[Edaily Reporter Han Jeon-jin ] “CU aims to be the BTS of the global retail industry. Just as BTS became a global brand not only through their talent but also through their values and philosophy, CU also wants to become that kind of brand. We will grow to become the standard in retail and the world’s number one lifestyle platform in every country we enter.”

JINYOUNG CO., LTD BGF Retail(282330), Executive Vice President and Head of the Merchandising and Overseas Business Division, met with E-Daily at the company’s headquarters in Samseong-dong, Seoul, on the 22nd and outlined this vision for CU’s overseas business. The plan goes beyond simply expanding the number of stores; it aims to export Korean products, consumer culture, and operational know-how to take root in local markets. Starting with Mongolia in 2018, CU currently operates 859 overseas stores across four countries—including Malaysia, Kazakhstan, and Hawaii, U.S.—the highest number among Korean convenience store chains. Earlier this month, CU became the first in the industry to surpass 600 stores in a single overseas market in Mongolia. Executive Vice President Jin is in charge of “Frontier” (product differentiation) and “Abroad” (global expansion) under CU’s management keyword for this year, “FASTER.”

The key to CU’s success in Mongolia lies in its establishment as a “daily life infrastructure.” Although Mongolia’s land area is about 10 times that of South Korea, the country lacks a sufficient highway network, resulting in a shortage of places to rest along the way. The recently opened 600th store is equipped not only with restrooms and shower facilities but also with solar power generation systems, electric vehicle charging stations, and a local food market. The Mongolian Prime Minister even attended the opening ceremony and remarked, “This should serve as the standard model for small convenience stores.” Executive Director Jin stated, “CU is playing a role in changing the world alongside Mongolia’s modernization,” adding, “The role of convenience stores is growing to the point where even the Prime Minister has suggested integrating e-government services into them.”

It has also transformed food culture. From the very beginning of its expansion, CU established local food factories to hygienically produce and supply local dishes such as triangular rice balls, khushur (fried dumplings), and booz (steamed dumplings). This established a culture of “trustworthy ready-to-eat meals” in Mongolia, a country that had traditionally relied on street vendors due to its nomadic heritage. The same applies to coffee. In Mongolia, where the takeout culture was unfamiliar, CU pioneered a new consumer culture by promoting “Get Coffee.” Currently, the average daily sales per store stand at 52 cups—five times the volume in South Korea. Executive Vice President Jin remarked, “It’s not just about selling a lot; we created a culture that didn’t exist before,” adding, “This is thanks to the CU brand establishing itself as an icon that symbolizes novelty and trends.”

CU’s overseas strategy is far from what is often referred to as “flag-planting.” Rather than simply expanding the number of stores, the company focuses on building a distribution infrastructure—encompassing both products and logistics—in collaboration with local partners. The rationale is that CU can only grow if it grows alongside the countries it enters. In fact, these partnerships extend beyond mere product transactions. The chairman of CU’s Mongolian partner, “Premium Nexus,” recently proposed expanding the lineup of zero-sugar beverages—which maintain flavor while reducing sugar content—out of concern for the public’s sugar intake following a rise in beverage sales. This demonstrates that CU’s success is not merely a result of the K-culture craze.

Having proven its formula for success in Mongolia, CU is now expanding its reach to the United States and beyond. The first store in Hawaii, which opened last November, is CU’s first location outside of Asia. Through collaborations with local designer Sig Jane and chef Sheldon Simeon, the store blends Korean trends with Hawaiian culture. “Mixology”—the practice of pouring pouch drinks into ice-filled cups—is also popular locally. This demonstrates that the product competitiveness proven in Korea is resonating overseas as well. Building on these achievements, CU plans to expand into at least five countries and operate up to 1,200 stores by 2028. Executive Vice President Jin stated, “While I cannot disclose specific details, we are receiving proposals to enter numerous countries.”

The next key battleground for the overseas business is logistics. The Busan logistics center, set to begin full-scale operations in the second half of the year, will open its refrigerated facility this month and will also include export storage capabilities. The long-term vision is to develop it into a global logistics hub covering China and Southeast Asia, leveraging the Busan New Port and the Gadeokdo New Airport. CU has already launched on Taobao and plans to enter Chinese online marketplaces such as JD.com and Pinduoduo by the end of this month. Executive Director Jin expressed his expectations, saying, “The Busan Logistics Center will serve as a forward base connecting Korea’s retail and product offerings to the world.”