This is an interview video containing the know-how of CEO Bae Dal-Shabi, who exceeded sales of 1 million won in just 3 days of opening. Hello, I'm Lim Sabu. Today, I would like to show you an interview video with two vice presidents who operate a delivery shop-in-shop at the Daejeon Doan branch. The two CEOs are friends who, with determination, started a delivery restaurant after working in delivery services. They came across our Lim Sabu brand through YouTube and opened two brands, Lim Sabu Gukbap and Jeyuk, simultaneously on September 12th last year. They said that on the first day, sales were 500,000 won, but on the third day, sales exceeded 1 million won. In March of this year, they introduced Jjamppongdae to Lim Sabu Banjeom and Naengmyeon Jangaeinsabu, now operating a total of four Kim Sabu brands. The interview was conducted in early June during a visit for filming.

The sales of Chaegom are reported to be 3 million won, but recently, with the weather getting hotter, the sales of naengmyeon have increased, surpassing the daily highest sales of 3 million won. Now, let's see what kind of words were shared with the two owners in Daejeon. Would you like to watch the interview video? Hello, I'm Jeong Sang Lim. Among the restaurant owners who operate with Im Sabu, there are many merchants who achieve sales of over 10 million won only with the Im Sabu brand, even though some operate with other brands as well. The Daejeon Doan branch we visited today is operating four Im Sabu brands. They specialize in delivery but also hang their own signboard and place tables in front of the store to run a restaurant together. Let's hear directly from the owners who operate four brands in a small space of about ten pyeong. Hello, I'm Shin Jin-young, who is currently operating the Daejeon Doan branch with Im Sabu.

Jang Gongwon, who operates Daejeon's Doanjeon with a brand, says hello. What did you do before introducing the old greeting department? It used to be a delivery service office, then moved to Bejelly's office, and now I am the successor, starting with pork and now expanding to meat, samgyeopsal, increasing sales from the beginning, starting from 100,000 won. At that time, deliveries were coming in. My father had a motorcycle, so we went one or two places at a time. Actually, that seemed better because there were fewer competitors, and the profit margin was smaller. We went back and forth to one place and then decided to start using Coupang Eats. While doing delivery, a friend kept saying he wanted to open a cold noodle delivery restaurant, so I looked into it. Through YouTube, I experienced delivering cold noodles through Coupang Eats.

I've delivered to KAIST before, so I thought, Oh, it's here like this. But there were no signs or anything, and I didn't know how many people were coming out from here. So, I kept searching on YouTube and Facebook, and that's how I started looking for Naengmyeon* (*cold noodles) restaurants. That's how I came across what the lady boss was making. Since it doesn't go bad, I kept looking into it. So, I talked to my friend and said, There's this brand that seems good. Instead of making our own cold noodles, let's bring one and try investing a small amount. So, when we started at first, after trying it the day before, we found out that there were not only that brand but also several others. We didn't even think about selling rice or pork belly; we just thought about cold noodles. Since the prices were a bit cheaper, we thought, Let's try everything if we're going to do it. We got greedy. The current boss is operating several brands at our branch.

What kind of business are you running? Currently, I am running four, which are Insa-bu, Gukbap, Naengmyeon, and Chinese food, and the sincerity of Jeyuk. But while running these four, after setting up the store, what changes or advantages are there? First of all, we do not franchise, originally just our own brand. As logistics and procurement become smoother, management has become easier. And anyway, by using the brand of Insa-bu, advertising was easier to synergize than with a personal brand. So, in a way, since we are a bit late to the game in Daejeon, there are already people who know to some extent, so the effect is not as significant as with a personal brand.

In terms of profitability, I think I took the upward method a bit quickly. However, there were some difficult points while doing it. What were they? First of all, in terms of inventory, there were many difficulties in subdividing and managing due to the variety of items that can be purchased. Even when hiring employees, they need to be able to do not just one thing but five things, so there were many challenges in the training process and learning about it. If each was divided into one, it's not actually that difficult, but indeed, the four are all different. The assembly methods, for example, mixing rice and cold noodles is somewhat okay, but when Chinese food and Jjajangmyeon are involved, there are such parts. So, in terms of containers, since we are pregnant, we...

