After achieving global success in recent years, K-pop moguls are grappling with the challenge of sustaining this momentum. They believe that localization—adapting the K-pop model of talent discovery and training to various overseas markets—is key.
Lee Soo-man, founder of SM Entertainment, introduced this concept in 2016 with initiatives like NCT (Neo Culture Technology), aiming to expand K-pop's reach globally. Despite forming subunits focused on Japan and China, NCT's primary success remains centered in Korea, partly due to geopolitical challenges.
The unexpected rise of BTS further spurred efforts to localize K-pop, especially as it gained traction in the West.
However, attempts by non-Korean groups to break into the scene, such as EXP Edition and Blackswan, struggled and disbanded. Conversely, ventures like WayV in China and NiziU in Japan have managed to stay active, albeit with modest impact beyond their respective countries.
Nevertheless, powerhouses like JYP Entertainment, Hybe, and SM Entertainment continue to push for localization. They now collaborate with local entities to implement K-pop training systems in the Western market, as seen with JYP's VCHA and Hybe's upcoming Katseye project in the US.
Critics question whether such groups, formed and active overseas with non-Korean members, can truly be called K-pop. They argue that part of K-pop's allure in the West lies in its distinct Korean identity—appearance, stage style, and personas—that initially captivated Western audiences.
Despite these challenges, companies like Hybe remain optimistic about globalizing K-pop, emphasizing the need for scalability and sustainable growth. As Bang Si-hyuk, Hybe's Chairman, stated, "To ensure K-pop's longevity, we must scale beyond specific regions and discover artists tailored to each market."
The debate continues whether K-pop can transcend its Korean roots while maintaining its global appeal, posing critical questions about identity and cultural authenticity in the music industry.
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