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This interview feature, translated from the original Korean, was first published in the Maeil Business Newspaper (also known as Maekyung or MK) in July 2025 following Sunrider’s annual convention. As one of South Korea’s leading daily newspapers, Maekyung specializes in business, finance, and economic reporting. 

Sunrider® International Founder Dr. Tei-Fu Chen & CEO Sunny Beutler 

Sunrider International hosted its 2025 Sunrider Grand Convention Korea from June 24 to 26 at the Inspire Resort on Yeongjong Island, Incheon, drawing approximately 1,500 global leaders from around the world. This marked the company’s first Grand Convention held outside the United States since its founding. To commemorate the occasion, founder Dr. Tei-Fu Chen, CEO Sunny Beutler, and other key executives from headquarters traveled to Korea. We spoke with Dr. Chen and Sunny Beutler to explore the significance of this historic event and their vision for the Korean market moving forward. 

Dr. Tei-Fu Chen, Founder 

Q: You founded Sunrider International 43 years ago. What are the key elements that have sustained the company so far? 

A: There are several reasons why Sunrider has been around for 40 years. The most important of these is the “owner’s expertise.” I was trained as a pharmacist and herbalist, not a businessman, and my wife is a medical doctor. In other words, we know the what, why, and how to do something when developing a product, and we practice it ourselves. 

We are not in the business to make money. Our ultimate goal is to help people. Over the past several decades, many companies have risen and fallen, but Sunrider is still going strong. This is because the business model is solid, but more than that, the product itself is overwhelmingly superior. Because the product is good, customers stay with us for life, which in turn creates a virtuous cycle of sharing really good products and genuine business opportunities. This is the core that makes Sunrider special. 

Q: Many companies experience stagnation during the second-generation management transition. How did Sunrider prepare for growth across generations? 

A: When I designed the company, I envisioned a company for multiple generations rather than one year or ten years. My eldest son is a medical doctor, and my second son is a chemist, and they both participate in the business and demonstrate their respective expertise. Although I passed the business from the first generation to the second generation, our expertise has actually become stronger. We want to become a true company that provides real value, not just a company that simply sells products. 

My daughter Sunny is also a lawyer and is currently my boss. By having all of our family members specialize in their fields and participate in management, Sunrider will continue to maintain its identity as a company led by expertise. We want to show the world through our actions that Sunrider is a true company, and its products actually help people. 

Q: Your recent product launches have set a new standard in the wellness industry. Could you share your philosophy and process behind product development? 

A: Whenever I develop a product, my children are the first quality control team. In traditional Chinese medicine, doctors would take their own formulations first to ensure effectiveness and safety—I follow the same principle. I always test new products on myself and my family before bringing them to market. 

I’m currently 76 years old, but I never stop researching. I’m always thinking, reading, and experimenting—R&D is truly my life’s work.  This relentless commitment to research and innovation is what truly sets Sunrider apart. 

Sunny Beutler, CEO 

Q: You’ve said, “I will lead Sunrider for the next 40 years.” What is your key strategy for making that vision a reality? 

A: Our long-term vision is rooted in the example set by my parents, the founders of Sunrider. We believe that when a goal is clearly defined, it can be achieved. That’s why we share our vision with all our leaders and work together to find the best ways to realize it. To ensure the continuity of this vision, we are systematically implementing succession planning so our leaders can truly connect with it and carry it forward to the next generation. 

At the same time, to maintain our product competitiveness for the future, we built a state-of-the-art manufacturing facility in Texas a few years ago. This facility will support the quality and innovation of Sunrider products for the next 40 years and beyond. 

Q: What does the current brand refresh entail, and how will it influence the company’s future direction? 

A: At Sunrider, we review our packaging and brand image every 10 years to introduce a more modern look and feel while staying true to our core values. In this brand refresh, we’re maintaining our vision of “helping you live a balanced and healthy life with natural ingredients,” while rolling out updated designs—starting with our skincare line and continuing through our health supplement products. 

The new packaging is designed to simultaneously convey three key messages: nature, traditional Oriental medicine, and modern science. It will also help global consumers better understand and connect with Sunrider products more intuitively. 

Q: What advice would you give to emerging wellness companies looking to enter the global market, especially the Asian market? 

A: Right now, Sunrider’s top priority is Asia—which is why we’re hosting our major convention in Korea this year. My advice to new wellness companies can be summed up in one phrase: “Know your consumers.” We ask our country leaders directly, “What products, ingredients, and experiences do your customers want?” and we design our offerings based on those insights. 

We also incorporate ingredients that hold cultural significance, allowing our products to resonate emotionally with local consumers. My father is a globally recognized herbalist, and my brothers have backgrounds in medicine and science, so we’re able to integrate deep expertise into product development. 

Ultimately, the key to global success lies in consistently aligning three things: understanding your customer, having clear product direction, and staying true to your brand vision. 

Q: Why is the Korean market important to Sunrider’s global strategy? 

A: In Sunrider’s global strategy, Korea ranks at the top in both growth rate and its strong drive for success. Korean leaders set clear goals and lead their teams with determination to achieve them. This culture extends beyond the domestic market and serves as a powerful source of inspiration for Sunrider IBOs (Independent Business Owners) worldwide. 

We chose to hold the convention in Korea because there was strong global demand to “learn from the know-how of Korean leaders.” Now, Sunrider families across the globe are benchmarking Korea’s culture, mindset, and execution style. In Korea, people speak openly about success and money, share goals clearly, and foster natural team participation. That’s why all eyes are on Korea right now.