer's true capability is measured. Supporting the NYX phenomenon was an ultra-precision automated filling line that seamlessly turned out over 160,000 units a day. Hybrid formulations are highly sensitive; even a micro-fluctuation in temperature alters viscosity and compromises quality. The manufacturer’s ultra-precision equipment was the epitome of precision engineering, permitting not even a 1°C variance in temperature or a 1g error in volume at the moment the liquid content was dispensed. Thanks to this perfectly controlled automated process, the viscosity, color, and shine specs of the first product manufactured were identical to those of the 30-millionth unit. The power behind the continuous reorders—where consumers worldwide seamlessly reopen their wallets after emptying a product in their pouch—was a flawless victory of overwhelming production data and technological prowess hidden behind glamorous marketing. Beauty BM Intelligence Summit 2026, © Business Storyteller In-hoo Cho Reorders Are Not a Matter of Luck; They Are the Result of Rigorous Engineering An innovative new product that opens a new era does not simply fall from the sky. The true "next big thing" begins with listening to the shortcomings and complaints—the pain points—of the best-selling products currently on the market. Behind the massive success of the melting balms that shook the market, there were always consumer voices complaining that they were "heavy" or "sticky." Only the brands that obsessively analyzed and resolved those complaints could claim the next-generation throne with the liquid hybrid formulation. This coming Monday, numerous brand managers will gather around conference tables once again for new product planning meetings. At that table, they must ask themselves and their manufacturing partners three vital questions: Are we soul-lessly copying a format that is merely trending right now? Do we have empirical data from harsh environments ready to validate our product planning? How deeply are we listening to the current discomforts and complaints in the market? Beauty BM Intelligence Summit 2026, © Business Storyteller In-hoo Cho Simply borrowing someone else's formulation and packaging to change the outer wrapping is not strategic planning; it is a shallow gimmick that merely borrows the market's attention for a fleeting moment. Products that lack a brand’s unique philosophy and soul will inevitably follow the disastrous path of the 95% that evaporated into dead stock in the corners of warehouses. Cosmetics are not merely beautiful coloring tools applied to the face. From the acoustic details engineered to capture a luxurious clicking sound, to the stability required to withstand the high temperatures of the equator, to filling lines that do not permit a 1°C margin of error—they are a convergence of thoroughly calculated physics and data. When your intense deliberation and obsessive attention to detail are proven through invisible data, only then will the market respond with its most thrilling medal of honor: the continuous reorder.

Beauty BM Intelligence Summit 2026, © Business Storyteller Inhoo Cho There is a romantic illusion that cosmetics planners fall into all too easily: the belief that "if the product is genuinely good, people will go crazy for it once they try it." However, reality is cold. Every year, thousands of "good products" expire in the dark corners of logistics warehouses without ever touching a consumer's face. This happens because the hard-earned strengths injected into a product by its planner evaporate without a trace the moment they enter a smartphone screen. At the Beauty BM Intelligence Summit 2026, Eunsol Lee, CEO of 4 AM, bluntly exposed the core of these devastating failures. She pointed out that an arrogant, supplier-centric perspective is the primary culprit ruining marketing. A "miracle ingredient" spelled out in a text-heavy planning proposal fails to catch the eye of a consumer scrolling through short-form videos for even 0.1 seconds. Lee’s message was sharp and precise. Marketing is not a cardiopulmonary resuscitation (CPR) tool to be used after a product is fully manufactured; it is a blueprint that must be embedded into the very skeleton of the product from the very first step of planning. In a fast-paced short-form world driven by busy thumbs, a product that fails to deliver an intuitive, visual impact within one second probably shouldn't have been born in the first place. Beauty BM Intelligence Summit 2026, © Business Storyteller Inhoo Cho Influencers Can Never Prove a Vegan Mask Sheet in a 20-Second Video Behind every marketing failure, there is always a planner who insists on using the "supplier's language." Brand teams gather in meeting rooms to define seemingly sophisticated Unique Selling Points (USPs) such as "relieves facial flushing," "contains deep sea water," or "certified vegan mask sheet." However, the short-form influencers and marketers who inherit these flashy specifications let out a deep sigh. This is because a Korean consumer's facial redness rarely shows up under bright camera lighting, and visually demonstrating clear, transparent deep sea water in a 20-second Before & After (B&A) video is virtually impossible. Ultimately, attributes like a "vegan mask sheet"—which require long-winded verbal explanations—become completely powerless in a Shorts-driven world where users scroll away in one second. The more a planner tries to faithfully pack in their intended message, the more exponentially difficult the marketing becomes. Even if you push influencers by handing them strict product guidelines, the only things you will get back are tactical complaints, such as: "The finish of the video looks too greasy, which highlights skin flaws on screen," or "The effect isn't as visually apparent as I thought." Even the credibility of a famous pharmaceutical company or a cruelty-free eco-certification fails to serve as a powerful weapon in the realm of short-form content. This is because the moment a consumer encounters a product is a fleeting, one-second window while mindlessly scrolling through Instagram Reels in bed before going to sleep. Consumers are not free enough to read the detailed ingredients written in the caption. The planner's noble intentions are brutally crushed by cold digital algorithms and consumer indifference. Beauty BM Intelligence Summit 2026, © Business Storyteller Inhoo Cho Repeat Purchases are Driven by Product Quality, but the First Purchase belongs Entirely to 'Perceived Efficacy' In retail marketing, the importance of repeat purchases is frequently emphasized. The logic dictates that once customers taste or use a product, they become loyal consumers who sustain the brand. However, CEO Eunsol Lee counterargued that, from a marketing perspective, driving the "first purchase" is paramount. No matter how long-lasting or beautifully textured a pharmaceutical cosmetic product is, if the consumer's wallet doesn't open for that initial purchase, the product will never even be granted the opportunity for that glorious repeat purchase. This is where the roles of the planner and the marketer diverge sharply. Product performance, actual efficacy, and the smooth application texture are retention factors for the Brand Manager (BM) to worry about. On the other hand, the acquisition factor for the first purchase—which marketing controls—is rooted entirely in visual intuition: "interest," "novelty," and above all, looking good and looking like it works. When searching for collagen jellies on TikTok, it is a battle of whether your product possesses a visual trigger that makes consumers instantly pick it out from a sea of thumbnails and say, "Oh, it's that one!" This rule holds true in global marketing across the world. Being ranked number one at Olive Young in Korea or executing large-scale spending fronted by famous celebrities does not resonate deeply with overseas consumers. If you place four photos of ordinary textures that consumers can easily imagine side by side, even a marketer would struggle to identify which company made which product if the logos were covered. Ultimately, if you do not simulate "how this product will look stamped onto a TikTok thumbnail or Google Images" right from the planning stage, marketers are left with zero cards to play. Beauty BM Intelligence Summit 2026, © Business Storyteller Inhoo Cho Design Gritty Data Points Meticulously Instead of Fancy Reports The secret to boosting marketing efficiency and maximizing ROI (Return on Investment) ultimately lies in data. However, the data Lee refers to does not consist of the polished, fancy numbers presented in the elegant executive boardrooms of conglomerates. The data points closest to the real answer are the actual batting averages of competitors' content, and the raw, unfiltered feedback uttered by influencers during the process of executing campaigns. For efficient influencer seeding marketing, a brand must first conduct a clear self-diagnosis. You must check whether the TikTok app and a VPN are installed on your mobile phone right now, and whether at least five different brand thumbnails catch your eye when searching for your product's core keywords. If you shake your head at these questions, chances are high that the brand is completely detached from market trends, masturbating in its own world about having made a "good product." A successful product workflow is a cyclical structure that tightly combines competitor analysis, influencer feedback, and internal performance data. A marketer's job should not end with sending a hand-written note and a polite greeting asking an influencer if they "received the product safely." You must track and monitor until the very end whether the visual intuition of the product designed during the planning stage survives intact within the influencer's roughly edited video. The only key to overcoming the numerous failures that end as one-hit wonders is connecting these gritty data points. Beauty BM Intelligence Summit 2026, © Business Storyteller Inhoo Cho K-beauty marketing strategy for Surviving a 1-Second World Henry Ford famously said, "If I had asked people what they wanted, they would have said faster horses." Cosmetics planners might similarly be obsessed with creating only "softer and safer horses," trapped inside consumer surveys and ingredient trends. However, today's consumers do not want a horse; they want an overwhelming visual shock that commands them to stop scrolling—much like Tesla's Cybertruck. Making a good product is a fundamental business baseline and a prerequisite for repeat purchases. However, introducing that good product to the consumer for the first time belongs entirely to the realm of marketing—and this marketing is pre-determined on the planner's desk. A USP that does not consider how it will be visualized within the frame of a short-form video is nothing more than surplus text for the supplier's self-gratification. Is the intuition to capture the eyes of global consumers busy thumb-scrolling in bed within one second baked into your product proposal? If you cannot answer this question clearly and visually, your product will remain forever a "good product that nobody knows because they’ve never tried it," no matter how brilliant a marketer you hire. Beauty BM Intelligence Summit 2026, © Business Storyteller Inhoo Cho

On June 9, 2026, the United States Food and Drug Administration (FDA) issued Final Administrative Order OTC000039, officially adding the broad-spectrum ultraviolet (UV) filter bemotrizinol (BEMT) to the Over-the-Counter (OTC) Monograph M020 for Sunscreen Drug Products. This administrative action represents a monumental milestone in public health, dermatology, and cosmetic chemistry, marking the first time the FDA has authorized a new active sunscreen ingredient for the U.S. market since 1999. Long utilized across Europe, Asia, Australia, and Latin America under trade names such as Tinosorb S and Parsol Shield, BEMT offers U.S. formulators a highly photostable, non-mineral active ingredient capable of blocking both UVA and UVB radiation without the cosmetic drawback of a white chalky residue. The decision is expected to reshape the competitive dynamics of the United States sun care sector, presenting profound opportunities and immediate compliance challenges for global cosmetic brands, particularly those within the South Korean beauty (K-Beauty) industry. @inhoocho.com Historical Context and Regulatory Modernization The decades-long delay in introducing modern UV filters to the United States stems from a fundamental divergence in international regulatory classifications. Under the Federal Food, Drug, and Cosmetic Act of 1938, the United States classifies sunscreens as over-the-counter drugs rather than cosmetics. This drug classification mandates exhaustive clinical trials, animal safety assays—including multi-year dermal carcinogenicity and reproductive toxicity studies—and human pharmacokinetic evaluations to prove that an ingredient is Generally Recognized as Safe and Effective (GRASE) before commercialization. In contrast, the European Union, South Korea, Japan, and other major markets regulate sunscreens as cosmetics or functional cosmetics, allowing for rapid, science-backed authorization of new UV filters. Prior to the approval of BEMT, the U.S. sunscreen monograph permitted only 16 active ingredients, none of which had been added in the twenty-first century. Under a 2019 safety review, the FDA classified 14 of these existing chemical filters, including avobenzone, oxybenzone, and octinoxate, as Category III, indicating that modern safety and systemic absorption data were insufficient to confirm GRASE status. Only the mineral filters zinc oxide and titanium dioxide maintained Category I (GRASE) status, leaving U.S. consumers with a stark choice between cosmetically inelegant mineral sunscreens and chemical formulations containing filters under safety review. Attempts by Congress to resolve this regulatory stasis via the Sunscreen Innovation Act of 2014 failed due to rigid scientific hurdles and slow-moving notice-and-comment rulemaking, resulting in the FDA rejecting outstanding applications and demanding more data. The critical breakthrough occurred through the Coronavirus Aid, Relief, and Economic Security (CARES) Act of 2020, which overhauled the OTC monograph system by replacing traditional rulemaking with a streamlined administrative order process. Bemotrizinol represents the inaugural success of this modernized framework, completing its transition from proposed order to final administrative approval in a unprecedented seven-month window. Date Regulatory Milestone Key Outcome September 23, 2024 Monograph Order Request (OMOR) Submission DSM Nutritional Products LLC submits a Tier 1 OMOR seeking GRASE designation for BEMT. December 12, 2025 Proposed Administrative Order Issued FDA publishes proposed order OTC000039 to amend Monograph M020, establishing a public comment window. January 26, 2026 Close of Public Comment Period FDA concludes the receipt of scientific feedback and public consultations on the proposed amendment. June 9, 2026 Issuance of Final Administrative Order (OTC000039) FDA officially adds BEMT to Monograph M020 with GRASE status for populations longer than 6 months. August 9, 2026 Official Effective Date Amended monograph takes legal effect, allowing the import and sale of compliant formulations. This approval is highly significant for public health due to the urgent need for reliable protection against ultraviolet radiation. Sunlight reaching the earth consists of about 95% ultraviolet A (UVA) and 5% ultraviolet B (UVB) rays. While UVB rays cause surface-level damage like sunburns, UVA rays penetrate much deeper into the skin. This deeper penetration creates harmful molecules that cause long-term cell mutation, premature aging, and dangerous skin cancers like melanoma. Historically, U.S. chemical sunscreens have struggled to provide adequate UVA protection because avobenzone was the sole non-mineral filter approved to block long-wave UVA1 radiation, and it degrades rapidly when exposed to sunlight. The addition of BEMT directly bridges this critical U.S. UVA protection gap. @inhoocho.com Technical Profile and Pharmacological Safety of Bemotrizinol Chemically defined as Bis-ethylhexyloxyphenol methoxyphenyl triazine, bemotrizinol is an oil-soluble, organic chemical filter with a high molecular weight. This structural magnitude is central to its superior safety profile. Unlike older organic filters such as oxybenzone—which has been detected in human blood plasma at levels 515 times the FDA's threshold of concern after a single weekend of use—BEMT exhibits negligible percutaneous absorption. Pharmacokinetic data from human dermal Maximal Usage Trials (MUsT) submitted to the FDA, involving diverse study cohorts representing the U.S. population, demonstrated that BEMT remains almost entirely in the upper layers of the stratum corneum. Systemic concentrations in blood plasma consistently remain below the rigid threshold the FDA considers indicative of active systemic exposure. The safety dossier evaluated by the FDA also included a rigorous two-year animal dermal carcinogenicity study, which found zero evidence of cancer-causing effects, and a multigenerational reproductive and developmental toxicity study that demonstrated no harmful effects on reproductive outcomes or offspring development. Skin irritation and sensitization tests further confirmed that BEMT does not cause the contact dermatitis or allergic reactions frequently associated with older chemical filters, making it highly suitable for pediatric use and sensitive skin types. @inhoocho.com Bemotrizinol gives you excellent, continuous protection against the full spectrum of UV rays. Think of it as a double-defense shield: it has two peak protection zones that target and block both types of harmful sun rays at the same time. Furthermore, BEMT is highly photostable and does not degrade under intense solar radiation. Crucially, it serves as a synergistic photostabilizer in complex formulations. When combined with avobenzone, BEMT acts as a molecular shield, preventing the rapid photodegradation of the mixture and dramatically extending the duration and integrity of the sunscreen's protective barrier on the skin. Sunscreen Ingredient What Type of Rays It Blocks How Long It Lasts in the Sun Does It Absorb Into the Body? How It Feels on Your Skin Bemotrizinol (The New Ingredient) Full Protection (Blocks both aging and burning rays) Extremely High: It doesn't break down and actually helps other ingredients last longer. No: It safely stays on the very outer layer of your skin. Invisible, lightweight, and non-greasy. Avobenzone (Common U.S. chemical) Aging Rays Only (UVA) Low: It breaks down quickly in the sun unless mixed with stabilizers. Moderate to High: Some can absorb into the bloodstream. Clear, but often feels heavy or oily. Oxybenzone (Common U.S. chemical) Burning & Partial Aging Rays Moderate: Lasts a decent amount of time. High: Absorbs easily into the body and can build up over time. Clear, but is known to cause skin allergies and irritation. Zinc Oxide (Traditional Mineral) Full Protection (Blocks both aging and burning rays) High: It physically sits on top of the skin and doesn't break down. No: It is a mineral barrier that stays on the surface. Thick and opaque; usually leaves a noticeable white chalky cast. Navigating the New U.S. Rules impacted by FDA Bemotrizinol Approval While the FDA's approval brings the U.S. closer to global sunscreen standards, American rules are still much stricter than those in Europe or China. Here is what formulators and brands need to know: Lower Concentration Limits: The U.S. only allows Bemotrizinol (BEMT) at a maximum concentration of 6%. By comparison, Europe and China allow up to 10%, meaning U.S. formulas will have to be slightly different. Strict Rules for Sprays: BEMT can be used in typical lotions, creams, gels, and sticks. However, for spray sunscreens, the packaging cannot use traditional propellants that mix with the fluid. This rule prevents consumers from accidentally inhaling the ingredient. Ingredient Mixing Restrictions: BEMT can be mixed with most other approved U.S. sunscreen ingredients, but it is strictly banned from being paired with older ingredients like PABA or trolamine salicylate. Tougher "Broad-Spectrum" Standards: The FDA is pushing for stricter rules where any sunscreen with SPF 15 or higher must prove its UVA protection is at least one-third of its total SPF score (matching European standards). Because BEMT is so good at blocking UVA rays, it is expected to become the go-to base ingredient for companies trying to meet these new, tougher requirements. The 18-Month Monopoly: Who Sells the New Ingredient? The commercialization of BEMT in the United States is governed by a critical