[Brand Insight] Daiso: From Korea's "National Store" to a Global Brand

[Cheonji Ilbo=Reporter Yu Youngsun] Daiso is no longer just a low-cost household goods store. It has become a representative retail brand that has reshaped Korean consumer culture and evolved into a “cultural space” in its own right. Led by founder Park Jung-bu, Asung Daiso was built on the paradoxical philosophy of “low prices, but good quality,” transforming it into a true “national store.” His management philosophy was not about sacrificing quality to reduce prices, but about maximizing value for money through distribution innovation and relentless product sourcing.

The name “Daiso” originates from Daiso Industries and means “large warehouse” (大創). In Korea, however, it has been naturally reinterpreted as “da issso” (“we have everything”), completing its unique brand identity. Indeed, stepping into a Daiso store reveals a vast assortment—from household goods and stationery to kitchenware, interior items, and beauty products. This concept of “having everything” goes beyond a slogan; it intuitively conveys the philosophy of providing all essential items at reasonable prices.

To realize this vision, Park personally traveled across the globe in search of manufacturing partners. By building supply chains that maintain quality while lowering costs, Daiso evolved from a simple retailer into a “product-planning distribution company.” Although it began as a joint venture with a Japanese firm, it has since grown into a fully Korean-owned company, establishing independent brand identity and operational capabilities. More recently, it has even pursued reverse exports to Japan, opening new avenues for growth.

Daiso’s core competitive advantage lies in its clear pricing strategy. The fixed price range—from 1,000 to 5,000 won—offers consumers transparency and predictability. However, its true differentiation is not the price itself, but the quality that exceeds expectations. Consumers repeatedly experience the surprise of “this quality at this price,” building strong trust in the brand. This creates a competitive structure that is difficult for traditional retailers to replicate.

Beauty and fashion, in particular, have emerged as key categories, aligning with the trend of “light, low-commitment consumption.” Recently, Daiso has been mentioned alongside CJ Olive Young as a major beauty platform targeting younger generations. Its affordable pricing allows consumers to experiment freely with various products, driving rapid growth in demand for both skincare and makeup. At the same time, product planning led by employees in their 20s has made the brand more trend-conscious and appealing.

Another major strength of Daiso is its cultural influence. On YouTube and social media, user-generated content featuring Daiso products has spread organically. A toy mini washing machine has been repurposed as a “soju-beer mixing device,” while others use it for cleaning makeup brushes—demonstrating unexpected and creative consumption. When actress Han So-hee wore Daiso accessories, they quickly became viral “hot items.” Daiso products have thus evolved beyond simple goods into drivers of content and trends.

This phenomenon has expanded further in line with the consumption patterns of the MZ generation. Daiso has positioned itself as a space offering “affordable yet enjoyable consumption,” with people in their 20s accounting for around 30% of its customer base. The phrase “Let’s meet at Daiso” symbolically reflects the transformation of retail spaces into experiential ones.

Daiso has also become a must-visit “Korean shopping destination” for foreign tourists. Its combination of affordability, practicality, and uniquely Korean design elements has made it a popular spot for souvenir shopping. Its success is not simply the result of a low-price strategy, but of a deeply consumer-centric approach. By capturing both price and quality, Daiso is now leaping toward becoming a global brand—and is poised to remain a key player shaping the future of Korea’s retail landscape.

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