We are already more than halfway through the year. How much progress have you made towards achieving your resolution this year? For this edition, met with ETUDE CEO Kwon Guem-joo, a role model for many as a female leader working prominently to support ETUDE in achieving its targets, and asked her about her vision and blueprint for ETUDE. Here is the interview with CEO Kwon Guem-joo, who speaks about the core of the ETUDE brand – the pleasant experience of 'Princess Fantasy' – to both customers and employees alike with a positive attitude.

Q. Hello, Ms. Kwon Guem-joo! The first half of the year has already come to the end. Could you tell us the results that ETUDE has made so far this year?
We rolled out the innovative product 'Color In Liquid Lips' last February, which has received a good response from customers. The product has recorded strong sales in global markets, including China, as well as in Korea. This good result is all the more significant given that the color makeup product was in fact launched overseas at the same time as it was in the Korean market.
We turned the business around this year, which has brought about a positive atmosphere in our workplaces, increasing employee engagement and commitment. As a result, each of our next steps has become more important.

Q. Would you tell us about ETUDE briefly and its future strategy and vision?
This year marks the 10th anniversary since ETUDE was launched in 2005. ETUDE focuses on makeup products which appeal to the 'Princess Fantasy' which sits at the core of the brand. ETUDE is a young brand with 60 percent of customers being either teenagers or in their 20s. Currently, we operate stores in ten countries around the world, including four that have direct management: China, Hong Kong, Singapore, and Japan. With global sales representing 25% of total sales, ETUDE is one of the Global Champion Brands of AMOREPACIFIC Group.
While ETUDE has grown rapidly to become a 300 billion won worth-brand over the past ten years, it is nevertheless true that the growth has slowed down of late. That said, ETUDE remains a strong and attractive brand with a clear brand identity and has great potential.
That is why we are checking our customers, market, and brand competitiveness once again to bolster the basic strengths of ETUDE as a brand company. The three strategic directions for us to achieve this goal are ▲ to restart with the strength of ETUDE, ▲ to select and concentrate, and ▲ to improve creativity. We are focusing on the growth of brand attractiveness and retailing capabilities under these strategies.
We aim to make our global sales account for 50 percent of the company total by 2020 by reinforcing our brand competitiveness. We are proud to be part of ETUDE as we work towards the vision and dreams of providing our customers around the world with the happy and pleasant experience of being a princess at ETUDE HOUSE. This is the way we can continue to grow as a competitive brand with strong brand attractiveness and retailing capabilities.

Q. We are currently seeing a move to strengthen the company culture of ETUDE. What is the area of work in which you have the greatest interest?
ETUDE is a brand company, which means we need to maintain a strong brand core and invigorate the organizational culture around it. The more competitive the market, the stronger our brand and organizational culture need to be for us to stay a strong brand company. ETUDE dreams to build a culture in which every member unites firmly around the brand and, at the same time, communicates freely with an open-mind, regardless of individual levels. That is why we are passionate about carrying out workshops to check our company culture.
Moreover, ETUDE pushes hard to increase our brand attractiveness and retailing capabilities. A customer-oriented strategy is essential for this, yet it is all too easy to ignore. Sales, profit, and powerful products are each important in their own way, but it is our customers who should be our first priority. Thus, the imperative target facing ETUDE this year is customer growth.

Q. You are a role model to many female workers as a female leader. What would you like to say to women seeking to develop their career while also maintaining work-life balance?
Many women are focused on achieving a work-life balance, especially when it comes to childbirth and raising a family. It is more likely that they will have to consider how to balance things as a mother, rather than as a wife. What I want to tell young mothers struggling with family and work commitments like I used to is this: "The quality of time with your kid is more important than the quantity of it." Many mothers feel guilty about not spending enough time with their children, but I think that the quality of time together is more important as a factor to focus on.

Q. Lastly, would you tell us what kind of leader you wish to be?
My three leadership keywords are 'Question,' 'Feedback,' and 'Answer.' I raise 'questions' to get us to think from various perspectives and thus eventually develop the ability to think. Then, I give effective 'feedback' at appropriate times to help individuals grow. Finally, I believe a leader should be able to give clear and right 'answers' sometimes. I want to continue working to be an open-minded leader who is good at these three factors. This is how I hope to make ETUDE a pleasant, family-like and united place.