supply-chain variable: the 18-month marketing exclusivity period. Because DSM Nutritional Products LLC (dsm-firmenich) sponsored and funded the expensive original data packages required for the Tier 1 OMOR pathway, the FDA has granted the company an exclusive 18-month window to market their proprietary BEMT formulation, registered under the trade name Parsol Shield. This exclusivity period, starting on the effective date of August 9, 2026, prevents other raw material suppliers from selling BEMT for use in U.S. OTC sunscreen products. Consequently, major multi-national conglomerates and independent brands planning a rapid product launch in late 2026 or early 2027 must source their active ingredients directly from dsm-firmenich. This arrangement gives dsm-firmenich a short-term monopoly and significant pricing leverage over early-adopting manufacturers. Other global chemical giants, notably BASF, which manufactures and markets bemotrizinol globally under the trade name Tinosorb S, have already secured FDA approval for their respective ingredients. However, BASF and alternative suppliers cannot legally supply BEMT to the U.S. OTC market until the conclusion of the 18-month exclusivity period. This dynamic creates a two-phased entry strategy for the industry: a high-cost, high-profile early adoption phase utilizing dsm-firmenich's Parsol Shield, followed by a highly competitive, multi-supplier market phase after eighteen months, which will drive down the cost of goods sold (COGS) and democratize next-generation sun protection across mass-market brands. Market Phase Timeline Primary Sourcing Channels Estimated Sourcing Costs Strategic Focus for Brands Phase 1: Exclusive Launch August 9, 2026 – February 9, 2028 Restricted to dsm-firmenich (Parsol Shield). Premium; monopoly pricing structure. First-mover positioning; premium product formulations. Phase 2: Open Competition Post-February 9, 2028 Open market (dsm-firmenich, BASF Tinosorb S, etc.). Competitive; rapid COGS reduction. Mass-market scaling; product line extensions. Strategic Impact on K-Beauty Brands and the OTC Drug Conundrum The K-Beauty sector has built a global reputation on sunscreens featuring exceptional cosmetic elegance—formulas that are thin, hydrating, and invisible on the skin. This aesthetic excellence is achieved by using advanced UV filters like BEMT, which is a staple in domestic Korean formulations. The FDA's approval of BEMT has been widely heralded as a turning point for K-Beauty brands seeking to capture a share of the lucrative U.S. sun care market. However, a rigorous analysis reveals that the path to U.S. commercialization is highly complex and cannot rely on simple product exportation. @inhoocho.com The Direct Import Illusion and the Formula Gap There is a widespread consumer misconception that the FDA's approval of BEMT allows popular, viral K-Beauty sunscreens to be imported and sold in the United States "as is". Cult favorites like Beauty of Joseon Relief Sun: Rice + Probiotics and Round Lab Birch Juice Moisturizing Sun Cream cannot be legally imported in their original domestic forms. While both products feature BEMT in their ingredient listings, they are formulated as "cocktails" containing multiple advanced chemical filters that remain completely unauthorized by the U.S. FDA. These unapproved companion filters include Uvinul A Plus, Uvinul T 150, and Uvasorb HEB. Under FDA rules, any finished product containing even a single unapproved active drug ingredient is classified as an unapproved new drug and is subject to immediate detention, import refusal, or placement on an Import Alert at the border. To bypass these restrictions, brands have historically created "American versions" of their popular products by substituting their advanced domestic filters with older, approved U.S. chemical filters. For instance, Round Lab manufactures a legally compliant U.S. version of its Birch Juice sunscreen containing homosalate, octisalate, and avobenzone. However, skincare consumers have strongly criticized these U.S. versions for causing eye irritation, leaving a greasy finish, and lacking the signature cosmetic elegance of the Korean originals. BEMT's approval resolves this formulation dilemma. By combining 6% BEMT with minimal concentrations of approved filters, K-Beauty formulators can now engineer U.S.-compliant, legally registered products that match the cosmetic elegance of their domestic formulations. The MoCRA Double-Compliance Burden To legally sell BEMT-containing sunscreens in the United States, K-Beauty brands must navigate the rigid operational differences between South Korea's Ministry of Food and Drug Safety (MFDS) and the U.S. FDA. In South Korea, sunscreens are categorized as "functional cosmetics," which requires proving efficacy but allows for rapid formulation changes and flexible manufacturing pipelines. The United States, however, demands compliance with strict OTC drug manufacturing and administrative protocols. Under the Modernization of Cosmetics Regulation Act (MoCRA), cosmetic importers face strict oversight, but the regulatory friction is exponentially higher for products that cross the cosmetic-drug boundary. Because a sunscreen claim automatically converts a product into an OTC drug, any brand that formulates a hybrid product—such as a makeup primer, tinted moisturizer, or daily hydrating cream containing SPF—pulls their entire manufacturing pipeline into drug-level regulation. Concurrently, the non-SPF cosmetic SKUs in their portfolio must comply with MoCRA cosmetic safety substantiation and facility registration, subjecting the brand to a complex, double-compliance regime. To achieve a compliant posture, K-Beauty brands must execute several resource-intensive operational changes: cGMP Facility Audits: Sunscreen drug products must be manufactured in facilities registered with the FDA and certified under Current Good Manufacturing Practice (cGMP) standards. Many Korean original design manufacturers (ODMs) and original equipment manufacturers (OEMs) that produce viral products do not possess FDA-audited cGMP drug manufacturing status, requiring K-Beauty brands to shift their production to certified facilities. Pre-Compliance and Border Screening: All products must be registered and listed under valid National Drug Code (NDC) numbers. The FDA–CBP (Customs and Border Protection) interface actively screens imports, and failure to match monograph specifications or maintain proper listings triggers immediate detention, import refusal, or placement on an Import Alert. Labeling and Efficacy Validation: All packaging must feature the strict U.S. "Drug Facts" panel, and claims must be supported by certified SPF and broad-spectrum clinical testing. Microbial and Stability Testing: Brands must perform rigorous, mandatory microbial testing and real-time stability testing to prove the finished product's integrity over its shelf life. Strategic Action Plan and Recommendations To capitalize on the historic addition of bemotrizinol to the U.S. market while mitigating regulatory risk, global brand executives, cosmetic chemists, and compliance officers should adopt the following structured action plan: Supply Chain and Sourcing Optimization During the initial 18-month exclusivity period, brands aiming for immediate U.S. market entry should establish supply agreements with dsm-firmenich to secure Parsol Shield, budgeting for the higher raw-material costs associated with this exclusive supply. Concurrently, procurement teams should establish secondary sourcing relationships with BASF and other suppliers to utilize Tinosorb S or generic BEMT immediately upon the expiration of the exclusivity window in early 2028, driving down formulation costs and enabling mass-market scaling. Target Formulation Engineering Formulators should move away from traditional chemical sunscreen bases in favor of next-generation hybrid formulations. By utilizing BEMT at the maximum permitted concentration of 6%, chemists can significantly reduce the concentration of avobenzone or mineral blockers required to achieve SPF 50+ and PA++++ equivalent protection. This formulation strategy minimizes skin irritation, completely eliminates the chalky white cast, and prevents the chemical breakdown and eye-stinging sensations that have plagued previous U.S.-compliant formulations. Regulatory Infrastructure Alignment Brands must audit their manufacturing partners and transfer the production of all U.S.-bound sunscreens to FDA-registered facilities that comply with OTC drug cGMP standards. Compliance officers must implement a dual-track program to satisfy MoCRA requirements for standard cosmetic SKUs while strictly executing NDC listings, standardized clinical SPF testing, and Drug Facts labeling for all SPF-containing hybrid products. Proactive compliance verification prior to shipping is essential to prevent costly border detentions and safeguard international supplier relationships. @inhoocho.com

The Consumer Packaged Goods (CPG) industry in the US is undergoing a profound transformation. This evolution is not merely a reaction to changing consumer preferences but a reflection of deeper structural shifts in supply chains, technology adoption, and market strategies. From my vantage point as an industry analyst bridging East and West, I see these trends as the silent engines driving the future of the sector. Understanding these forces is essential for global beauty executives, investors, and brand strategists aiming to decode the complex interplay between innovation and market penetration. Supply Chain Resilience and Agility: The Backbone of CPG Market Shifts USA The pandemic exposed vulnerabilities in traditional supply chains, prompting a strategic pivot towards resilience and agility. Companies are no longer content with linear, cost-focused supply chains. Instead, they are investing in multi-sourcing strategies, nearshoring, and digital supply chain management to mitigate risks and improve ROI. For example, the integration of AI-driven demand forecasting tools allows brands to anticipate shifts in consumer behavior with greater precision. This capability is crucial in the beauty sector, where formulation cycles and ingredient sourcing can be highly sensitive to global disruptions. The agility of Korean ODM/OEM networks, known for their rapid prototyping and flexible manufacturing, exemplifies how supply chain innovation can accelerate market penetration in the US. Eye-level view of a modern warehouse with automated robotic arms Digital Transformation and Direct-to-Consumer Models in CPG Market Shifts USA Digital transformation is no longer optional; it is a strategic imperative. The rise of e-commerce and social media platforms has redefined how brands engage with consumers. Direct-to-consumer (DTC) models are gaining traction, enabling brands to collect first-party data and tailor personalized experiences. From a formulation perspective, this shift allows for rapid iteration based on real-time feedback, enhancing product efficacy and consumer satisfaction. The glass skin narrative, popularized by Korean beauty brands, thrives in this environment where storytelling and product transparency are paramount. Brands leveraging digital channels can optimize their marketing spend and improve ROI by targeting niche segments with precision. Close-up view of a smartphone displaying an e-commerce beauty product page Sustainability and Ethical Consumerism: The New Market Mandate Sustainability is no longer a buzzword but a core business driver. Evidence suggests that consumers, especially millennials and Gen Z, prioritize brands that demonstrate environmental responsibility and ethical sourcing. This trend is reshaping product development, packaging, and supply chain decisions. In the beauty industry, this translates to innovations in biodegradable packaging, cruelty-free formulations, and transparent ingredient sourcing. The structural agility of Korean ODM/OEM networks also supports sustainable practices by enabling smaller batch production and reducing waste. Investors and strategists must consider sustainability as a critical factor in long-term ROI and brand equity. Data-Driven Personalization and AI in Product Development The intersection of big data and AI is revolutionizing product development in the CPG sector. Market patterns indicate that personalized beauty solutions, powered by AI diagnostics and consumer data analytics, are becoming mainstream. This approach enhances skin-barrier health by tailoring formulations to individual needs, moving beyond one-size-fits-all products. Brands that harness these technologies can achieve deeper market penetration by addressing unmet consumer needs with precision. The integration of AI also streamlines R&D processes, reducing time-to-market and optimizing resource allocation. This trend underscores the importance of cross-functional collaboration between data scientists, formulators, and marketers. Strategic Global Expansion: Bridging East and West The global expansion of Korean beauty brands offers a blueprint for strategic growth in the US CPG market. Their success is rooted in a deep understanding of both local consumer behavior and global beauty narratives. This dual perspective enables them to craft products that resonate across cultures while maintaining authentic brand stories. From a business standpoint, this requires a nuanced approach to market entry strategies, including partnerships with local distributors, tailored marketing campaigns, and compliance with regulatory frameworks. The ability to navigate these complexities is a competitive advantage that global beauty executives and investors must prioritize. Integrating these insights into your strategic planning will position your brand to capitalize on emerging opportunities and mitigate risks in the evolving CPG landscape. High angle view of a global map with highlighted trade routes between East Asia and the US Navigating the Future of CPG Market Shifts USA The US CPG industry stands at a pivotal crossroads where innovation, consumer expectations, and operational excellence converge. The trends shaping this landscape are not isolated phenomena; they are interconnected forces redefining the future of the market. To achieve sustained success, brands must actively embrace supply chain agility, digital transformation, sustainability, data-driven personalization, and strategic global expansion. Gaining a holistic view of these dynamics is no longer optional—it is a strategic necessity. The path forward demands a seamless blend of visionary leadership and tactical execution, ensuring that brands remain both relevant and highly competitive in a rapidly shifting marketplace. By decoding these complex trends, stakeholders can unlock new avenues for growth and innovation, ultimately redefining the CPG market shifts USA for years to come.

The path to building a 100-billion-won "Pre-Unicorn" is rarely a straight line. For Chang-jun Baek, the CEO of Elleven Corporation, that path didn't start in a high-tech lab or a prestigious boardroom. It began in a small community of scooter enthusiasts. His story is a masterclass in market sensing, data-driven pivoting, and the courage to choose long-term brand equity over short-term survival. The Genesis: From "Street Smarts" to Market Logic In his early twenties, Baek was active in a scooter club. He noticed a specific demand for LED accessories and began coordinating group buys to fulfill it. This was his first "real-world" MBA. He learned the two most important laws of commerce: identifying a localized pain point and managing a supply chain to meet it. By 2014, Baek entered the cosmetics distribution sector during the peak of the K-Beauty boom in China. While many were focused on the immediate profits of exporting, Baek was a "student of the market." He observed brands rise and fall, concluding that distribution alone was a race to the bottom. To build lasting value, he needed to transition from a distributor to a Brand Builder. Elleven Corporation Stage 1: The "Niche Moat" Strategy (2018–2020) When Elleven Corporation was founded in 2018, the K-Beauty landscape was a "Red Ocean" of generic products. Baek knew that a newcomer with zero external funding couldn't win a war of attrition against giants. He opted for a Niche Category Strategy: 🔹 A•ddct: While the market was flooded with alcohol-based perfumes, Baek launched a fragrance brand focused on "scent essence," prioritizing raw olfactory experiences over traditional branding. 🔹 Growus: Instead of general hair care, he focused on "thalassotherapy" (sea-based therapy) to address specific high-end scalp and hair concerns. The Lesson: Distinction Over Size If you cannot be the biggest, be the most distinct. By owning these "side-street" categories, Elleven Corp built a loyal fan base without triggering a defensive response from industry leaders. Elleven Corporation brand portfolio featuring A•ddct Stage 2: Weaponizing Data and the "Hero SKU" (2021–2023) The turning point for Elleven Corp was its entry into CJ Olive Young, Korea’s dominant H&B retailer. Most brands see a major retailer as just a sales channel; Baek saw it as a data laboratory. In 2023, the company faced a crossroads: expand the lineup or double down? The internal instinct was to diversify. However, the retail data told a different story. One specific product—the No-Wash Treatment—was showing "stickiness" far beyond its peers. Baek made the difficult executive decision to postpone new launches and funnel all marketing resources into this single "Hero SKU." 📍 The Result: The product alone generated $3.5M (4.7B KRW) in annual revenue. 📍 The Strategic Lever: This success became the "proof of concept" required to convince global buyers in the US and Japan that the product had mass-market appeal. Stage 3: The "J-Curve" Gamble (2023–2024) In 2023, Elleven Corp’s growth appeared to stall. Revenue dipped, and the company posted a loss of roughly 3.1B KRW. To an outsider, it looked like a decline. In reality, it was a Strategic Retreat for Global Expansion. Baek was aggressively investing in direct overseas subsidiaries and localized marketing. This "calculated loss" paid off. By 2024, Elleven Corp rebounded with a vengeance, hitting 41B KRW in revenue and 4.9B KRW in operating profit. It proved that you often have to take one step back to take three steps forward. Elleven Corporation brand portfolio featuring Growus products The Future: Decoupling from the "K-Beauty" Halo Today, Elleven Corporation is valued at over $75M. But Baek is already looking at the next evolution: Strategic Decoupling. He wants his brands—Parnell, A•ddct, Growus—to be recognized for their own merits, not just because they are "Korean." With a target of 60% international revenue, the company is shifting from a regional player to a global lifestyle powerhouse. Key Takeaways for Entrepreneurs ✅ Start Small, Think Structural: Your first business doesn't have to be your last, but the lessons in supply and demand are universal. ✅ Let Data Veto Instinct: Don't diversify just because you're bored. Diversify when the data says your current "Hero" has peaked. ✅ Invest in the Dip: Use periods of slow growth to build the infrastructure for the next 10x leap. The K-Beauty Ecosystem: A Masterclass in Structural Agility To truly understand the global dominance of K-Beauty, one must look past the marketing and into its infrastructure. The ultimate competitive advantage of this ecosystem lies in the unparalleled agility of Korean ODM/OEM (Original Design/Equipment Manufacturer) networks. This hyper-collaborative web of suppliers, advanced R&D labs, and fast-tracked manufacturers functions as a silent, turnkey engine. It allows indie brands to scale from concept to commercialization at a speed that legacy Western conglomerates simply cannot match. However, navigating this landscape requires more than just utilizing its supply chain. Success demands a dual mastery: the artistry of cultural storytelling to capture global mindshares, and the precision of data-driven execution to capture shelf space. Conclusion: The New Blueprint for Global Scaling Decoding the K-Beauty ecosystem reveals that sustainable growth is never accidental—it is architected. The trajectory of Elleven Corporation serves as a definitive blueprint for the modern beauty brand. By leveraging the ecosystem's operational speed while ruthlessly letting retail data veto creative instinct, Chang-jun Baek successfully bridged the gap between a localized niche and a $75M global powerhouse. In an industry defined by hyper-competition and shifting consumer loyalties, the ability to execute a calculated pivot is the ultimate survival metric. For the next generation of beauty entrepreneurs, the lesson of Elleven Corp is clear: Build with structural agility, validate with data, and have the courage to invest in your own momentum.

