In multicultural food landscapes like Australia and New Zealand, leading with purpose is essential to establish a strong foundation for unique cuisine. Food & Drink Business spoke with CJ Foods Oceania CEO, Eugene Cha-Navarro, to discuss growth in the Australian market, and the company’s investments in local infrastructure.
Korean cuisine is no longer niche in Australia. What began as a cultural staple for a growing Korean immigrant population, now numbering over 138,000 across Australia and New Zealand, has rapidly expanded into mainstream consumer demand.
Korean food manufacturer,CJ Foods, recognised this shift, and has invested in building an Oceania operation that goes beyond distribution to include local manufacturing, R&D, and community engagement.
Local production push
CJ Foods’ localisation strategy has been a critical differentiator. Rather than simply exporting products from Korea, the company has invested in sourcing and manufacturing within Australia, reflecting its commitment to aligning with local consumer values.
CJ Foods Oceania managing director and CEO, Eugene Cha-Navarro, says localisation is so important to the business its mindset is “born in Korea and made in Australia”.
“It’s not just about packaging; it’s about sourcing local ingredients, understanding local tastes, and building relationships with Australian farmers and producers,” says Cha-Navarro.
“When consumers know their kimchi was made with napa cabbage grown in Victoria or Queensland, it creates a deeper connection, and that’s what drives real brand relevance.”
The company started out with a facility in Queensland producing bone broth, then expanded to Sydney for the production of mandu (Korean dumplings) and Korean Fried Chicken, and a kimchi facility in Melbourne.
Wherever possible, CJ Foods uses locally sourced ingredients, and invests in specialised equipment to maintain the authentic taste and quality of Korean cuisine.
“Australia is multicultural and open to global cuisines, but it also places strong value on health, sustainability, and locally made products.
“We know Australian consumers care about “Made in Australia”, so it was important for us to align with that expectation,” says Cha-Navarro.
“Most products contain around 70 per cent Australian-sourced ingredients, and some exceed 90 per cent.
“For example, our Korean-style chicken uses 100 per cent Australian chicken, and our locally made kimchi features over 85 per cent Australian ingredients, including cabbage grown in Victoria and highland areas of Queensland, and other fresh vegetables.
“We believe it’s important to have high standards, so setting up our Australian presence involved adapting to strict food standards, building strong manufacturing and retail partnerships, and ensuring end-to-end supply chain efficiency,” she says.
Cultural supply chain challenges
While the company manufactures an increasing portion of its portfolio locally, some specialty and seasonal products are still imported from CJ Foods’ global network – those requiring unique Korean ingredients or processing capabilities that are not yet available in Australia.
“Importing these products allows us to offer a broader and more authentic Korean range at accessible price points for local consumers,” says Cha-Navarro.
“Like many in the industry, we have experienced global supply chain disruptions that reinforced the importance of building local capability.
“Our investment in local manufacturing has helped improve responsiveness, reduce supply risk, and build greater resilience.
Today, our Australian operations follow a hybrid model that combines the speed and flexibility of local production with the global scale and expertise of CJ’s international network.
“In the future, we will continue to invest in local manufacturing and have plans to further expand our capabilities to meet growing demand and better serve Australian consumers,” she says.
Connecting locally for innovation
CJ Foods’ hands-on approach has helped build stronger ties with local agriculture, and deliver products that meet both cultural expectations and Australian standards for quality and sustainability. The company also uses Australia, a food-curious market, as a launchpad for innovation.
“We’re not just importing tradition, we’re changing it,” says Cha-Navarro.
“Australia is the perfect place to test new flavours, categories, and formats. Our flagship brand, bibigo, aims to become a household name not because it’s Korean, but because it’s good.
“It excites me to imagine a future where bibigo dumplings become a familiar and loved staple in Australian homes.”
For CJ Foods, this means trialling new categories and locally inspired flavours in Australia before expanding to other regions. The company views Australia as a strategic market that offers diverse feedback, enabling smarter global rollouts.
“Adapting recipes to suit the Australian market was a key part of our strategy,” says Cha-Navarro.
“While staying true to authentic Korean flavours, we adjusted spice levels, textures, and portion sizes to better match local preferences.
“Our bibigo Mandu and Korean Fried Chicken were developed by our Australian team and validated through local Australian consumer testing to ensure great taste and market fit.
“We tailored products to include popular proteins like chicken and pork (Made in Australia), and prawns (Made in Vietnam) that Australians love, without compromising on taste and authenticity,” she says.
The success of these products has led to distribution across Woolworths, Coles, IGA, and New Zealand retailers like New World and Pak’nSave, and opened doors to new commercial channels – such as Qantas in-flight meals.
“This is a strong example of local innovation with global potential – several of these Australian-developed products are now being considered for export to other markets within the CJ global network,” says Cha-Navarro.
Investment for the future
As global brands seek growth beyond their home markets, the Australian food sector offers critical lessons in balancing authenticity with localisation.
For brands like CJ Foods, success is no longer just about import and distribution, it’s about becoming part of the cultural fabric. This means investing in local ecosystems, listening to diverse consumer voices, and using the market not only as a revenue stream but as a source of insight and innovation.
“Food is deeply personal – it’s memory, identity, and connection,” says Cha-Navarro.
“Our goal is to make products that feel familiar, even if they’re new, and to become part of everyday life in Australia.
“When a brand feels like it belongs, that’s when you know you’ve truly earned your place in the market.”
This article first appeared in the August/September 2025 edition of Food & Drink Business magazine.
