Park Hong-sik, Representative Director and Vice President, Daiso Industries Co., Ltd.

We can change the world and support essential infrastructure with just 100 yen.

Park Hong-sik, Executive Vice President, Daiso Industries Co., Ltd.

■ Profile
He has held positions such as CEO of Suntory Beverage & Food Asia.
He oversees Suntory's beverage business in the Asian region.
Joined Daiso Industries in 2022

Daiso Industries Co., Ltd., which operates "Daiso," the quintessential 100-yen shop, has expanded into 26 countries worldwide. We spoke with Mr. Park Hong-sik, who previously held positions in finance and overseas business at Suntory Holdings Limited and now steers the company's management as its vice president, about their unique business model that maintains the 100-yen price point, his career path, and a message for students.

During my student days, I spent every day immersed in sports. My major was economics, but I poured my heart and soul into my activities in the handball club. Looking back on my life at that time, it was by no means comfortable. I received an allowance from my parents, but in order to supplement my living expenses while continuing my club activities, I needed to earn money myself. To balance club activities and work, I worked hard as a private tutor, which paid relatively well per hour at the time.
Regarding my career path after graduation, I initially considered joining the Institute of Developing Economies, introduced by my mentor. However, due to administrative reforms, I had to abruptly switch my focus to job hunting in the private sector. I made phone calls indiscriminately, and that's how I ended up at Suntory. I didn't have a strong preference for any particular industry. I was simply drawn to Suntory's cheerful atmosphere, and the feeling that "I could enjoy working at this company" was the deciding factor in my joining.

■ "Learning" truly begins after you enter society.

When I first joined Suntory, I had no idea what kind of work I would be doing. I was assigned to finance and accounting. I learned far more after joining the company than I had learned in university. I diligently absorbed the knowledge required on the job, from bookkeeping to the practical aspects of stocks, bonds, and fund management. I never once thought of it as a hardship. On the contrary, I found the process of acquiring new knowledge and turning it into my own strengths very enjoyable, and before I knew it, 10 years had passed in the blink of an eye.
My decision to join Daiso Industries, a company with over 50 years of history, was prompted by a consultation I received. They were looking for someone with experience in financial management, business planning, and overseas operations. At the time, Daiso Industries was already a leading retailer in Japan, but they were also looking towards further global expansion. Since I had been involved in overseas operations for half of my time at Suntory, they asked me if I would like to take on the challenge. When I actually met the employees, I was filled with positive energy, and I felt the same way I did when I decided to join Suntory.
In the retail industry, the focus tends to be on how to secure high profit margins with a small number of products. However, Daiso Industries is different. They increase the number of products and provide customers with an overwhelming volume that excites them. I felt that this company, with its unique appeal, has the potential to become a global retail brand originating from Japan.

■The overwhelming power of "quantity" that supports the quality of a 100-yen product

Many people ask us, "How can you manage to sell our products for just 100 yen?" The answer lies in the unique system we've built up over many years of deflation. Currently, we have nearly 5,000 stores in Japan, and leveraging this scale to place large orders is our greatest weapon for maintaining quality while keeping costs down.
There was a time when products were said to be "cheap and low-quality," but we have been thoroughly committed to quality control to break that stereotype. We keep marketing expenses such as advertising costs to a minimum and invest those savings in product development and quality improvement. The fact that we can create more than 1,600 new items every month is our greatest marketing tool.
If you ask us, "What differentiates you from other companies?", we would answer, "It's the overwhelming number of products we offer." I'm sure many of you have had the experience of visiting Daiso and not finding what you were looking for, but still picking up and buying something else. For example, even with something as simple as scissors, while other companies only stock a few types, Daiso offers many times more variety. The joy of choosing, and the surprise when you pick something up—this is the value that Daiso Industries continues to provide to its customers.
Furthermore, even amidst the recent rise in prices, we remain strongly committed to providing value at 100 yen. In the future, we plan to continue innovating and expanding the range of products we can offer for 100 yen, so that we can support the daily lives of even more customers.

■ The quality of "sincerity" holds the key to growth

What I look for in a colleague is someone who is "open-minded." Having seen many people throughout my long career, I've found that those who are open-minded grow faster. Not only are they able to flexibly absorb advice from others, but those teaching them also feel a sense of responsibility, wanting to help them.
In addition, a constant desire to learn is also important. You can never study too much. I feel that many of Daiso Industries' employees possess this open-mindedness and desire for self-improvement.
Our goal is to expand our three brands, including Daiso, worldwide and become an essential infrastructure supporting people's lives. We currently operate in 26 countries, and we aim for further growth. We are seriously committed to realizing a future where, no matter which country you go to, you'll find a Daiso, supporting people's lives.

■Message to university students

Having goals for what you want to do in the future is important. However, you may not be able to do what you want to do immediately after joining a company. First, try to do your best in the work in front of you in the environment you are given. That experience will definitely be useful in the future.
By taking a long-term perspective and giving your all in the present moment, you will accumulate those efforts and be led to places you never imagined.

Student Newspaper Online, April 22, 2026 Interviewees: Ayami Matsuyama (2nd year, Aoyama Gakuin University), Chiharu Yamada (2nd year, Information Management Innovation Professional University), Kisei Ishii (2nd year, Musashino Art University), Kyohei Nakazawa (3rd year, Waseda University)

Aoi Watanabe (2nd year, Hosei University) / Ayatsuki Sakakura (4th year, Tokyo Metropolitan University) / Kyohei Nakazawa (3rd year, Waseda University) / Risa Ukita (3rd year, Tokyo Woman's Christian University) / Kisei Ishii (2nd year, Musashino Art University) / Ayami Matsuyama (2nd year, Aoyama Gakuin University) / Chiharu Yamada (2nd year, Information Management Innovation Professional University) / Reina Inomoto (1st year, Kyoto University of the Arts)