In today’s saturated beauty market, where product innovation and formulation breakthroughs are frequent, the silent engine driving brand differentiation is storytelling. The structural agility of Korean ODM/OEM networks, for example, is not just a supply chain marvel but a narrative goldmine that brands can leverage to deepen market penetration and maximize ROI. From a storyteller’s perspective, understanding the power of storytelling for marketing is essential to decode complex ecosystems like K-Beauty and translate them into compelling, authentic brand experiences that resonate globally. Why Storytelling for Marketing is a Strategic Imperative Storytelling in marketing transcends traditional advertising by weaving emotional and rational elements into a cohesive narrative. Evidence suggests that consumers, especially in the beauty sector, are no longer satisfied with product features alone. They seek stories that reflect their values, aspirations, and lifestyle. This shift is particularly pronounced in the global beauty market, where the “glass skin” narrative from Korea has become a cultural phenomenon, not just a skincare trend. Brands that master storytelling can: Enhance brand recall by creating memorable narratives. Build emotional connections that foster loyalty. Differentiate in crowded markets by highlighting unique brand heritage or innovation. Drive higher ROI through increased customer lifetime value and advocacy. For instance, the skin-barrier restoration story embedded in many K-Beauty formulations is not just a technical claim but a narrative about self-care and resilience. This narrative aligns perfectly with consumer desires for wellness and authenticity, making it a powerful marketing tool. Eye-level view of a minimalist skincare product display on a wooden shelf How Storytelling Shapes Market Penetration in Beauty Market patterns indicate that storytelling acts as a bridge between product innovation and consumer adoption. The Korean beauty industry’s rapid global expansion is a testament to this. Behind the scenes, the supply chain’s flexibility allows brands to quickly adapt formulations and narratives to local preferences, creating a dynamic storytelling ecosystem. From a strategic standpoint, storytelling enables brands to: Localize narratives without losing brand identity. Leverage cultural nuances to enhance relevance. Create multi-channel engagement that integrates digital, retail, and experiential touchpoints. For example, a brand entering the US market might emphasize the “clean beauty” aspect of its Korean formulations, while in Southeast Asia, the focus could shift to hydration and skin-barrier protection. This narrative agility, supported by a responsive supply chain, accelerates market penetration and builds trust. In practice, marketers should focus on crafting stories that highlight the why behind the product—why the formulation matters, why the ingredients were chosen, and why the brand’s approach is unique. This approach transforms marketing from a transactional pitch into a strategic dialogue. What is the 3 3 3 Rule in Marketing? The 3 3 3 rule is a cognitive framework that marketers use to optimize message retention and engagement. It suggests that: People can remember 3 key points from a message. These points should be delivered in 3 sentences each. The entire message should be communicated within 3 minutes. Applying this rule in storytelling for marketing ensures clarity and impact. In the beauty industry, where consumers are bombarded with information, distilling complex narratives into digestible, emotionally resonant chunks is critical. For example, a brand story about a revolutionary skin-barrier formula could be broken down as: Point 1: The science behind skin-barrier damage and its impact on skin health. Point 2: How the brand’s unique formulation restores and strengthens the skin barrier. Point 3: The emotional benefit—confidence and radiant skin that empowers daily life. Each point is concise, supported by evidence, and tied to consumer aspirations, making the story both credible and compelling. Integrating Storytelling into Your Marketing Strategy To harness the full potential of storytelling, brands must embed it into every layer of their marketing strategy. This requires a holistic approach that aligns product development, supply chain agility, and communication channels. Key actionable recommendations include: Develop a brand narrative framework: Define your brand’s core story, values, and unique selling propositions. Leverage data and insights: Use consumer research and market trends to tailor stories that resonate with target audiences. Train teams on narrative consistency: Ensure that sales, marketing, and customer service teams communicate the story uniformly. Utilize multimedia storytelling: Combine visuals, video, and interactive content to create immersive experiences. Measure storytelling ROI: Track engagement metrics, brand sentiment, and sales impact to refine narratives continuously. For those seeking practical guidance on how to use storytelling in marketing, integrating these steps can transform brand communication from generic to magnetic. Close-up view of a digital marketing dashboard showing storytelling campaign metrics The Future of Storytelling in Global Beauty Markets Looking ahead, storytelling will become even more critical as beauty brands navigate increasing consumer sophistication and market complexity. The convergence of technology, cultural exchange, and sustainability concerns demands narratives that are authentic, transparent, and adaptable. Market insights indicate that: Personalization through storytelling will drive deeper consumer engagement. Sustainability narratives will become central to brand identity. Cross-cultural storytelling will bridge East-West divides, leveraging the best of both worlds. Brands that invest in storytelling as a strategic asset will unlock new growth opportunities and build resilient connections with consumers worldwide. The power of storytelling is not just in telling a story but in creating a shared experience that transforms customers into advocates. By decoding the complex K-Beauty ecosystem and translating its innovations into compelling narratives, marketers can lead the charge in global beauty expansion with confidence and clarity.

Cosmoprof 2026 Bologna, ⓒinhoocho.com May 2026, at a crowded conference hall in COEX, Seoul. Juhyuk Hyung, CEO of Global K-brand Accelerator Egongegong, took the podium and opened with a candid confession: he had completely overhauled his prepared presentation just a few days prior. "I realized it was impossible to stand up here and definitively tell you which product will guarantee success," Hyung admitted. "Instead, I came to give you the raw, unfiltered reality of the US market." This honest admission from a seasoned veteran—who has engineered countless success stories on Amazon North America—was, paradoxically, the perfect opening statement. It proved just how unpredictable, and how scorching hot, the current K-Beauty phenomenon truly is. Beauty BM Intelligence Summit 2026, ⓒinhoocho.com When BTS first conquered the Billboard charts years ago, the global music industry experienced a collective moment of disbelief. It was a cultural shockwave—a marginalized, subcultural genre piercing straight through the heart of the world’s most dominant mainstream market. Today, a strikingly identical phenomenon is playing out across the epicenters of US e-commerce: Amazon and TikTok Shop. Korean skincare videos are racking up tens of millions of views, and serums from Korean SMEs—whose names are completely unfamiliar even to domestic consumers—are completely dominating American shopping carts. Riding the crest of this massive wave, Egongegong’s scorecard is nothing short of miraculous. In 2020, the company’s annual revenue stood at a modest 800 million KRW. By 2025, just five years later, that figure skyrocketed past 84 billion KRW—a staggering 100-fold growth. CEO Hyung interprets these explosive metrics as a clear signal: K-Beauty has transcended a fleeting micro-trend and has finally established itself as an independent, recognized "genre" in the US market. Yet, even as K-Beauty claims the crown as the number-one imported cosmetics category, behind this glamorous facade lies a cold equation of capital and ruthless data that we cannot afford to ignore. Beauty BM Intelligence Summit 2026, ⓒinhoocho.com The Twilight of Romantic Window Shopping: Enter the Rule of the Algorithm Historically, Amazon was a strictly goal-oriented ecosystem. When consumers needed something, they typed a precise keyword into the search bar and mechanically selected a product based on reviews and price competitiveness. It was the digital equivalent of popping into a local grocery store on the way home to grab a carton of milk. The romance of "window shopping"—marveling at influencer recommendations or impulsively buying while scrolling mindlessly through a feed—simply did not exist on Amazon. It was a utilitarian, text-driven, and highly insular marketplace. However, around 2023, the first major cracks appeared in these fortress walls. As TikTok, the short-form content giant, swept across the United States, it institutionalized a novel consumer habit: the seamless pivot from content consumption to immediate purchase. Visually stimulated American consumers began migrating en masse from TikTok to Amazon specifically to buy the cosmetics they had just seen on their feeds. This marked a historic inflection point, completely rewriting Amazon's success formula from organic text search to external viral marketing. Beauty BM Intelligence Summit 2026, ⓒinhoocho.com The most fascinating nuance here is that American consumers did not open their wallets out of an initial love for "K-Beauty" as a collective concept. The data reveals that early adopters reacted to specific, unique hero items from individual brands—such as Beauty of Joseon—rather than Korea’s national brand equity. When the search volume for the generic keyword "Korean Skincare" hovered around 70,000, searches for a single breakout brand surpassed 800,000. It was a fragmented battlefield driven by isolated star products. It wasn't until late last year that searches for "Korean Skincare" itself exploded, finally coalescing into a massive, unified mainstream movement. Beauty BM Intelligence Summit 2026, ⓒinhoocho.com Why the US Market is the Ultimate "Billboard Chart" CEO Juhyuk Hyung defines the US market as the ultimate "global billboard." With a population of over 300 million and a market value exceeding 100 trillion KRW, it is undeniably massive. However, the true value of winning in America is not the immediate revenue—it is the symbolism. The moment a brand ranks on Amazon US, the world's most competitive stage, that ranking becomes an absolute, universally recognized business card for global buyers. A fascinating multinational blueprint has now become industry standard: you claim the number-one spot in the US, and then you reap the true financial windfall from the rest of the world. Beneath this glittering billboard, however, lies a brutal game of survival. The optimistic belief that a rising tide lifts all boats is a dangerous illusion. The reality is a merciless, winner-take-all landscape. Because real estate on Amazon’s first page and physical retail shelves is fiercely limited, a handful of mega-brands sweep up the lion’s share of the market data. Ultimately, market expansion is not a festival for everyone; for those who fail to secure an early foothold, it is a poison that merely raises the barrier to entry. Beauty BM Intelligence Summit 2026, ⓒinhoocho.com Furthermore, traditional benchmarking—simply copying yesterday's success stories—is officially dead. Just two or three years ago, a brand could catch a lucky break, go viral with a single video, and wake up at number one on Amazon. Today, marketing efficiency is deteriorating by the month. We are now seeing a bizarre disconnect where videos generate tens of millions of views but yield virtually zero conversion into actual sales. In a market where trends move faster than the speed of light, companies navigating with outdated maps will inevitably find themselves lost. The Interlocking Gears of the "Global Virtuous Cycle" Today, the core of US beauty marketing is perfectly encapsulated in the diagram projected on the main screen: the K-Beauty Global Expansion Virtuous Cycle. This meticulous machine begins with rigorous product curation. Once a product is selected, it moves into "seeding"—distributing products to local YouTubers and TikTokers—and the "affiliate" stage, incentivizing creators with commission-based partnerships. Supplemented by real-time live commerce, the primary mission is to flood the digital ecosystem with a massive volume of "hook content" to cast into the vast American market. Yet, the reality is unapologetically cold. Even if you hand your hook to a mega-influencer, bad luck can result in abysmal view counts or a heartbreaking grand total of five products sold the next day. The romantic era of waiting under the tree for the fruit to fall—operating under the assumption that "one viral video fixes everything"—is over. Relying solely on the creative emotional realm will never yield sustainable growth. Beauty BM Intelligence Summit 2026, ⓒinhoocho.com This is precisely where AI-driven performance marketing tools and sophisticated distribution networks step in as the ultimate relief pitchers. The primary library of video content is fed as raw material into automated AI advertising engines, such as TikTok Shop’s 'GMV MAX' or 'Spark Ads.' Marketers no longer spend sleepless nights agonizing over target demographics. They simply input their parameters—"Here is $1,000; bring me back at least $2,000 in sales"—and the intelligent AI algorithm combs the US 24/7, pinpointing and serving the content exclusively to users with the highest propensity to buy. In this era, studying how to manually run ads is a waste of time. The real competitive advantage lies in formulating an inherently compelling product and producing high-quality video content to feed the AI. Beauty BM Intelligence Summit 2026, ⓒinhoocho.com The "A-list content" filtered through this process transcends mere advertising; it translates into brand equity, PR, and global trade show invitations, manifesting as a heavy brick-and-mortar presence. Granted, when you first launch these campaigns, the initial Return on Ad Spend (ROAS) is often a dismal 50%—meaning you spend $1.00 to make $0.50, taking a loss on every transaction. However, as the machine learning matures and the digital net tightens, this figure steadily climbs past the 100% break-even mark, eventually breaching the 200% threshold—the gold standard of a breakout hit. The moment ROAS surpasses 200%, the virtuous cycle of capital explodes, feeding right back into the initial "product selection" phase and completing a massive, automated sales orbit. This grueling war of data, fought day and night to move a metric by 1%, is the true, unvarnished face behind Egongegong’s global triumph. Waiting for the Next Hero in the Fog There is no pre-existing blueprint for what American consumers want. While many domestic companies meticulously analyze current best-sellers in the US and launch "me-too" copycats, this is a shortcut to failure 90% of the time. If you look back at the legendary success stories in K-Beauty history, they were, ironically, products that boldly introduced entirely unprecedented ingredients or unfamiliar concepts that had never existed in the US market. Steve Jobs’ famous axiom holds entirely true in the beauty industry: consumers don’t know what they want until you show it to them. Engineering that first "hero product" is a grueling, uphill battle akin to threading a needle in a storm. The entrenched mega-brands possess the terrifying infrastructure to completely monopolize Amazon within two weeks of launching a new product. It is an uneven playing field with an obvious disparity in capital and resources. However, if a brand manages to pierce a niche and successfully anchor a single hero product, the consumer loyalty base and the AI algorithms will take over and drive the momentum on autopilot. Beauty BM Intelligence Summit 2026, ⓒinhoocho.com The US marketplace is an unpredictable, shapeshifting beast. When a hero product breaks out in America, a chain reaction occurs: unexpected inquiries pour in from entirely different countries, orders surge across unanticipated brick-and-mortar channels, and revenue for completely unrelated product lines enjoys a symbiotic lift. Yet, even under the rigid control of calculated data and artificial intelligence, the final spark that ignites this explosion is human ingenuity and visionary product planning. In pursuit of the next crown on the global Billboard chart, countless K-Beauty pioneers continue to cast their high-stakes dice in front of cold monitors today.

