LiveX plans to grow its salon footprint to 100 stores domestically and abroad by the end of this year, anchoring a broader strategy to extend its K-hair competitiveness from salon services into hair care products. The company, which operates the salon brands Winnet, Winnet Black and Salon A, announced the target on 8 October.

The push rests heavily on TAMZ, LiveX's own hair care line spanning shampoo, treatment, essence and shield cream. According to LiveX, TAMZ's performance this year is running roughly 10 times higher than last year's. Demand has not been limited to specialty retail: the solid perfume Perfume Bomb and Honey Ribe Essence have each sold out five consecutive times on home shopping.

How does salon work feed product development?

TAMZ's development model draws directly on LiveX's directly operated salons. Hair designers contribute customer hair and scalp concerns, along with their product experience on the floor, to the planning stage. The company frames this as a closed loop — field data from working stylists shaping formulations before they reach market.

The salon business itself follows a deliberate expansion path. LiveX started in Busan, built out Seoul and the wider metropolitan area, then entered overseas markets including Japan. The product arm now aims to mirror that geographic reach.

What is the offline and overseas plan?

LiveX is also widening consumer touchpoints beyond the salon chair and the home shopping channel. The company previously ran a pop-up store in Seoul's Seongsu-dong to introduce TAMZ products and is repeating the pop-up format to keep building brand awareness with consumers directly.

The international rollout is the more significant move. TAMZ currently exports to Japan and Taiwan, and LiveX plans to expand its export and distribution networks into China, the Middle East and Europe. Crucially, the strategy links the two halves of the business: LiveX intends to pair its overseas salon operations with the product business, introducing K-hair services and products together in each market rather than treating them as separate channels.

"We are actively linking our experience and expertise accumulated in the salon field to the product development of TAMZ," said Kwon Jung-gu, vice president of LiveX. "We will expand our business areas to Japan and Taiwan, China, the Middle East, and Europe to promote K-hair competitiveness."

Why does the salon-to-shelf model matter?

For a company whose roots are in service rather than manufacturing, the tenfold revenue jump at TAMZ suggests the designer-led development loop is translating into commercial traction. The repeated home shopping sellouts indicate the brand has crossed from salon-only credibility into mass consumer demand, at least in Korea.

The model also gives LiveX a differentiated pitch in export markets: stylists in its overseas salons can demonstrate and sell the same products they help refine, rather than relying purely on third-party distribution.

The 100-store target and the multi-region export plan now run in parallel. If both hold, LiveX enters next year with a combined service-and-product platform spanning East Asia, the Middle East and Europe — a test of whether K-hair can travel as a full category rather than a salon trend alone.