Why Physical Retail Still Matters
Despite launching as an e-commerce platform, Sukoshi eventually expanded into brick-and-mortar. For Dang, the tactile nature of Asian beauty routines made physical retail essential. “Beauty, especially Asian beauty, is inherently experiential,” she explained. “It involves textures, shade matching, routines, and education, and you cannot fully translate that through a screen.”
Across North America, Sukoshi has established twenty stores. In Canada, stores are present in cities like Toronto, Ottawa, Mississauga, and Calgary, while in the US, they’re present in New York, Miami, Atlanta, among many others. Come March 21, Sukoshi will officially open its first New Jersey location at Westfield Garden State Plaza. Physical stores allow Sukoshi to provide consultation and education that digital retail cannot replicate. “[It] allows us to build trust, offer real education, and create a sense of community in a way digital alone cannot,” Dang said.
Localization is an important part of the strategy. Rather than replicating identical store formats, Sukoshi adjusts merchandising and engagement based on each market. “Each market behaves differently,” Dang noted. “Assortment, merchandising focus, and even community engagement can shift based on the customer base in that center or city. We study local demographics and shopping patterns closely so the store feels relevant to its neighborhood.”
“From a KPI standpoint, our stores are strong in routine-building and discovery,” Dang said. “When a beauty consultant walks a customer through a full regimen, units per transaction naturally increase because the experience is personal and consultative rather than transactional.”
E-commerce, by contrast, supports convenience and replenishment. “Online supports convenience and replenishment. In-store is where we deepen education, engagement, and emotional connection. Together, they create a more complete ecosystem for the customer.”
Navigating Regulatory and Supply Chain Complexity
Behind the scenes, building a North American retail platform for Asian beauty brands involves operational complexity. Regulatory differences between Asian markets and North America present one of the biggest challenges. Beauty regulations in North America are not always aligned with those in the products’ home markets. “Ingredient restrictions, labeling requirements, bilingual packaging, documentation standards, and claims language all need to be carefully reviewed,” Dang said.
Products that perform successfully in their domestic markets often require adjustments before entering the Americas. Long-distance supply chains add further hurdles. “Lead times are another major factor,” Dang said. “Many of the brands we work with are scaling quickly, and forecasting across continents requires precision.”
Production cycles, freight schedules, port congestion, and customs clearance can influence launch timelines and inventory levels. To mitigate these risks, Sukoshi invests heavily in planning, maintains buffer inventory for key SKUs, and strengthens communication with manufacturing partners.
The company has also shifted toward a more direct sourcing model. “Over time, we have built a more direct supply chain model, working closely with founders and manufacturers rather than relying on layers of intermediaries,” Dang explained. “That gives us better visibility, better control, and stronger long-term partnerships.”
Competition in Asian beauty retail is intensifying as the category gains momentum in North America. Retail giants such as Sephora and Ulta Beauty have expanded their K-beauty assortments in recent years, while South Korea’s leading beauty retailer, Olive Young, recently opened its first US store in Los Angeles. Dang, however, views the broader attention as beneficial. “The growing interest in K-beauty has absolutely helped fuel Sukoshi’s growth,” she said. “Increased awareness of K-beauty and Asian beauty more broadly continues to bring more customers into our stores, and we see that momentum as a positive for the category overall rather than a threat.”
Dang argued the category’s complexity is often overlooked as it enters mass retail. “Asian beauty is incredibly broad, and K-beauty itself goes far beyond the narrow ‘trend’ positioning it sometimes receives in mass retail,” she said. “Unlike retailers that may still approach it as a niche or temporary category, Sukoshi has always treated Asian beauty as a core, long-term space with real depth, innovation, and community.” Today, the retailer carries more than 500 brands, with consistent customer favorites including Medicube, Dr. Althea, and Purito Seoul in K-beauty, alongside C-beauty brands such as Girlcult and Red Chamber.
Looking back, Dang believes the company could have accelerated certain investments earlier. “If I were launching Sukoshi in 2026 instead of eight years ago, I would move faster and invest earlier in data, personalization tools, and deeper direct founder partnerships,” she said. “I would think about vertical integration from the start.” However, the company’s core philosophy would remain unchanged. “What I would not change is our focus on education and community,” Dang argued, describing it as the core to Sukoshi since day one. “That foundation remains just as important today as it was at inception,” she said.
Sukoshi is now focused on expanding its retail footprint across North America while maintaining its position as a discovery destination for emerging brands. The company’s stores are designed to feel “bright, welcoming, and discovery-driven,” Dang said, encouraging customers to explore new products while making Asian beauty approachable. “Our focus is on continuing to grow our retail footprint, expanding access to Asian beauty across North America, and further strengthening our role as a discovery destination for both emerging and established brands.”