"What do I wear to bed? Why, Chanel No. 5 of course." When a reporter lobbed that mischievous question, Marilyn Monroe did not offer a list of raw chemical raw materials or describe the geometry of a glass bottle. She smiled, stepped outside the cold confines of product specifications, and instantly reframed an industrial liquid into the most intimate routine of the bedroom. In doing so, she unlocked a fundamental truth that many modern brands still fail to grasp: consumers do not purchase laboratory data or chemical formulations; they buy a narrative capable of transforming their reality. Yet walk into any contemporary beauty summit or brand strategy meeting, and the conversation tells a completely different story. Executives obsess over isolated metrics, scrambling to capture the latest viral ingredient or mimic a trending texture. At the Beauty BM Intelligence Summit at Coex, Ahn In-su from Cosmecca Korea, took the stage to challenge this exact obsession. He forced a crowded room of industry insiders to confront a sobering question: Why do we continuously chase the illusion of success in a single, fragmented dot? ⓒinhoocho.com The Tyranny of Disconnected Brilliance Brand Managers today operate in a state of perpetual urgency. They rush to manufacturers with a frantic checklist, demanding the immediate integration of whatever active ingredient is currently blowing up social media. This reactionary panic is understandable in a hyper-accelerated market, but it builds a house of cards. Individual ingredients, textures, and aesthetic designs are merely isolated points. No matter how brilliant a single point might be, it possesses exactly zero strategic velocity if it remains disconnected from a broader architecture. Imagine ten magnificent ideas, each pulled by different internal teams, pointing in ten completely disparate directions. The mathematical result of such a structure is absolute stillness. The product fails to move forward even a single centimeter, trapped by the internal friction of its own disconnected components. The tragedy of modern product failure is rarely a lack of talent or a shortage of good ideas; it is the sheer inability to align those ideas into a cohesive trajectory. To survive in a saturated landscape, a product must evolve beyond the single dimension of a point. Once an ingredient or a packaging concept is selected, it must draw a direct line to a specific sensory experience on the skin. That line must then expand into a plane that accounts for the harsh realities of retail—defining exactly who will buy it, on which specific shelf it will sit, and at what precise price point. True market longevity only happens when these dimensions fold into a solid, three-dimensional business structure where manufacturing, branding, and distribution operate as a single organism. ⓒinhoocho.com When Internal Friction Reduces Solids Back to Dust Even the most formidable business concepts can be instantly ruined by organizational misalignment. A company can secure an exclusive, globally patented ingredient or design a flawless formulation, achieving what traditional management frameworks define as a textbook competitive advantage. Yet, if the execution engine—the human architecture of the company—is fractured, that magnificent three-dimensional strategy collapses right back into disconnected fragments. This structural friction manifests as a devastating defense mechanism the moment a product underperforms in the market. The post-mortem meeting quickly devolves into a theatrical display of finger-pointing. Marketing blames R&D for a lackluster formulation; R&D fires back, accusing marketing of demanding impossible timelines and chasing unrealistic concepts; logistics points to a misalignment in the distribution strategy; and brand executives simply blame bad timing or market luck. The root of this systemic failure is not a lack of capability, but a failure of translation. When marketing promises a radical transformation but R&D delivers a heavy, unwearable texture, the consumer instantly senses the lie. Conversely, when lab researchers pull off a technical miracle but the brand team fails to translate that complexity into plain, human value, the product falls silent. When internal teams look in completely opposite directions, they don't just stall momentum—they actively cannibalize the brand from within. Beauty BM Intelligence Summit 2026, ⓒinhoocho.com Stop Treating the Symptom When the System Is Broken When a product begins to fail, the market rarely stays quiet; it flashes warning signs through declining sales, stagnant review counts, and eroding margins. The typical corporate response is as predictable as it is ineffective: executives panic and spray short-term fixes at the surface level, launching aggressive discount campaigns or manufacturing artificial review drives. They treat a negative data point as the problem itself, failing to realize it is merely a distress signal sent from a broken underlying architecture. A true diagnostic assessment requires separating superficial symptoms from root causes. A steep drop in sales is almost never an advertising budget problem; it is a clear indication that the product's fundamental reason to exist has expired in the mind of the consumer. Similarly, a complete lack of user reviews cannot be fixed by increasing promotional giveaways. Reviews remain stagnant because the product experience lacks the distinctiveness required to make a consumer genuinely want to claim ownership of it within their social circle. The most fatal metrics, however, show up in the re-order rate. First-time purchases are easily bought; they are the direct result of marketing illusions, influencer hype, and limited-time price cuts. But the second purchase is an entirely different game dictated by validation. The moment the vanity mirror replaces the smartphone screen, the marketing hype vanishes. If the tactile experience of the product contradicts the grandiose promises made during the initial campaign, the relationship ends permanently. ⓒinhoocho.com The Evolution from Technical Skill to Unrivaled Magic The entire lifecycle of a product can be categorized into three distinct evolutionary tiers: Skill, Charm, and Magic. In the early stages of a brand or career, technical skill is non-negotiable. A product of pure skill is honest; it features clean ingredients, high stability, and performs its baseline function without error. But in a commoditized market where high-quality manufacturing is accessible to anyone, baseline competency is merely the price of entry. It is no longer a differentiator. As competition intensifies, a brand must ascend to the level of charm. Products of charm leverage striking aesthetics, sophisticated visual assets, and sharp positioning to capture immediate consumer curiosity. They excel at forcing the initial transaction. Yet, even charm has a shelf life. In a hyper-connected world where design trends are copied within weeks and duplicate products flood the market almost instantly, charm alone cannot sustain an empire. The ultimate destination—the territory occupied by the industry’s true anomalies—is the realm of magic. A product of magic does not beg for attention, nor does it waste breath listing its technical merits. It commands a psychological monopoly over the consumer. This happens because the entire value chain—from raw material synthesis and brand narrative to distribution mechanics—is so perfectly unified that the product effortlessly integrates into the user's daily life. It ceases to be an option and becomes an unalterable routine. ⓒinhoocho.com The Architecture of the Irreplaceable Great products are never the result of a single stroke of luck or a solitary breakthrough ingredient. True market power belongs exclusively to those who build complete, unassailable architectures. Competitors can easily copy a color palette, match a price point, or source the exact same raw materials from a global supplier. What they cannot replicate is an unbroken, end-to-end ecosystem where every single component reinforces the other. The contemporary beauty landscape is brutally efficient at purging the superficial. Brands built entirely on ephemeral trends, hollow marketing claims, or fragmented ideas will inevitably burn through their capital and vanish into obsolescence. The market has zero tolerance for structural weakness. Every brand manager, developer, and executive must look at their current pipeline with absolute candor. Is the project currently sitting on your desk merely a temporary illusion—a frantic dot floating in a void of copycat products? Or have you engineered a genuine solid, a meticulously designed architecture capable of anchoring itself permanently into the lives of your consumers? The market already knows the answer, and it is waiting to pass its judgment. ⓒinhoocho.com

Sun-young Lee, the CEO leading Aesthein Sun-young Lee, the CEO leading Aesthein—a premium beauty brand built for professionals—grew up in an environment so harsh that she spent her youth living in a shipping container. Before stepping into the business world, she chose the path of a social worker, spending eight years standing by the side of youth in crisis. What she learned most bitterly on the front lines of social work was that fleeting sympathy changes nothing. Even now, as an entrepreneur, the sense of moral obligation from those years remains the foundational root supporting her management philosophy. To be perfectly honest, as I prepared for this interview, a nagging, uncomfortable question kept rising in my mind. If someone who had survived that level of deprivation finally took hold of capital, it would surprise no one if they became obsessed with wealth. It seemed only natural that they would aggressively scale their business and maximize profits. Yet, her actual footsteps told a completely different story. Taking care of her colleagues and agonizing over how to deploy capital more effectively for the marginalized—this was a far cry from standard business logic, at least as I knew it. Paradoxically, it was this very "contradiction" that held my attention until the end. I reasoned that if someone who had walked through such profound scarcity was building a business on something far more unyielding than money, there would undoubtedly be a story worth listening to. For the countless leaders who find themselves wavering every single day in front of their income statements, I hope the story of this stubbornly principled entrepreneur serves as a grounded yet profoundly heavy wake-up call. Q. You spent eight years working as a social worker for youth before stepping into the aesthetics industry. Was there a specific turning point that led to this transition? For eight years, I was a social worker, protecting youth in crisis from the closest vantage point. Counseling children who had run away from home or were exposed to dangerous environments always broke my heart. But at the same time, I faced the cold reality that the role and responsibilities of a social worker alone had clear limitations when it came to actively supporting them. Temporary sponsorships or emotional comfort could never fundamentally change their lives. What these children truly needed was not to remain passive beneficiaries of welfare, but rather to receive "practical help" and be placed within a "sustainable structure" that would allow them to stand on their own two feet against the prejudices of the world. This unresolved thirst—“Is there a system where children can learn a specialized skill within a safe harbor and achieve true independence?”—is what drew me into the business world. I realized that to build a viable foundation for self-reliance, I had to understand the mechanisms of business management. So, I joined a startup consulting firm and learned the realities of the market from the ground up. It was during this time, while handling the incubation of an aesthetics brand by chance, that I gained a powerful conviction. I realized that aesthetics was the "ultimate skill for independence" I had been searching for. It is a field where, regardless of academic background or pedigree, mastering a refined manual technique allows anyone to stand proudly as a self-sufficient professional. Therefore, entering the aesthetics business is not a detour or a departure from my path. It is the process of manifesting the mission from my days as a social worker, using business as the most powerful and sustainable vehicle possible. The "deep-seated responsibility toward people" that was etched into my very core during my social work days remains the strongest root sustaining my business today. Volunteering to improve the residential environment (cleaning) for low-income elderly individuals living alone during her social work years. (Photo: Provided by the interviewee) Q. Acquiring your first shop must have been quite a gamble at the time. What drove you to move forward so fearlessly? To be honest, my ability to move so fearlessly back then didn't stem from flamboyant confidence. It came from the reality of having my back against the wall. At the time, I was navigating a major turning point in my life—a divorce—and facing the daunting reality that I had to rebuild an independent life entirely on my own, without anyone's help. During that period, when I was desperate to build a foundation for sheer survival, I happened to receive an offer to take over a shop in a prime commercial location. To me, it felt like my only breakthrough. I had no capital for the acquisition, but I remembered an acquaintance of my father who had always looked kindly upon my passion. I gathered my courage and went to see him. I didn't just ask for a handout; instead, I persuaded him with hard numbers, presenting the shop’s historical revenue, my projected profit structure under my management, and a concrete repayment plan with an interest rate higher than what the banks offered. Looking back, it was incredibly reckless. Yet at that moment, my desire for independence far outweighed my fear of rejection. I suspect he saw that fierce determination in my eyes. That choice meant far more to me than simply starting a business. It was a desperate yet defiant declaration that I would take the steering wheel of my own life, rather than leaving it in the hands of others. The courage to transform a crisis into an opportunity during my most vulnerable and bleakest moment ultimately became the very first stepping stone toward building the brand Aesthein today. Conducting a demonstration for aesthetic salon directors. (Photo: Provided by the interviewee) Q. Even though you operate in the aesthetics industry—a field that naturally prioritizes outward transformation—you consistently emphasize "inner value" and "self-love." As a beauty expert, where do you set your standard for true beauty? Behind the confident facade I show today lies a deep childhood scar left by a time when I loathed poverty more than death itself. When my family collapsed during the Asian Financial Crisis (IMF), our financial situation plummeted overnight, leaving my parents and their five daughters in absolute squalor. It was routine for mice to drop from the ceiling while we slept at night. On days with torrential downpours, the sewers would burst, washing all kinds of filth into our living space. I can still vividly recall the miserable, reeking sight of waste backwashing from our outhouse toilet, filling up our room. Back then, I felt my circumstances were utterly pathetic, and I became fiercely obsessed with my outward packaging throughout my twenties, desperate to hide that reality from the world. I forced myself to look sophisticated just to avoid looking poor. Yet, no matter how hard I worked to gain validation from others, an unbearable emptiness would wash over me the moment I returned home. I had wrapped my exterior in a beautiful package, but behind that curtain, I didn't even love the person I truly was. It was only after enduring that profound, hollow despair every single night—washing off my makeup and facing myself in the mirror—that I finally woke up. I realized that what truly matters is not how others perceive you, but how you treat yourself. The novelist Boris Pasternak once wrote, "The scar is the place where the light enters you." For me, the agonizing deprivation and wounds of my youth are not a source of shame to be ignored. Instead, they became a radiant gateway that allowed me to look deeper into the pain of others and form a beauty philosophy centered on treating people with utmost dignity. This is why I hope our salon directors and clients don't get completely swallowed up by the mere "results of looking pretty." Instead of hiding behind a forced, manufactured appearance, I want them to prioritize inner healing—facing and embracing the person in the mirror exactly as they are. Ultimately, beauty should not be an artificial adornment meant for display. It must be a "healing process," an act of genuinely honoring your own mind and body, which have fought so hard to endure this harsh world. I know firsthand how incredibly resilient life becomes through that small shift of holding yourself dear and nurturing your own well-being. Guiding people through that journey is the most authentic value I wish to deliver through Aesthein. Making a donation to underprivileged children in Mongolia. (Photo: Provided by the interviewee) Q. Your relationships with your partners and employees are solid, with many staying by your side for over a decade. What is your secret to communication, especially in letting down your managerial authority to maintain such long-lasting, tight-knit bonds? From the very beginning, I openly tell my team, "Don't put me on a pedestal, and don't expect me to be perfect just because I'm the CEO." After all, I am just another human being with my own flaws and shortcomings. Because of this, I define our organizational structure not as a vertical hierarchy, but as a "functional community" where everyone fulfills their own unique role. My role is to chart the brand's direction and support the growth of our partners, while our employees bring their specialized expertise to their respective positions. There is merely a difference in our roles; as human beings, my golden rule is that everyone is equally invaluable. Typically, when an employment relationship is established, it is easy to become obsessed with short-term productivity—pushing people relentlessly for immediate outputs relative to the resources invested. Instead of binding people with excessive expectations, however, I want them to work proactively and fulfill their responsibilities within a secure, stable environment. Sure, there are times when I fall short, but because my team knows I'm not perfect, they are understanding, thinking, “Well, our director can be a bit clumsy with these things.” Likewise, rather than reprimanding them for mistakes, I make an effort to look at the underlying context and their true intentions first. Once a culture of acknowledging mutual vulnerability took root, an atmosphere of mutual respect naturally formed without me ever having to force my authority. The German philosopher Immanuel Kant famously said to treat people "never merely as a means to an end, but always at the same time as an end." Following this principle, I never speak harshly to team members who choose to leave the company to forge their own paths or take on new challenges because their alignment shifted. Instead, I genuinely cheer them on and applaud them, saying, "Go to a stage that can push your growth even further and live out your dreams." What I guard against is disrespect or selfishness within the organization; a leap for personal development is something to be celebrated as a leader. By treating people as the ultimate destination rather than a tool for business, we have managed to remain a reliable source of mutual support and stay in touch, even after ten long years. A book club meeting with her employees. (Photo: Provided by the interviewee) Q. It took four years to develop a single cream, and you went through over 150 rounds of sampling—to the point where the manufacturer almost gave up. Given how inefficient that is from a business perspective, what made you so unyielding? To be honest, those who understand the inner workings of the cosmetics industry call my approach foolish. From a purely financial standpoint, the most profitable route is to take a decent formula proposed by a manufacturer, toss in a few trendy ingredients, and rush it to market. But I am someone who has spent over a decade looking directly into the desperate eyes of clients on the front lines. When individuals who have been given up on by dermatologists come to an aesthetic clinic holding onto their last shred of hope, I simply couldn’t hand them just "any ordinary product." I believed that if a cream is crafted by experts, it must deliver an immediate, undeniable sense of awe—a profound "wow factor"—the moment it touches the skin, leaving the user completely convinced of its value. Without that visceral impact, I saw no reason to introduce the product to the world. That journey was incredibly lonely and intense. I knocked on the doors of more than ten different manufacturers. Eventually, the researchers threw up their hands, exclaiming, "Director, cosmetics cannot alter the skin this dramatically. What we have now is more than enough." But how could I stop when my own sensitive skin hadn't reacted yet, and when I couldn't see the transformation with my own eyes? Whenever a manufacturer backed out, refusing to go any further, I would seek out another, present my data, and persuade them all over again. Going through over 150 rounds of sampling was certainly a testament to my stubbornness, but it was also the only way I knew how to push past the limits of what was deemed possible. The reason I obsessed over this so fiercely is that this product is directly tied to the professional pride of our Aesthein salon directors. I didn't want our product to be just the creation of Sun-young Lee; I wanted it to be a "collective asset" that embodies the hard-earned wisdom of our directors, who have seen it all in the field. That is why I sent samples to 100 directors, and if even a single person said, "This leaves a little to be desired," I immediately went back to square one without hesitation. I wanted to be able to tell them with absolute confidence, "This product is the ultimate proof that will safeguard your expertise, finalized through your very own clinical participation." Ultimately, those four years were not spent merely mixing a liquid formula; it was a process of sculpting an unshakeable bond of trust within our community. Thanks to that dedication, our directors no longer have to struggle to sell the product. Because they were directly involved in the planning and manufacturing process, their pride alone conveys the ultimate assurance to their clients. That stubbornness, which once looked so foolish, ultimately became the greatest asset that binds us together as one. Aesthein Products. (Photo: Provided by the interviewee) Q. You strictly restrict distribution, insisting that your products be delivered exclusively through the "hands of experts" at aesthetic salons. From a purely financial standpoint, this could be seen as leaving money on the table. Is there a specific reason you adhere so rigidly to this distribution policy? People say that to me all the time. They tell me I could make several times more money if I opened up the products to online retail, asking why I choose to walk such a difficult path. But there is a definitive reason why the world’s top ultra-luxury brands strictly cap their number of global storefronts and maintain rigorous control over their distribution channels. It is because protecting the "brand's unique value and heritage" is infinitely more critical than chasing immediate mass sales. For me, Aesthein is not just a business selling cosmetics; it is about safeguarding the "professional value" of the aesthetics industry. The mechanism of Aesthein's products is meticulously designed to unleash 100% of its intended efficacy only when paired with the sophisticated manual techniques of a professional. Looking at today's market, mass-consumer cosmetics often casually throw around the title of "aesthetic skincare" simply because they are distributed to one or two local salons. However, true aesthetic skincare cannot produce those dramatic, salon-level "Before & After" clinical results without the precise diagnosis and touch of a seasoned expert holding a state-licensed esthetician certification. No matter how exceptional Aesthein's product performance is—allowing clients to feel a difference through home care alone—it can never completely replicate the profound depth of an on-site expert who thoroughly analyzes the skin's ecosystem and delivers bespoke, high-touch care. Another reason is the "trust" I share with the salon directors who believe in me and walk this path by my side. If our directors pour their hearts into managing a client's skin, only for that client to bypass them and purchase the product online, where do the directors get compensated for their technical skill and devotion? I view our directors not merely as retail outlets, but as "co-partners" who jointly complete the brand's value. This is why I personally monitor unauthorized distribution channels and predatory price dumping, taking swift and thorough action. Protecting a stable revenue structure and the professional pride of our partners is the most fundamental responsibility of the headquarters. While some use the term "win-win cooperation" merely as a marketing buzzword, to me, it is a daily practice to ensure that our salon directors can confidently command fair prices and be treated as true experts. Rather than chasing immediate high revenues, a far more meaningful success for me is hearing our directors say, "Partnering with Aesthein has elevated our salon’s prestige and brought financial stability." Instead of moving fast alone, I choose to go far together within a protective sanctuary that shields our directors. I believe we must honor this principle if Aesthein is to endure as a timeless masterpiece. The Aesthein Conference. (Photo: Provided by the interviewee) Q. With the recent surge in the "K-Beauty" phenomenon, the number of international tourists visiting Korea specifically for skincare has spiked dramatically. From your perspective on the front lines, what do you see as the core of the "Korean-style aesthetic experience" that they expect? If you look at the salons in Myeongdong or Gangnam these days, the increase in foreign clientele is truly conspicuous. However, meeting them firsthand on the ground has made me realize that the core of the Korean aesthetic experience they crave isn't just about a "trendy procedure" or "good cosmetics." Skincare abroad is often executed mechanically, strictly adhering to a predetermined course or product manual. Conversely, the Korean aesthetic experience shifts the paradigm the moment the client walks through the door. Directors scrutinize the client's skin with incredible granularity—not just analyzing their skin type, but measuring heat levels, redness, dryness, facial edema, and even taking into account their condition and lifestyle habits that specific day. Based on this data, they synthesize a highly customized treatment directly on the spot, tailored for that single individual. I believe this "flexible and precise bespoke care" is our ultimate competitive edge, something that cannot be easily replicated anywhere else in the world. In fact, what shocks international clients the most when they visit our salons is this exact "mind-boggling level of detail." Take cleansing, for instance. For us, cleansing is not just about wiping off makeup; it is viewed as the vital first step of observation, feeling the skin texture beneath our fingertips. Even when applying an ampoule, directors modulate their pace in real time by reading how the skin absorbs the formula. Furthermore, the hand techniques of our directors aren't about aggressively rubbing the face. They map the flow of the lymphatic system, release muscle tension, and soothe the skin’s heat with profound precision. This leads clients to marvel, saying, "I have never in my life experienced a treatment that looked at my face with such meticulous care." Another fascinating element is the transformation they feel after the session is complete. Many international clients initially arrive expecting loud, instantaneous cosmetic changes. Yet, when they step off the treatment bed, their greatest reaction is often to how radiant their skin has become, how the redness has completely vanished, and how indescribably comfortable and light their entire face feels. A beauty influencer experiencing Aesthein products. (Photo: Provided by the interviewee) Q. From donating 100% of exhibition proceeds to sponsoring young adults transitioning out of foster care, you have been remarkably proactive about giving back since the earliest days of your business. This is no easy feat, even after a business stabilizes. What does "giving back" truly mean to you? It seems to carry a much deeper significance than the mere satisfaction of doing a good deed. I firmly believe that money is like water: "if it stagnates, it rots; but when it flows, it breathes life." Ever since my time as a social worker, the youths who need to stand on their own have always occupied the tenderest place in my heart. For children thrown into the world without parental care, a single meal is not what they desperately need; what they truly crave is a solid foundation to rise on their own and a single adult who genuinely believes in them. Because I know the agonizing depths of that poverty and helplessness firsthand, I wanted to become a reliable shield for those kids, sending them a clear message: "We've got your back." This is why I always involve our salon directors whenever we give back. The reason I donate exhibition profits under our collective community's name rather than my own is that I want to cultivate a profound sense of pride within our directors. The moment they realize, "The skills I possess can become the seed that transforms someone's entire life," this profession is elevated from a mere skincare job into a noble calling that saves people. Witnessing the deepening gaze and professional pride of our directors through the act of giving is my most rewarding and happiest moment as an entrepreneur. In fact, the beauty industry holds a magnificent precedent of a brand scaling globally through this exact model of social return: The Body Shop. Its founder, Anita Roddick, eschewed massive advertising campaigns in favor of channeling profits back into environmental protection and Community Fair Trade that supported local self-reliance. In doing so, she secured the absolute trust of global consumers and partners alike, building a world-class enterprise. She famously noted that a company's business should not merely be about making money, but rather a celebration of changing the world for the better. Through Aesthein, I am currently proving that very same virtuous cycle. To me, giving back is not an act of patronizing charity where I sever a piece of what I own. Instead, it is a process of a "virtuous cycle" from which I draw even greater strength. I believe that when the revenue we generate is deployed to illuminate the darker corners of the world, the longevity and structural integrity of our profession grow infinitely stronger. Achieving the most fundamental "human-centric care" at the very pinnacle of the glamorous beauty industry—that is the ultimate driving force I want to demonstrate to the world through Aesthein. Making a donation to youth in crisis and young adults transitioning out of foster care. (Photo: Provided by the interviewee) Q. Recently, the aesthetic industry has been spotlighting clinical programs that yield results as dramatic as medical dermatological procedures. What is your vision for elevating aesthetics beyond simple relaxation and establishing it as an undeniably "specialized professional domain"? It has always broken my heart to see aesthetics dismissed merely as "a place to get a massage for a quick mood boost." The clinical data and manual techniques our directors have accumulated over decades possess a power far more delicate and potent than any machine. Therefore, I wanted to engineer a treatment program that delivers results as powerful as dermatological lasers, while maximizing the unique strengths of aesthetics: safety and skin recovery. A technology that triggers the skin's own regenerative process through active ingredients without relying on artificial trauma—this is how I define the future value of aesthetics. The common methods of ablating the epidermis or applying severe irritation might yield rapid short-term results, but over time, they inevitably weaken the skin's natural barrier. Conversely, we focus on correcting the root mechanisms so the skin ecosystem can restore its own health. My goal is for our directors on the ground to be recognized not as mere procedural operators, but as true "skin experts" who perfectly diagnose and prescribe for the skin's structural matrix. My ultimate objective is to elevate the prestige of the entire industry so that clients contemplating medical intervention will seek us out with the conviction that "fundamental resolution is entirely possible at an aesthetic salon." At the end of the day, my obsession with technical perfection stems from a desire to protect the lives of our directors who are fighting so hard on the front lines. This precious profession cannot be sustained long-term if they are constantly draining their bodies and minds by being dragged into reckless price wars. I believe that when a director possesses absolute conviction in her own technique and the results are visibly proven, she can command her true value with dignity, completely unswayed by client demands. Aesthetics is not merely an alternative to medical procedures. It is a sovereign domain capable of simultaneously delivering exquisite, tailored care alongside scientific transformation. When a client places deep trust in a salon, recognizing that "the level of expertise here is different," the directors finally feel the profound weight of their professional calling and rewards. Building an environment where our partners are fully respected as experts and can operate a stable business—that is the authentic pride and competitive edge Aesthein aims to prove in the market. Conducting a demonstration for aesthetic salon directors. (Photo: Provided by the interviewee) Q. We understand you have laid out a plan to fully fund storefront signage and interior renovations once a partner salon achieves a specific milestone. This represents a substantial financial burden for the headquarters. What is the real driver behind adhering to such an unprecedented win-win policy? Many people ask me with concern, “If you reinvest the corporate margin like that, what is actually left for you?” But I have never once viewed our salon directors merely as clients or consumers purchasing products. Out of countless alternatives in a cutthroat aesthetics market, they are the ones who chose to place their absolute faith in the value of Aesthein. Because I know the immense weight of that trust, I believe it is only right that the milestones our directors achieve on the ground are funneled directly back into their workspaces. Upgrading interiors and replacing storefront signs goes far beyond merely beautifying a physical space. It is a visual testament proving to our directors, “You are not alone; Aesthein headquarters is always backing your business operations with unyielding support.” Howard Schultz, who scaled Starbucks into a global powerhouse, once noted that if partners are not filled with pride, a brand capable of moving customers can never be born. While a pleasant salon environment naturally elevates client trust, it most importantly transforms the professional pride of the director who commands that space. When you become genuinely proud of your workplace, a unique confidence as an expert emerges. That very confidence ultimately acts as a magnet, drawing in clients and driving substantial revenue growth. In short, this support is not a mere expense; it is the most definitive investment to strengthen the brand’s fundamentals. Ultimately, the Aesthein I aspire to build is not a deformed structure where only the corporate headquarters grows bloated. My true objective is for every single aesthetic director who trusts and uses Aesthein—at this very moment across the nation and around the globe—to become the protagonist of the brand, ensuring that our partners' salons stand tall as the most competitive, incomparable spaces in their respective regions. Q. It is intriguing to see whether Aesthein's philosophy and clinical data can resonate globally beyond the domestic market. What is the current status of your exports, and what are your concrete plans for the global market moving forward? To be honest, Aesthein is a brand that has been meticulously and ruthlessly prepared from day one with global standards in mind. That relentless effort has finally borne fruit; we recently successfully launched inside Printemps Department Store—the very symbol of France and the epicenter of global premium beauty—and have officially begun supplying their local mainstream market. A decisive momentum for this expansion was our pop-up beauty event held at the Dolce Resort in Versailles, France, this past March. Rather than simply showcasing the superficial exterior of our products, we presented the entire spectrum of our vast clinical data and sophisticated technical processes, heavily refined alongside 100 Korean aesthetic experts. It successfully cleared a rigorous vetting process, proving itself as a peerless operational model ready for immediate implementation in high-end French spa environments. I will never forget the moment discerning European buyers and local beauty insiders nodded in agreement upon verifying the unique mechanisms of Aesthein. In addition to this, within the Asian sphere, we are currently in concrete discussions for an expansion into Japan—a beauty powerhouse that deeply favors intricate care systems—while simultaneously advancing our optimization work to enter North America, the world’s largest market. Every time I confront the international stage firsthand, there is a reality I consistently face: an approach that relies solely on temporary marketing or the fleeting trend of “Korean cosmetics are popular right now” can absolutely never achieve longevity. Therefore, we strictly avoid short-term, volume-pushing exports that merely dump inventory. Instead, we communicate deeply with core partners who will take ownership of premium local distribution. We expand our market footprint by directly transplanting Aesthein’s proprietary aesthetic techniques and educational frameworks into the local territory. Transcending borders to deliver the safest and most definitive skin solution to local clients battling problematic skin conditions is our core global strategy. Participating in an international beauty expo and conducting product demonstrations. (Photo: Provided by the interviewee) Q. Ultimately, a corporation’s primary objective is to pursue profit. There are cynical viewpoints suggesting that your aggressive philanthropy—especially given your current corporate scale—might just be a marketing gimmick or a waste of resources. As a business leader, how do you respond to this cold reality? I never deny the reality that a business must generate profit. Solid financial stability is the prerequisite to taking responsibility for employees, investing in R&D to build superior products, and ultimately driving greater social value. However, if a company chases only short-term profits, I believe it ceases to be a true business and becomes mere "peddling." While those around me advise that I should focus those resources entirely on marketing, I am constantly agonizing over what kind of tangible footprint our achievements can leave on society. That said, I learned through a bitter failure that diving into philanthropy blindly, armed only with the justification of public interest, is not the answer. Years ago, I participated in a health management project for the underprivileged. Aesthein’s products are high-value, professional, hyper-functional lines; however, for some of the beneficiaries at the time, immediate livelihood support was far more urgent than skincare. I watched with deep self-reflection as these expensive products, donated with the purest intentions, failed to serve their original purpose and were instead liquidated for cash on certain online channels. It was a stark lesson that no matter how pure your motives are, if you misread the actual reality and needs of the beneficiaries, the efficacy of your support plummets. Ultimately, if a business is not sustainable, its goodwill cannot last, and aid that detaches from the context of the field easily loses its original intent. Therefore, rather than abandoning social value creation, we pivoted our donation process into a far more practical and sophisticated framework. We completely shifted from in-kind product donations to cash-based contributions, and we currently focus on funding initiatives that practically assist vulnerable populations in achieving self-reliance, both domestically and internationally. As part of this effort, we are major donors to World Vision’s Bob Pierce Honor Club, specifically supporting infrastructure development to build a village in Tanzania on the other side of the globe. The fascinating thing is that activities executed with genuine sincerity, without immediate profit-and-loss calculations, eventually return as a much greater value: brand equity. Even if it cannot be quantified immediately into next month's sales or marketing metrics, this philosophy becomes the brand’s definitive reason for being, internalizing as a deep sense of pride among our partner directors and employees. In fact, Aesthein does not employ a single salesperson. I am certain that the true secret behind how we achieved such robust growth—without a massive sales force or aggressive promotional marketing—lies entirely within this unadorned authenticity, built on profound trust and win-win partnerships on the ground. A major donor to World Vision's Bob Pierce Honor Club for the Tanzania Village Development Project. (Photo: Provided by the interviewee) Q. From corporate management to global philanthropy, you live a life dedicated to nurturing and pouring into others. When the day is over and you are left completely alone, what does the "human being, Sun-young Lee" look like? That question forces me to look into the deepest corners of my inner self. It’s true—on the outside, I relentlessly refine products through over 150 rounds of sampling for perfect clinical results, and I confidently champion our vision in front of our partners, declaring that we are a single cooperative community. Yet, the Sun-young Lee left alone in the quiet is incredibly small and full of shortcomings. I feel most vulnerable, and sometimes even resentful of myself, when I realize that I have completely neglected my own self-care because I poured all my energy into the business. Under the excuse that working is simply more comfortable, I push aside regular exercise or proper eating habits, often trying to compensate for the day's fatigue with instant, heavy comfort food. When I neglect my health like that and eventually hit a physical wall at a critical moment, preventing me from performing at 100%, a profound sense of self-reproach washes over me. Facing the paradox of professing to give people healthy beauty while failing to maintain the health of my own body brings a massive wave of emptiness, making me feel as though I am failing to truly love myself. However, to avoid being swallowed by this inner shadow, I tightly re-anchor myself to the initial mindset and mission I held at the beginning. At the core of that anchor is a definitive North Star: I will do work that saves and helps people. In moments of limitation where situations feel entirely beyond my control, I take a breath and tell myself, "Sun-young, you are not just running a cosmetics business right now; you are in the process of becoming a conduit that sustains people's lives. Don't try to control everything on your own." That is how I set down the heavy burdens of my mind. The psychiatrist Alfred Adler spoke of the "courage to be imperfect" as a vital virtue for a leader. It means that only when we let go of the obsession to be perfect can we truly connect with others. I used to believe that because I am the CEO, I always had to project an image of unshakeable strength. Now, I openly share my anxieties with our partner directors. When I do, they turn around and offer me genuine comfort, standing firmly as a reliable pillar behind my back. At the World Vision YLC (Youth Leaders Club) Appointment Ceremony. (Photo: Provided by the interviewee) Q. Even as you navigate that intense inner battle, you keep running forward. What, then, is the "ultimate destination" you wish to reach—both as an entrepreneur and as the human being, Sun-young Lee? That question sits at the final destination of all my anxieties; it is the ultimate milestone of my life. Sometimes, I quietly look back at the path I’ve walked. From starting as a social worker to becoming the CEO of an aesthetics brand, the exterior of my career has shifted dramatically, but the essence of my calling has remained entirely unchanged: to treat people with profound dignity and to restore them. The gentle touch of our directors healing a client’s skin at the salon, and my own desire to build a protective sanctuary for our partners and self-reliance youth—they all spring from the exact same root. There is a saying that "a corporation has an obligation to repay its debt to the community, and the heart of business lies not in profit, but in human-centric values." The final destination I dream of is not some grandiose explosion of corporate revenue. My true dream is to establish a "Wellness Town"—a warm community village where the marginalized and our cooperative network can co-exist and thrive together. A place where young adults aging out of foster care can receive practical independence training to step proudly into society, and where those at the final crossroads of life can find a dignified, peaceful rest. In particular, I constantly envision a future where our directors, who have dedicated their entire lives to nurturing the skin of others, can gather there after retirement to care for one another, gracefully aging together while continuing to contribute to society through their specialized expertise. Achieving that beautiful, cooperative ecosystem and projecting a wave of good influence across the globe from the peak of the glamorous beauty industry—that is the real engine that keeps me running without burning out. Some might ask if this is far too idealistic or detached from reality for a beauty entrepreneur. But I firmly believe that the devotion poured into healing the skin ultimately heals the mind, and further becomes the most potent force sustaining someone's life. Every financial milestone achieved through Aesthein will ultimately serve as a single brick used to build that welfare village. If, long after I am gone from this world, I can be remembered simply through the thought, "It was so warm inside the sanctuary built by a person named Sun-young Lee," I believe I will have fully discharged my duty—both as a leader and as a human being. Toward that earnest, warm completion, I am joyfully taking my next step today. Korea Aesthetic Entrepreneurs Association. (Photo: Provided by the interviewee)

Years ago at Nestlé, I recall a visit from the Japanese subsidiary to our Korean office. Amidst a room of Japanese colleagues, I was struck by a voice speaking impeccably fluent Korean. It belonged to Eugene Cha, who was then leading the KitKat business unit in Japan and was already recognized globally for her exceptional caliber and operational reach. Given her trajectory, her move to lead a domestic company’s Oceania subsidiary as Managing Director came as a compelling surprise. I found myself curious about what drove such a bold leap; this interview provided the answer. Her transition was an evolution—a process of harmonizing sophisticated corporate strategy with the raw, gritty details of building a business from the ground up. The "Managing Director" title she holds today is the dense crystallization of years of silent endurance and a refusal to define her own limits in unfamiliar environments. These insights have now evolved into a definitive management philosophy. She argues that the globalization of K-food is not about imposing "our taste" on others. Instead, she emphasizes relinquishing the ‘right to reinterpret’—allowing local consumers to play with and integrate products into their own culinary lives. What follows is a record of the strategic insights of a leader who has resolutely carved her own path. Insights from a Leader in K-Food The Catalyst for Change Q: You built a formidable early career as a finance specialist at global powerhouses like Bayer and HP. What was the specific catalyst that led you to expand your scope into the highly volatile fields of strategy and marketing? Eugene: To be perfectly honest, my career transition wasn't born from a single, dramatic epiphany. Rather, it was the result of a steadily intensifying curiosity regarding "impact." During my years in finance at Bayer and HP, I never viewed myself as a mere "scorekeeper." I’ve always believed that a premier finance team isn't just an administrative function; they are the true "co-pilots" of the business. We translate raw data into actionable insights, provide navigational guidance before decisions are finalized, and empower leaders to foresee latent risks and opportunities. I deeply valued that partnership. However, over time, a new question began to take root: "What would it feel like to go beyond guiding the business—to actually architecting the business with my own hands?" That curiosity pulled my gaze past the financial lens and into the very heart of the operation—where consumer choice, market flux, and brand narratives breathe. The definitive moment of clarity actually came from a conversation with my mother. I realized that while I could explain complex fiscal maneuvers to senior executives with ease, I struggled to explain the tangible "impact" I was making to her. I realized then that I wanted to create something a person outside the corporate walls could touch and feel—something that intersected with daily life. This move was never a rejection of finance. On the contrary, my background in finance became my most potent strategic asset. When I pivoted to marketing and strategy, I brought with me the discipline to ground creativity in insight, to tether vision to hard numbers, and to transform audacious ideas into sustainable growth. Finance trained me to be a sharper strategist—it taught me how to ask the right questions, challenge underlying assumptions, and keep my feet firmly planted in reality while reaching for high-altitude goals. My journey wasn't a departure from finance; it was a natural evolution built upon the foundations that finance made possible. The Challenges of Global Strategy Q: While at Nestlé’s global headquarters in Switzerland, you were responsible for group-wide global strategy. After moving to a regional subsidiary, did you encounter any practical instances where a sophisticated "HQ-level" strategy failed to gain traction against local market specificities? Eugene: During my tenure at the Swiss headquarters, I was a firm believer in the efficiency of global synergy. My role was to develop and deploy sophisticated strategic guidelines and execution toolkits designed to work universally. Back then, when local teams protested that "our market is different," I must admit I sometimes wondered if they were simply resistant to change or lacked the will to execute. I operated under the assumption that the "Big Picture" from HQ was inherently correct. However, it was only after I moved to the Japanese subsidiary to lead the marketing for KitKat that I painfully realized the true weight of that "difference." It wasn't that the global strategy was fundamentally flawed; it was that without accounting for "micro-details"—such as hyper-complex local distribution networks or the exquisite nuances of consumer preference—a strategy can never truly take root. I learned that the voices from the field weren't making excuses; they were providing the very intelligence required to make a strategy viable. This experience etched a core leadership principle into my DNA: Balance. I no longer believe in unilaterally pushing a global mandate. Instead, I see my role as a "fine-tuner," ensuring that the overarching global vision serves as a supportive backdrop for local specificities rather than an anchor that drags them down. This is why I always encourage rising talent to gain experience at both the headquarters and the regional subsidiary levels. It is the only way to evolve into a multi-dimensional leader—one who can marry high-level strategic thinking with the gritty, boots-on-the-ground reality of execution. The Balance of Theory and Practice Q: An academic background, such as a Ph.D. in Business Administration, can sometimes be perceived as a "heavy burden" or a constraint in the realm of practical leadership. Have there been moments where you had to abandon theoretical perfection and rely solely on raw business instinct and intuition to make a high-stakes gamble? Eugene: That is an intriguing question. While many perceive a conflict between academia and practice, I have always viewed them as partners in a "three-legged race"—moving in total sync. To use a more specific metaphor: Business intuition is the compass that determines our direction, while academic theory is the sturdy vessel that carries us across the tumultuous open sea. A compass alone cannot withstand a swallowing wave, and even the most magnificent ship will drift aimlessly without a compass. For example, when I assumed my role as Managing Director of CJ Foods Oceania, my primary focus was not merely inflating sales figures, but deeply embedding our brand vision and narrative into the local market. My intuition was constantly signaling that we needed to build "trust capital" before chasing immediate revenue. However, to persuade my team and partners to move this massive ship based on that intuition, I needed a clear blueprint, not just a "feeling." This is where the academic principle that "cognitive distance determines psychological distance" became my navigational chart. It is a common-sense insight—it is difficult to open one’s heart to a stranger. If our brand remained a "foreign outsider" to local consumers, we could never begin the voyage into their daily lives, regardless of our product quality. Based on this theory, I engineered the strategic message: "Born in Korea, Made in Australia." By bridging "Korean Authenticity" with "Local Reliability," we effectively collapsed that psychological distance. This allowed us to quickly find our course through the unfamiliar waters of Oceania. Ultimately, theory is the sophisticated translator that converts my "wild" intuition into a language others can understand and follow. Navigating the First 90 Days Q: After building a robust career within the established systems of Nestlé, you took the helm at CJ Foods Oceania. As the weight of the brand and the nature of your role shifted, what were the most tangible challenges or dilemmas you faced during your first 90 days? Eugene: Even during my tenure at Nestlé, I always gravitated toward the role of an "Intrapreneur"—someone who thrives on launching new business models—rather than a conventional administrator. Therefore, the challenges I faced at CJ Foods Oceania felt more like exhilarating puzzles than daunting obstacles. My early conclusion was that success would hinge on how effectively I could harmonize our unique "duality." While CJ is a global titan with vast assets and systems, in the Oceania market, we had to operate with the absolute mindset of a "startup." We needed to use the headquarters’ infrastructure as a sturdy backdrop while remaining as agile as a lean startup on the ground. To achieve this, I adopted a "Zoom-In, Zoom-Out" strategy. When architecting strategy, I would "zoom out" to survey the market from a macro-managerial perspective. However, the moment a bottleneck appeared in execution, I would "zoom in" deeper than anyone else to co-solve the problem with the team. Furthermore, to ensure this startup-like agility was aligned toward a single goal, I initiated "Strategy Workshops." We collectively visualized where the company would stand in three to five years and co-authored the specific execution roadmaps to get there. The most memorable outcome of these sessions was our shared identity as "Captain Cooks of Industry." Just as Captain Cook explored uncharted territories and mapped the Australian continent, we committed to being explorers—investigating unknown markets and consumers to pioneer a new business frontier. Through this process, we successfully captured the "best of both worlds": the structural sophistication of a conglomerate and the lightning speed of a startup. Eugene Cha, the Managing Director of CJ Foods Oceania The Art of Communication Q: You are quadrilingual, fluent in Korean, English, Japanese, and French. However, a leader’s influence often stems as much from "what is left unsaid" as from "what is spoken." Having operated across such diverse cultural landscapes, what have you learned about the communication taboos or behavioral pitfalls a global leader must guard against? Eugene: In Erin Meyer’s The Culture Map, societies are categorized by their communication styles: "High-Context" versus "Low-Context." My career has been a continuous journey of navigating between these two distinct worlds. Korea and Japan are quintessential High-Context societies. In these cultures, the greatest pitfall for a leader is "contextless bluntness." Delivering cold, hard facts without reading the Nunchi (Korean for subtle social cues) or the Kuuki (Japanese for "the air") can be perceived as rude or socially immature, regardless of how accurate the information may be. France is equally fascinating; while it is a Western nation, it is a high-context society governed by "nuance." An overly simplistic or dry communication style there can be interpreted as a lack of sophistication, which can inadvertently undermine a leader’s authority. In sharp contrast, Australia is a textbook Low-Context society. The cardinal sin here is ambiguity—the expectation that a team should "just get it" without explicit instruction. Australian colleagues value intuitive, transparent, and direct communication where the leader’s intent is delivered without filters. Consequently, in Korea, Japan, and France, I focus intently on "reading the air." In Australia, I pour my energy into "selecting the right words." This is the true language I’ve mastered across four tongues: the art of managing the weight of silence. The Refreshing Environment of Australia Q: You’ve described Australia as a "refreshing" environment for a female leader. Does that choice of words reflect a past need to wear a "mask"—perhaps to hide your true self to gain legitimacy in more conservative cultures like Japan or Switzerland? Eugene: To understand this, one must look at the historical and cultural scaffolding of those regions. Switzerland is deeply conservative in certain aspects; federal women’s suffrage was only granted in 1971, and one canton didn’t allow women to vote until 1990. The patriarchal corporate culture of Japan is well-documented. During my time in those markets, it was exceptionally rare to even encounter a fellow female leader. In those societies, there was often an unspoken pressure for female leaders to embody "sophisticated softness" as a primary virtue. We were expected to be the "lubricant" that smoothed over friction rather than the engine driving a forceful agenda. To survive and succeed, I chose to become a "Submarine." This was actually a nickname given to me by a former boss. It meant that while I appeared calm and silent on the surface, I was charging toward the target with terrifying speed underwater to ensure results. I had to submerge my drive and momentum beneath the waterline just to be effective as a leader. The reason I find Australia so "refreshing" is that I no longer have to perform the role of a submarine. This is a society where female leadership is normalized across politics, business, and even the military. Here, I don't have to bifurcate my "softness" and my "strength." For the first time, I feel I can lead as my authentic self and be fully respected for it. It is the liberation of being seen without the mask. Embracing Cultural Diversity Q: The philosophy of a "Mosaic Community" is conceptually beautiful, yet in practice, the sharp edges of diverse pieces often clash, creating friction. While working with a diverse workforce in Australia, have you encountered cultural conflicts or challenging cases where the traditional "Melting Pot" approach—melting everything into one—failed to provide a solution? Eugene: Ironically, the most significant conflicts often stem from our "internal" preconceptions rather than external factors. As a Korean food enterprise, there was an unconscious conviction among our team members that "the Korean taste is the definitive answer." There was a sense of frustration when locals didn't immediately embrace a product, with the sentiment being: "This is the authentic taste; why don't they recognize it?" However, in a mosaic society like Australia where diverse cultures coexist, this one-way communication never succeeds. I often tell my team: "We must first 'taste' their culture before they feel inclined to taste our Mandu." Just as a mosaic only reveals a complete picture when differently shaped tiles are precisely interlocked, we must find that alignment. A great example is an episode involving an intern from India who joined our team recently. When they brought in their homemade lunch, I made a conscious effort to share that meal with the entire team. We used that time to ask questions, learn about unfamiliar spices, and truly enjoy the heat and aromatics of their cuisine. I wanted my team to experience firsthand that when we show genuine curiosity and respect for another's culture, we earn the "common language" necessary to explain our own. If we had used the "Melting Pot" approach—where everything is melted down to erase individual colors—that intern’s uniqueness would have vanished. But because we embraced the "Mosaic" approach, we were able to see our market through a broader lens thanks to their perspective. Ultimately, "difference" is not a sharp edge to be feared, but a vital piece that makes our collective picture more vibrant. Image courtesy of Eugene Cha, Managing Director of CJ Foods Oceania Navigating Heritage Brands Q: Managing heritage brands like *Dashida* or *bibigo*—icons of Korean culinary pride—can sometimes cloud cold business judgment with the weight of "national representation." Was there ever a moment where you had to boldly pause a product or completely overhaul a strategy for a beloved Korean staple because it didn't align with the cold realities of the global market? Eugene: My strategic focus is entirely dedicated to finding the perfect intersection between "Korean food culture" and "local consumer needs." It is essential to coldly evaluate how our culture functions within a local context rather than being consumed by national pride. For instance, we actively leveraged Australia’s identity as a multicultural society. Because of the strong influence of Chinese migration, Australians are already very comfortable with dim sum and gyoza-style dumplings. Instead of pushing an unfamiliar menu, we led with Mandu—a form factor they already understood—emphasizing local fresh ingredients and convenience to lower the barrier to entry. We didn't just market Kimchi as an "authentic tradition," either. Instead, we aligned it with the keywords Australian consumers are currently obsessed with: "gut health" and "well-being." The response was significantly more enthusiastic. On the other hand, products like "Frozen Kimbap" might still be a niche category for locals. The key here is not to succumb to impatience and prematurely label it a "failure." We must give unfamiliar cultures enough time to naturally "seep" into the local environment. Rather than abandoning a product based on short-term fluctuations in sales, I play a long-term game—constantly testing the market with new iterations, learning from the feedback, and expanding our "cultural footprint." I believe the ultimate success of a business lies in how naturally our culture can melt into the daily lives of the locals. Image courtesy of Eugene Cha, Managing Director of CJ Foods Oceania The Lightbulb Moment Q: Australian consumers are known for being exceptionally open-minded and adventurous with food. Was there a specific "lightbulb moment" where you saw locals enjoying your products in a way that completely defied traditional Korean culinary norms, forcing you to fundamentally re-examine your localization strategy? Eugene: The most memorable moment was watching a video by a local Australian influencer. She took our Mini Wontons, pan-fried them until they were perfectly crispy, and then stuffed them between slices of toasted bread to create a "Brekkie Sandwich"—a quintessential Australian breakfast! As a Korean, I had always viewed wontons as a delicate, moist food to be simmered in soup or dipped in soy sauce. I had never once imagined them as a sandwich filling. My initial reaction was sheer surprise, but it quickly turned into an "Aha!" moment. They had reinterpreted the wonton as a "bite-sized, high-protein topping" that paired perfectly with toast. For Australians, the priority wasn't adhering to Korean tradition; it was how conveniently and deliciously the product could melt into their existing daily meal rituals. This experience taught me a profound lesson: True localization is not about teaching people "how to eat" our food. Instead, the core lies in willingly relinquishing the "right to reinterpret" to the consumer, allowing them to play with our products on their own tables. Whether a dumpling becomes a sandwich filling or a salad topping, if the consumer enjoys it, that is the correct answer. Our role is not to impose a predetermined solution, but to open a stage where our products can write new stories within the context of the local lifestyle. Image courtesy of Eugene Cha, Managing Director of CJ Foods Oceania Overcoming Market Hurdles Q: In the process of forging partnerships with major Australian retailers and corporations like Woolworths or Qantas, were there specific instances where your initial proposals were rejected or met with negative feedback regarding marketability? How did you strategically navigate those business hurdles? Eugene: Our first encounters with major local retail buyers felt like hitting a very high wall. The feedback at the time was a chilling "It's premature." Their cold assessment was that the Australian market wasn't ready for Korean food, and facing such skepticism toward our marketability felt quite daunting. However, rather than viewing this as a simple rejection, I took it as a signal that we lacked sufficient evidence to persuade them. For our second meeting, I completely redesigned our strategy by addressing both "emotion" and "logic." First, I focused on "Intuitive Experience." Instead of a thousand words, I let the product speak for itself through a tasting session. I wanted them to experience the sensory difference in quality that is difficult to capture in a written deck. Second, I provided "Objective Data." I moved beyond merely asking for shelf space. I used numbers to prove how our products could inject vitality into a stagnant category and, more importantly, how we could drive overall category growth. Third, I demonstrated our "Capabilities as a Comprehensive Food Enterprise." To establish ourselves as a worthy Asian food partner for Australia’s top retailers, I introduced CJ’s long history and expansive business structure. I showcased our "Integrated Food Ecosystem"—encompassing not just manufacturing, but also food distribution, restaurants, and cafe chains—to instill absolute confidence in our scale and reliability. Thanks to this multifaceted approach, the buyers set aside their doubts and recognized us as true partners. Interestingly, with the mainstream rise of the "Korean Wave" (Hallyu), the situation has now completely reversed. Buyers are now the ones proactively seeking out and proposing Korean food initiatives. Because we overcame those initial hurdles through a head-on, disciplined approach, we have moved from being a mere supplier to a trusted partner growing the market together. Balancing Data and Intuition Q: As a leader with a research background, you place high value on data. However, data is essentially a record of the past. When you must predict and decide the future of food culture in Oceania, how do you strike a balance between cold numbers and your "warm" professional intuition? Eugene: In truth, I possess no divine foresight to perfectly see through the future of the food industry. However, I define "intuition" a bit differently. I don't see it as an innate sense that strikes out of nowhere; rather, I see it as "Pattern Recognition"—a skill honed through vast datasets and field experience—and the "Power of Interpretation" that reads the context between the numbers. Living in multiple countries and experiencing diverse food cultures has naturally trained me to view our products through a strictly "outsider’s lens" rather than a Korean one. While I never ignore the data, I strive to read the granular lifestyles of consumers that numbers alone cannot convey, using my experience as a filter. A practical example of this intuition was our "Kimchi Marketing" in Australia. Following traditional Korean logic, we would have emphasized the "deeply fermented, ripened taste." However, I noticed that local consumers were enjoying Kimchi more like a "salad" than a side dish to accompany rice. My intuition clicked. I judged that for them, "freshness with a crunchy texture" would be a much more powerful selling point than a heavy, sour ripeness. Consequently, we boldly chose "Fresh" as our core message. Simultaneously, we captured the fact that locals were deeply interested in the nutritional value of Kimchi. We added scientific credibility by featuring interviews with prominent local scientists to prove the efficacy of specific probiotics. Ultimately, to me, data and intuition are not opposing forces. It is a connected process where intuition (the salad-like crunch) sets the direction, and science (probiotic data) provides the conviction. If intuition is the compass, data is the map; only when the two work together can we navigate toward the future with maximum security and certainty. Image courtesy of Eugene Cha, Managing Director of CJ Foods Oceania Personal Sacrifices on the Journey Q: From Kobe and Vevey to Seoul and Sydney—this relentless journey of relocation and challenge has built an impressive resume. However, as an individual, it must not have been an easy path. What was the greatest personal sacrifice or resolution you had to endure along the way? Eugene: The most painful part is, undoubtedly, the time I couldn't sufficiently spend with my family. The title of an expert who combines theory and practice may look glamorous on the surface, but beneath it lies layers of immense patience and consideration from my family. During the years I was preparing my doctoral dissertation, I was a "time thief" who always felt guilty toward them. Even on family vacations, I was always in a corner with my laptop reviewing my thesis. I even wrote manuscripts for academic conferences while enduring severe morning sickness. My husband, who was also incredibly busy as a finance leader at a major corporation, silently took care of our one-year-old daughter during those grueling times. The retired supervisors who readily agreed to be interviewed for my research also remain deeply in my memory. Despite being retired, they generously shared the management wisdom they had accumulated over decades. Their insights went beyond mere material for a dissertation; they serve as a "living guidebook" for how I lead my organization today. Ultimately, my career achievements are never mine alone. My doctorate is a fruit filled with the wisdom and experiences of those who cared for me. I believe my success was only able to bloom upon the soil of the sacrifices and consideration of those around me. The Cultural Evolution of K-Food Q: You’ve expressed a vision for Korean cuisine (K-Food) to become a global staple, much like pasta. However, the history of pasta’s democratization shows that original forms were often simplified or altered. What are your thoughts on the potential dilution of K-Food’s "authenticity" as it settles into the global daily diet? Eugene: I prefer to call it "Cultural Evolution" rather than "alteration." The history of pasta, which we often use as a benchmark, provides a very clear answer to this. In fact, the world-renowned "Spaghetti and Meatballs" is not an indigenous Italian dish. It is the quintessential product of Italo-American culinary culture, born in the late 19th century when Italian immigrants utilized the abundant meat available in the United States. To an Italian traditionalist, it might have been an alien combination, but it was precisely this bold "variation" that allowed pasta to transcend its ethnic roots and become a global staple for humanity. Our K-Food is no different. We believe that "red chili powder Kimchi" is an immutable tradition, but this was actually a revolutionary change that occurred after the introduction of chili peppers around the 17th century. For thousands of years prior, our ancestors ate Baek-kimchi (white kimchi) or Dongchimi (water kimchi) without any chili. In other words, what we call "authentic" today is itself the result of a radical fusion that embraced foreign ingredients at the time. Food is not a relic preserved in a museum. It must constantly evolve within the palates and lifestyles of living people to maintain a powerful vitality. I joyfully welcome Kimchi being topped on Australian avocado toast or Mandu being used as a sandwich filler. The process of K-Food freely mixing with local ingredients on global tables is not a loss of identity; rather, I am convinced it is a grand journey toward taking deeper and stronger roots in the daily lives of people worldwide. Eugene Cha, the Managing Director of CJ Foods Oceania Leaving a Legacy Q: On the day you eventually conclude your journey in Oceania, what is the "Legacy" you wish to have deeply engraved into the organization’s DNA—something that cannot be explained by financial statements or flashy performance metrics? Eugene: The single legacy I wish to leave behind is not a set of numbers on a balance sheet. Instead, I want to leave our members with the experience of having broken their own limits and expanded their horizons—a sense of "Expanded Confidence." While CJ is a global conglomerate, we have operated in Oceania over the past few years with the breathless intensity of a startup. Starting with a very small team, we brought factory operations online and pioneered a rugged local market one step at a time. Through this fierce process, I believe every one of our members—not just myself—has grown by transcending their individual boundaries. Though it won't be recorded in official reports, I hope three spirits remain vivid in our organization’s DNA: First, a Frontier Spirit that does not fear the untrodden path; second, a Challenge Mindset to be the "First" if we cannot yet be the "Best"; and finally, a Steadfast Pride in creating value that only we can provide. Years from now, I don't want my staff to remember me simply as the Managing Director who increased revenue. I want them to recall, "Because of her, I dared to dream bigger, and together, we made the impossible possible." That burning confidence is, I am certain, the most valuable asset I can leave to this organization.

Dohyeong Kim, the Vice President of VIVLIV To be honest, I don’t know much about this industry yet. Please, teach me everything you can." About a year ago, a man approached me with this unexpected request for mentorship. Typically, leaders entering a new field tend to assert their authority by leading with their past credentials. He was different. Disregarding external factors like age or rank, he humbled himself completely, focused solely on deciphering the nuances of a new market and learning how to contribute to his organization effectively. It was only later that I discovered his professional background was far more formidable than I had imagined. For the past decade, he has been a high-level strategist driving growth at the forefront of Korea’s mobility and delivery platforms, including industry giants like Yogiyo and Tada (VCNC). Having expanded platform territories amidst fierce data wars and complex regulatory hurdles, his past successes seemed to him less like medals of honor and more like old habits that needed to be unlearned to make room for new growth. This intriguing leader is Dohyeong Kim, the Vice President of VIVLIV. Leaving behind the heavy infrastructure of the platform industry, he has transitioned into the K-food market, where he can engage more agilely with a global audience. He is currently drawing a new map for success by transplanting his data-driven strategies onto the brand's powerful asset, Gkobak Gkobak. His mindset—opening a small side window to find a new path rather than stopping before a blocked road—is the most potent weapon a leader can possess in a volatile market. I requested this interview because I wanted to bring his private voice and strategic insights, which have largely remained behind the scenes, to the world. We now begin the story of Vice President Dohyeong Kim: a strategist and eternal learner who is quietly proving his worth by breaking through every adversity. Q. Your seven years at BGF and GS Retail followed a stable trajectory that anyone would envy. When you decided to leave that secure environment and plunge into the rugged startup world of 'Barogo,' what was the most honest question you asked yourself? Everyone around me thought I had lost my mind. I even asked myself every night if abandoning a comfortable path I had spent seven years building at a renowned conglomerate was nothing more than the arrogance of a strategist. At the time, Coupang wasn't the absolute dominant force yet; it was the dawn of the startup era, with social commerce pioneers like Tmon and WeMakePrice just beginning to stretch their wings. In the U.S., Amazon Go was the talk of the town, and domestically, the emergence of Baedal Minjok and Yogiyo was fundamentally reshaping the way we shop. While moving according to a set manual within a massive system certainly has its value, there was always a thirst in a corner of my heart to stand at the front lines where 'real change' was happening. I became convinced that in a high-density living environment like Korea, 'last-mile' delivery data would become the heartbeat of all future commerce. Looking at that wave approaching, staying hidden behind the fortress of stability felt more dangerous, in a sense. Ultimately, when I decided to lay down the comfort of a conglomerate business card, the question that echoed in my heart until the very end was this: 'If I don't ride this wave now, will I eventually become someone who lacks the strength to leave even if I wanted to?' The choice between settling and slowly becoming obsolete, or heading into the wild to test my true mettle, is what led me to the new battlefield of startups. Q. As a strategy planning lead, you spearheaded growth at Barogo and Luxrobo, but surely not every decision was the right one. Was there a moment when you had a sudden bout of self-doubt—wondering, "Am I really doing this right?"—or a specific error in judgment that you still painfully reflect upon? The outbreak of COVID-19 right after my career move was an unprecedented opportunity for platform companies. Digital literacy among customers skyrocketed, the market exploded, and in an attempt to keep pace with that speed, I began churning out planning proposals like a machine, looking only at the data. Without taking a moment to look back, I produced business expansion plans with the absolute conviction that 'the data is right, so this service will definitely work.' Behind the Excel sheets on my desk, I was a strategist who didn't know the meaning of failure. However, the reality I eventually encountered on the ground was starkly different from my projections. The 'efficiency metrics' I had designed were, in fact, becoming a source of cruel overwork for our sales staff and riders. The convenience of 'shorter travel distances' enjoyed by the customer was actually being filled by the desperate and intense labor of human beings. Specifically, an incentive system I designed to encourage more deliveries inadvertently pushed riders toward reckless 'bundled deliveries,' which ultimately degraded delivery quality and forced those on the front lines into hazardous working conditions. In that moment, I realized with stinging clarity that a single row in an Excel sheet or a solitary figure in a proposal is directly linked to someone’s livelihood and safety. I felt, for the first time, the sheer weight of how my plans could impose a far greater burden on the field than expected. This experience left me with an indelible lesson: 'A judgment made without verifying the field can be the most dangerous policy of all.' Now, before making any decision, I first ask how my plan will change the 'temperature' of the actual workspace. Photo provided by the interviewee It is a privilege to assist in translating these profound reflections. Your career trajectory reveals a leader who has moved beyond the "ego of the strategist" to embrace a grounded, human-centric responsibility. The following translations are crafted to reflect the articulate, professional, and deeply introspective tone of a native English-speaking executive. Q. When you redesigned the commission structure at Yogiyo, it couldn’t have been a mere matter of mathematical formulas. When you were confronted with the reality that a single line in your Excel sheet directly impacted the livelihoods of countless small business owners, what ethical dilemmas and sense of responsibility did you feel as a strategist? To be honest, I didn't start from a place of grand ethical mission or deep moral conflict. At that time, Yogiyo was in a state of emergency—a battle for 'survival'—with our market share halved due to issues surrounding the potential merger with Baedal Minjok. Coupang Eats was pushing in with sheer capital, while Baemin held a firm grip through branding. Yogiyo’s platform appeal had hit rock bottom, to the point where restaurant owners would simply turn off the app during peak hours. I introduced the strategic card of 'tiered commissions' as a game-changer simply to get the stalled 'flywheel' spinning again. However, the process of fleshing out that plan was a living hell. To preserve company revenue while lowering commissions by even a mere 3 percentage points, we had to increase order volume by over 30%. I faced immense internal pushback from colleagues asking if that was even possible, and I constantly oscillated between conviction and anxiety. But I will never forget the thrill of seeing our market share surge during the Seoul metropolitan area pilot—a result where the owners, the riders, and the company were all satisfied. It was the moment tiered commissions became the first of their kind to be established as a standard system in the history of delivery platforms. The real reflection came afterward. Watching the structure I designed being discussed in the National Assembly and becoming an industry standard, I felt a certain dread and a profound weight of responsibility. I witnessed firsthand that a single idea tossed out by a strategist does not stop at changing a corporate metric; it reshapes the order of an entire industry and functions as a literal way of life for tens of thousands of small business owners. That was when it clicked: the decisions made at a strategist's fingertips are tied directly to the lives and interests of others. I felt that a logic designed for my own performance could become a social burden or a cost for someone else to bear. Now, I believe my greatest responsibility as a leader is to look beyond efficient strategy and think deeply about the ripples that decision will create. Q. When meticulously crafted plans crumble due to external factors—as they did during your time at Tada (VCNC)—what was the driving force that allowed you to overcome that helplessness and find a breakthrough like the 'Mom & Dad Taxi'? When I joined Tada, the so-called 'Tada Prohibition Act' had already been proposed, placing severe constraints on our growth. As a strategist, it is easy to fall into a state of paralysis when you are consumed by uncontrollable external regulations. However, I chose to focus exclusively on the variables we could control. The essence of a mobility platform is guaranteeing income for the drivers, and to do that, we had to find a way to boost the utilization rate during off-peak hours when calls were sparse. I found the answer, unexpectedly, in my own daily life. As a father of two, I knew better than anyone the sheer ordeal parents face when trying to take young children to the hospital or simply head out during the day. There was a policy-driven service operated by the Seoul Metropolitan Government called the 'Mom & Dad Taxi,' and we decided to participate by layering our agile private-sector execution and operational know-how onto that existing framework. Mom & Dad Taxi (Photo provided by the interviewee) By adding the value of safety to the comfort of our large vehicles, we provided a practical solution for parents for whom mobility had been a barrier. Ultimately, rather than being trapped by the narrow gate of regulation, we leveraged an existing policy trend to expand our horizons into a service for the 'transportation vulnerable'. Furthermore, I envisioned an ecosystem where Tada takes responsibility for the entire lifecycle—from pregnancy to childcare—by planning the 'Pre-mom Tada' for expectant mothers. My time at Yogiyo and Tada was rarely smooth, but what sustained me through every crisis was the question: 'What is the most fundamental value we can create in this specific situation?'. Rather than despairing because a large door has closed, I look for the small side window that has been left open. That is my way of facing and breaking through adversity. Q. You have already proven yourself through leadership roles at major platforms. What was the underlying reason for choosing Vivliv as your next battlefield? On the surface, moving from platforms to consumer goods might seem like a radical pivot, but for me, it was a very natural progression. I have always closely observed the pace of industrial change, and a few years ago, I began to sense a new kind of opportunity opening up in the consumer goods market. Seeing K-culture become a global phenomenon and Korean food evolve from mere sustenance into a cultural experience gave me a sense of conviction. I realized that as long as product quality and content are solid, consumer goods can now cross borders at the speed of light. In contrast, the platform industry where I spent my career often faces structural constraints—local regulations, heavy infrastructure, and complex interests with existing players—that make rapid global scaling difficult. Seeing even Korea’s top-tier companies struggle with international expansion, I felt a deep attraction to the scalability of consumer goods, which allow for a lighter, more agile way to test global customer reactions. When I asked myself, 'In which industry can I contribute with the most passion over the next decade?', the answer was unequivocally K-food. It is the field where the most uniquely Korean content can be showcased most intuitively. Vivliv was an incredibly intriguing option at that moment. It already possessed a powerful brand in Kkobak Kkobab and a unique IP in Euddeum Shim, yet the 'white space' available to grow into a global brand seemed vast. Rather than staying in a role managing a well-paved road, I decided to join because I wanted to personally design the architecture for global expansion—transplanting the data and strategic techniques I mastered in the platform world onto these formidable assets. Kkobak Kkobab (Photo provided by the interviewee) Q. In a brand built around a powerful personal IP, the role of a COO often feels like a tightrope walk between symbolism and reality. When CEO Euddeum Shim’s philosophy and your cold, business-driven strategies clash, how do you convert that friction into healthy energy? Kkobak Kkobab began with a lifestyle philosophy: 'Don't skip meals; eat regularly (Kkobak Kkobak).' CEO Euddeum Shim’s unique intuition and philosophy resonate powerfully with our customers. On the other hand, my strengths lie in cold metrics—market analysis, distribution structures, and P&L management. In the beginning, these two perspectives did occasionally clash. I applied the same yardstick of data and efficiency I used in the platform world, but I quickly learned that the food industry cannot be explained by numbers alone. Because these are products people actually consume, I learned a great deal watching how customer reactions shifted based on a subtle difference in taste or a single point of brand sincerity. Consequently, I have established a clear set of standards. The CEO’s philosophy drives the customer's 'choice,' while my strategy designs the structure so that choice can be 'sustained.' The first purchase might be driven by the name 'Euddeum Shim' and our marketing, but the second and third purchases are only possible if they are backed by the solid product experience and distribution system I design. Ultimately, we aren't in conflict; we are engaged in a very precise 'division of labor.' When the CEO sets the direction through brand authenticity, I use data to validate that direction and optimize the profit structure. I believe that Vivliv’s healthiest energy emerges when philosophy and strategy complement each other from their respective positions. Q. Vivliv’s flagship product, 'Kkobak Kkobab,' has already achieved immense success. Has this massive success ever backfired, acting as a source of pressure or an obsession to 'surpass the original' when conceiving new products? In a company at a growth stage, the success or failure of a new product has such a profound impact on the entire business that it would be a lie to say I felt no pressure to outperform our previous hits. However, I realized that if I started setting my standards solely based on revenue or figures, my decision-making could become distorted. Instead of being obsessed with 'bigger success,' I decided to focus on 'how much more diversely we can solve our customers' problems.' As high-protein and low-sugar options became a lifestyle staple, I redefined Kkobak Kkobab not just as a shake brand, but as the starting point for wellness foods. Starting in the second half of 2025, as we expanded our categories, I held onto one single criterion: 'How naturally can customers accept this expansion under the name Kkobak Kkobab?' Rather than trying to seize every opportunity, we practiced 'selection and focus' by choosing areas where our brand could enter most persuasively. To validate this hypothesis, I personally briefed buyers from major retail partners like No Brand and GS Retail to receive a cold, objective assessment from a market perspective. Fortunately, we gained deep empathy regarding our marketability, and the process of building conviction alongside external partners gave me great strength. As a result of six months of collaborative planning, we launched eight new products, including noodles, Greek yogurt, and healthy ready-to-eat meals. Thankfully, customers accepted these products without feeling they were out of place. Now, based on that performance, I am enjoying the process of optimizing our portfolio further. Ultimately, it’s not about competing with the past; the process of proving how far our brand’s territory can expand is my greatest driving force. The launch of the Kkobak Kkobab x No Brand collaboration products (Photo provided by the interviewee) Q. You joined as a COO who must prove commercial value. However, the food market moves so fast that sometimes catching a 'profitable wave' seems more beneficial than debating brand philosophy. When your business instinct says, "This will definitely work," but your stubbornness says, "This isn't our style," have you ever truly wavered? To be honest, I do waver. Or more accurately, I feel it’s a 'waste.' Whether it’s lemon juice or trendy snacks, when the market catches fire, the Excel sheet in my head has already calculated how beautiful our revenue figures would look if we just added a product to the mix. There are moments when I think, 'Am I a fool if I don't jump in now?'. But what I learned painfully during my platform days is that savvy consumers can sniff out 'engineered sincerity' in a heartbeat. Products hastily made just to follow the scent of money return as a poison to the brand the moment the trend dies down. That’s what I fear. As a strategist, I believe the greatest loss is having the narrative of 'healthy habits'—which Kkobak Kkobab worked so hard to build—be dismissed as 'just another merchant following trends' all for the sake of a few billion won in immediate revenue. So, when conflict arises, I look at 'sustainable efficiency.' The LTV (Life Time Value) gained by maintaining customer trust in the name Kkobak Kkobab is mathematically far greater than the short-term profit of riding a trend. Ultimately, my 'stubbornness' isn't about pure righteousness; it is the most intelligent way to protect the brand. We might miss out on being the No.1 in immediate sales, but we will be the brand that remains in the pantry ten years from now. That is the real 'commercial value' I refuse to give up. Products on display at No Brand (Photo provided by the interviewee) Q. You’ve transitioned from a strategist designing intangible services to a leader handling products people "eat and touch." What have you realized anew while overseeing actual production and cost structures? In the platform world, if the logic was sound and the data was validated, there was a high probability the service would track as intended. But in the food industry, there are variables of a completely different dimension. What I learned while overhauling samples dozens of times is how easily a 'perfect plan' in my head can crumble in the face of actual raw material blending or microscopic differences in the manufacturing process. The last few years, in particular, have been fraught with uncontrollable external variables. Seeing raw material costs spike due to global trends and packaging prices fluctuate with international politics made me feel the 'reality of manufacturing' to my core. I realized that my sense of simulating costs on an Excel sheet was quite simplistic compared to the massive shifts in the global supply chain. The biggest challenge has been finding the compromise between 'quality' and 'price.' No matter how much you elevate a product with premium ingredients, it loses its reason for existing if it crosses the customer’s price resistance threshold. As a leader, it was painful to abandon products we were internally satisfied with just before launch because the P&L simply didn't work. Ultimately, what I am learning now is 'optimization within constraints.' It’s about more than just proposing a good direction; it’s about finding a balance amidst the myriad of realistic constraints like COGS, manufacturing processes, and market pricing. I am learning every day that this is the most important virtue—and form of humility—required in the manufacturing industry. Q. You tell your customers that "small habits change lives," but what about your own daily life? When burnout hits or the boundaries between work and life blur, what is the 'small habit' that protects you? To be honest, I’m someone who rarely has a boundary between work and life. Since joining the startup world, immersing myself day and night has been my normal. However, running Kkobak Kkobab has shifted my perspective. I felt a sense of shame, realizing that if my own life was a mess while I preached small changes to my customers, my brand would lack authenticity. So, these days, I am consciously creating my own refresh routines. They aren’t grand; it’s about going out and experiencing trendy pop-up stores or new products from other brands—things I used to pass by without a thought. If I think of it as market research, it becomes work, but if I view it as a 'walk to awaken new senses,' it becomes a source of vitality. I’ve also made a commitment to myself that I try to keep no matter how busy I am: eating at least one proper, nutritious meal a day. And whenever I encounter a new product, I jot down a quick note: 'Why was I drawn to this?' While I still miss these moments when things get hectic, I believe these small records and single meals are the solid foundation that sustains me and helps me make better decisions. Q. On this lonely, intense path where 18 months feels like three years, is there a single word from a colleague that truly makes you smile or helps you stand back up? In the past, I only had to immerse myself in my specialized field, like planning or strategy. Now, being in a position where I’m responsible for the entire household of the organization, the weight is undeniably different. I’ve run without weekends for the past year and a half, and frankly, there were moments when I hit my limit, both mentally and physically. What pulls me back up, though, is the feeling that 'we are in this together.' I vividly remember when we were trying to expand into chilled products with Greek yogurt—a first for the brand. There was significant internal concern because it was an unfamiliar category. That’s when a colleague said to me: 'We can’t be sure of the outcome, but I’d love for us to just try the best we can.' That simple, plain sentence resonated with me more than any grand encouragement. It allowed me to let go of the obsession that I had to carry all the responsibility alone, and it gave me the courage to take another step into the unknown. Thanks to that, the Greek yogurt launch was a success and is now delivering very meaningful results. The weight on my shoulders as a leader will likely remain heavy, but knowing I have colleagues who believe in the same direction and quietly stand by my side makes me smile again. Their presence is the most powerful engine driving me forward. The Kkobak Kkobab Pop-up at The Hyundai Seoul (Photo provided by the interviewee) Q. You have spent your career as an expert in the Korean market, but now you are leading global business development. As you carry out the mission of planting Vivliv’s flag in unfamiliar territories, how are you transforming that raw, unfamiliar fear into 'conviction'? I’ve spent the vast majority of my career on the intense front lines of the domestic market. Naturally, when I first received this global mission, I faced a vague sense of dread, wondering, 'Will our products actually resonate in an unfamiliar land?' However, as I delved deeper into the market, I discovered an interesting paradox. In the past, I viewed competitors solely as rivals to be defeated. In the global arena, I began to see them as grateful colleagues who had paved the way before us. Seeing K-beauty establish a path of trust and observing earlier K-food pioneers validate marketability gave me the conviction that 'the stage has already been set.' Whenever doubt creeps in, my instinct is to head straight to the field. In the second half of last year, I traveled through four Asian countries, meeting manufacturers and scouring the markets. While tastes varied slightly by country, the 'thirst' for enjoying protein as a convenient meal was universal. After seeing the answers with my own eyes and pounding the pavement, the fog in my head cleared, and a vivid strategy took shape. That conviction became even more solid during a recent meeting with the Amazon team. Overseas markets are typically dominated by bulky, utilitarian protein supplements meant for muscle growth. In contrast, we proposed 'K-protein'—packaged in sophisticated, small portions with a clear context of dieting and wellness. Confirming that this differentiated approach resonates locally caused my remaining fears to vanish completely. Ultimately, global business is about people. Rather than trying to solve everything myself, I built a team with colleagues who have extensive experience in breaking into overseas markets, and we are now planting meaningful flags one by one. Consequently, what I feel now is less like anxiety and more like a pleasant puzzle of how to differentiate ourselves in this vast market. This year, we plan to continue our authentic challenge, including our entry into the U.S. market. Q. You have always competed on battlefields where results are instantaneous. Does the long-term rhythm of 'brand building'—which isn't always immediately proven by numbers—ever feel frustrating or tedious to you? The last ten years of my life were spent on battlefields where reactions were real-time. When I first entered the consumer goods market, the static nature of time—where no visible changes happened immediately—felt unfamiliar and, at times, stifling. I even felt the anxiety of wondering, 'What if my judgment is wrong and the brand just stagnates?' But as I experienced it firsthand, I realized my assumption was wrong. Now, I feel that this market is a far more dynamic battlefield than any platform. A platform is a structure where you add features onto a pre-built foundation; in consumer goods, you have to receive a cold, objective evaluation from the market starting from zero every time you launch a new product. In fact, while the Kkobak Kkobab original line is a mega-hit that has sold over 10 million units over four years, the reaction to our new high-protein, low-sugar products was initially quite different. Even if the existing product is number one, customers hesitate to open their wallets for a new product simply because there are no reviews or prior purchase experiences. It was a moment where I painfully realized that even a '10-million-unit myth' starts back at zero in the face of a new product. So, rather than just promoting, we decided to give customers a direct experience. That was the genesis of our pop-up store at The Hyundai Seoul. We didn't outsource it; my team and I handled everything from design to space planning day and night. We obsessed over how to showcase the identity of Kkobak Kkobab most effectively while minimizing costs. As a result, 20,000 customers visited over two weeks, and Hyundai Department Store gave us feedback that this was an unprecedented achievement in the food industry. This experience allowed our new products to settle into the market quickly, and the raw feedback we gathered on-site became a precious asset for planning our next products. Through this process, I realized that consumer goods aren't about a single big win; they are structured around an infinite repetition of new battles every single day. For me, this 'time of endurance' isn't a tedious wait—it is a high-density process of preparing for the next victory. To avoid stagnating after a single success, one must move with tension at every moment. When I think about how those repeated challenges accumulate to become a massive asset of trust called a 'brand,' every daily battle feels profoundly joyful and meaningful. The Kkobak Kkobab Pop-up at The Hyundai Seoul (Photo provided by the interviewee) Q. If you were to strip away the impressive titles and professional achievements, as the human "Dohyeong Kim," how do you wish to be remembered by your colleagues and the customers of Vivliv? "To be honest, I am not a 'Superman' type of leader who solves everything alone. I know better than anyone that no success can be sustained through the strength of a single individual. That is why I value the synergy created when the right people meet the right structure far more than I value individual brilliance. I believe the true role of a leader is to sift through the countless problems scattered across the field, identify the core essence of what we must truly solve, and provide the team with clear directions and options. Rather than being remembered as a great solo player, I want to be a reliable enabler who helps our team move more fluidly to achieve the best possible results. If my colleagues remember me as a leader who gave them the conviction that 'working with this person makes the path ahead clear,' I would be truly happy. Instead of pretending to have all the answers, I strive to be someone who agonizes over the problems alongside them and takes full responsibility for the outcomes until the very end. For our customers, I don’t wish to be remembered as a grand entrepreneur, but rather as the person who eased their worries at the breakfast table every morning. I want our promise—that 'small habits change lives'—to be more than just a slogan. I want it to be proven in someone’s refrigerator and inside their bag on the way to work. If a single pack of Kkobak Kkobab made someone’s day even slightly lighter, I believe I have achieved a sufficient victory on this battlefield."

The definitive coordinate of K-Beauty is always found in the field. This research, conducted during the 2026 Cosmoprof Worldwide Bologna, aims to analyze whether K-Beauty has successfully transitioned from a transient cultural trend into a fundamental "standard" of the global beauty supply chain. 2026 Cosmoprof Worldwide Bologna, ⓒinhoocho.com The Macro Shift: Quality Over Quantity For the past decade, K-Beauty dominated through "speed-to-market" and an overwhelming volume of SKUs. However, the 2026 research identifies a critical pivot: Intentionality. Leading Korean firms are no longer just exporting products; they are exporting curated "Strategic Portfolios." This move from a trend-driven model to a positioning-driven model is the hallmark of a maturing industry. 1. The Specialization of Categories (The Rise of Hair-Longevity) One of the most striking observations was the professionalization of the haircare sector. Brands like Dr.FORHAIR, KUNDAL, and Gravity have moved beyond generic cleansing to "Hair Longevity" and "Scalp-Science." Insight: By applying advanced skincare active ingredients (PDRN, Exosomes) to scalp care, K-Beauty is creating a new premium category. This specialization allows brands to command higher price points and build stronger loyalty in the US and European markets, where "Skinification of Hair" is a top-tier trend. 2. From Retailers to 'Brand Builders' The presence of CJ Olive Young at Cosmoprof Bologna was not merely as a retailer, but as a sophisticated brand incubator. Their PB (Private Brand) portfolio demonstrated how a data-driven understanding of consumer behavior can be translated into a global brand world. Strategic Takeaway: The "Olive Young Standard" is now a benchmark for global buyers. It proves that a deep understanding of the "Value Chain"—from sourcing to merchandising—is a more sustainable competitive advantage than any single viral product. 3. Precision Positioning in Global Markets The research confirms that "Made in Korea" is no longer the sole selling point. Instead, it is being used as a Foundational Trust Layer. The Shift: Brands are now leading with their unique identity (e.g., "Minimalist Barrier Care" or "Vegan Luxury") while using their Korean origin as a secondary validation of quality. This "Identity-First" approach is essential for surviving in a crowded global marketplace where consumers seek authentic brand stories over generic origin labels. 2026 Cosmoprof Worldwide Bologna, ⓒinhoocho.com The K-Protocol — Formulation Engineering as the Global Benchmark The defining realization of the 2026 Bologna circuit was that K-Beauty’s dominance no longer rests on "speed-to-market" or viral packaging. Instead, it is anchored in Formulation Engineering. Global partners are no longer just buying products; they are adopting the "K-Protocol"—a rigorous, science-backed approach to skin health that European and North American heritage brands are now actively benchmarking. 1. The Mainstream Integration of Regenerative Science (PDRN) A pivotal shift observed was the democratization of PDRN (Polydeoxyribonucleotide). Once a specialized ingredient confined to high-end Korean dermatology clinics for post-procedure healing, PDRN has officially moved into the global mainstream. Analysis: In the 2026 market, PDRN is recognized as the "global language" of regenerative beauty. It is being positioned as the ultimate solution for Collagen Boosting and Cellular Repair. The K-Edge: While global brands are just beginning to explore this ingredient, Korean manufacturers demonstrated a superior ability to stabilize PDRN in diverse delivery systems—from high-potency serums to daily-use mists—maintaining efficacy without compromising the sensory experience. 2. Engineering the "Hyper-Gap": Nano-Emulsion Technology The pinnacle of formulation engineering was evidenced by the "1,000-Trillion Moisturizer". This product is not merely a cosmetic; it is a feat of molecular physics. The Technical Breakthrough: Utilizing advanced Nano-emulsion technology, Korean formulators achieved the "impossible ratio": incorporating nearly 30% oil content while maintaining a zero-gravity, lightweight texture. Strategic Impact: This "Hyper-Gap" technology solves the historical trade-off between deep nourishment and aesthetic elegance. It addresses the specific needs of the European and North American consumer—who often deals with dry, calcified water conditions—without the occlusive heaviness typically associated with high-oil creams. 3. The Convergence of Devices and Topicals The "K-Protocol" is increasingly defined by the synergy between Bio-actives and Beauty Tech. I observed a significant trend where European legacy brands (e.g., Vagheggi) are now following the path pioneered by Korea: integrating micro-current and LED devices directly into product delivery systems. Observation: The award-winning 75.25 Longevity Cream featuring a micro-current cap is a testament to this shift. Synthesis: What was once a "K-Beauty novelty" is now the Standard Operating Procedure for high-end global skincare. Korea remains the leader in this space by treating the device not as an accessory, but as a critical "absorption accelerator" for the formulation. 4. Lifestyle-Driven Innovation: The "Fauxzempic" Trend Perhaps the most "field-responsive" trend was the rise of "Fauxzempic" solutions. As GLP-1 weight-loss medications reshape global lifestyle habits, a new skincare vacuum has emerged. The Solution: K-Beauty has pivoted with incredible agility to provide topical solutions for "facial sagging" and "body contouring"—concerns often associated with rapid weight loss. Insight: By combining data-driven Personal Wellness with high-performance firming technologies, Korean brands are proving they can solve real-world physical concerns through science, moving far beyond "pretty marketing." 2026 Cosmoprof Worldwide Bologna, ⓒinhoocho.com The Asia-Pacific Prism — Navigating the Multipolar Beauty Landscape The 2026 Bologna circuit signaled the end of the "K-Beauty Monologue." In its place has emerged a complex, multipolar "Asia-Pacific Prism." While Korea remains the dominant force in formulation engineering, regional competitors—specifically from China and Thailand—are aggressively redefining the "Value of Experience." 1. The Aesthetic Counter-Offensive: Visual Experience as a Moat One of the most disruptive scenes at the exhibition was the sheer density of crowds at the Flower Knows booth. Their dominance was not driven by a "miracle ingredient," but by Aesthetic Processing. Analysis: While K-Beauty focuses on the "Invisibles" (Nano-emulsions, PDRN stabilization), Chinese brands are capturing the global consumer through the "Visibles." By utilizing precision molding and intricate multi-color injection technologies, they have transformed cosmetics into "Art Objects" reminiscent of European Baroque or Rococo aesthetics. The Competitive Gap: This "Kawaii Aesthetic" combined with high-precision manufacturing targets the Psychological Ownership of the consumer. It reminds us that in the digital age, the "Visual Hook" is often the first point of entry before a consumer ever experiences the formulation. 2. Diversification of the Asian Identity The presence of brands like Florasis, Judydoll, and Mistine (Thailand) across global platforms like YesStyle demonstrates that the "Asian Beauty" category is fragmenting into distinct strategic identities. The Emerging Player (Thailand): Thailand’s Mistine showcased significant scale, proving that Southeast Asian brands are leveraging their expertise in "Humidity-Proof" and "High-Pigment" cosmetics to challenge K-Beauty in tropical and high-heat markets. The Regional Shift: We are witnessing a transition from a K-Beauty-centric market to one where Category Specialization defines the winner. K-Beauty is the leader in Derm-Science, while C-Beauty is emerging as the leader in Curation & Aesthetic Packaging. 3. The Convergence Challenge: Formulation vs. Sophistication The "Asia-Pacific Prism" forces a strategic re-evaluation for Korean brands. To maintain a competitive hyper-gap, innovation must now extend beyond the laboratory. Strategic Synthesis: The research indicates that the next frontier of competition is the Sophistication of the Visual Experience. If K-Beauty can marry its "K-Protocol" (superior formulation) with the "Aesthetic Sophistication" currently being demonstrated by C-Beauty, it will create an insurmountable moat. Observation: The current vacuum in the market is for products that feel as luxurious and "collectible" as they are scientifically effective. 2026 Cosmoprof Worldwide Bologna, ⓒinhoocho.com Operational Excellence — Supply Chain Integrity as the Strategic Moat Beyond the aesthetics and the science, the 2026 research identified a "Cold Reality" in the back-office of global retail. For Tier-1 distributors (e.g., Douglas), the conversation has shifted from "How does it work?" to "How do you deliver?" 1. Logistical Reliability as a Non-Negotiable In the post-pandemic era of 2026, global retailers are hyper-sensitive to Supply Chain Vulnerability. * The Buyer’s Lens: During field interviews, it became clear that "Made in Korea" is only the first step. Buyers now demand detailed roadmaps for Supply Chain Integrity, including localized warehousing, real-time inventory tracking, and compliance with increasingly complex European EPR (Extended Producer Responsibility) regulations. K-Beauty’s Advantage: Korean firms that have invested in Vertical Systems—controlling everything from raw material cultivation (e.g., Jeju Aloe farms) to automated packaging—are winning the trust of "Big Retail." 2. From 'Supplier' to 'Integrated Strategic Partner' The successful Korean brands at Bologna were those positioned as Integrated Strategic Partners. They didn't just offer a product; they offered a Full-Stack Solution—R&D, regulatory compliance, logistical stability, and marketing narratives tailored to the local climate (e.g., addressing hard water and dry European air). Strategic Conclusion of the Field Report The 2026 Cosmoprof Bologna was a litmus test for the "K-Standard." It proved that Korea is no longer a peripheral player but the Game Changer of a $450 billion industry. By mastering the intersection of Bio-Tech, Aesthetic Sophistication, and Logistical Integrity, K-Beauty is not just surviving the Asia-Pacific competition—it is rewriting the rules of the game.