When you eat, everything tastes sublime, so not only the quality of the container is important, but also making it look classy in black, not too cheap, and unifying the containers a bit, so that when we go out, we can reduce the need for packaging and deliver faster. That's why I felt it was a bit wrong to unify it a bit. Basically, all delivery food is delicious. It's almost a waste to call it delivery food because it's so fundamentally sweet. Consumers appreciate that. Whether it's rice soup, cold noodles, or set meals, we tried to differentiate them from the existing ones, but even though there is a slight difference, I believe customers will notice it. Those who have tried it once will come back again.

It has a taste that makes you want to find it, and also the flyers are very well made and distributed. Those parts are very important for flyers, but many people don't include them. But what's really regrettable is that we can inform people that when we eat at a place like this, it's not about experiencing the store as harsh customers. The things I can inform you about are that we are special. However, whether you do this or not really makes a difference from here. It's really unavoidable. Then, we put a lot of effort into it, there were even advertisements to that extent. So, the current situation here, how many employees are there, and how many square meters is the store now? Instead, as I mentioned earlier, most of the stress that restaurants face is about delivery speed, because.

As journalists visit, not only our own, but as they come and tie things up here, the food is really warm and well-made by us, but due to delays in the delivery process, complaints keep arising. So, we decided to focus more on delivery now. Since the recipe is fixed, no matter who makes the food, it will be the same. Therefore, we want to increase the delivery speed so that customers can eat as if they were dining in the restaurant. That's why we have shifted to delivery service, and by just looking at the address, we need to go faster. As I mentioned earlier, most people receive their food in about 10 to 15 minutes. You can order at the counter, wait, and eat at a similar pace as delivery. So, what time do you work until here? We work until 11 o'clock, from 9 a.m. to 11 a.m.

It seems like there are no problems until dawn, but since we are a restaurant, we all need to be there. We used to serve rice soup from 9 a.m. to 12 p.m., but it was tough. It was exhausting to do this all day long. So, when Chinese food was introduced, it suddenly sold a lot at the beginning, so we had to be careful not to harm the rice soup we had prepared. Because of that, we struggled a bit, and now we keep thinking about expanding. My original goal was to open 24 hours. In the beginning, we opened when there were soccer games and late at night, around 3 or 4 a.m., friends would still place orders. If we keep it open, it helps with hangover recovery rates. So, we think we will have many customers even before the pickling time.

So, when you first opened here, how much was the revenue? There were a few months before, we had rice and pork, and we were waiting for the cold noodles. When we opened on September 12th, the flag wasn't up for the opening, and it was just on the open list, but on the first day, the revenue was 500,000 won, and in 2-3 days, it exceeded 1 million won. We don't eat rice often, we go there occasionally, but students really like it. People like rice a lot. Then we talked about cold noodles, but they said to do rice, so how much was the maximum effect in winter? With our two brands, it was 2.8 million won. If we add Chinese food, how much was it increased approximately? With Chinese food and cold noodles, it was up to around 3 million won.

When we come out, our sales on weekdays have now increased to over 500,000 won. In February, we introduced cold noodles, and of course, after introducing them, our sales continued to increase. There was an expected effect of the introduction, and we are also looking forward to it now. The cold noodles are selling so well, and are they 9,000 won here? Labor costs are over 10 million won just for labor costs, and delivery is really a battle of labor costs, so now the way to reduce it is to introduce automation. If you were to say a word to the owners who are hesitating to introduce automation, what would you say? First of all, as I mentioned earlier, when we first encountered your brand, we were half suspicious and half expectant, and that's how we started, but as we actually worked, tried the food, tasted it, and saw the reactions from customers, if the taste satisfies the owner,

I mentioned this to the guests earlier, that if the delivery process is done very deliciously, we can see many effects. If you believe that the first reading is the most important without doubt and just proceed without hesitation, then for those preparing for the food and beverage industry, the biggest concern when delaying is leaving only time. The investment is next, and then the aftercare. However, the world is so well developed now, and those who are considering Yongsan brands would be most curious about the taste, and then the investment. But from our perspective, everyone is satisfied to the extent that we have seen, and I have tried other franchises, but I think there will be no such franchise that provides such aftercare, promoting the store, paying attention even if the sales drop a little. I don't think there will be such a franchise.

During the interview, there were moments when delivery orders kept coming in, causing overlapping sounds. However, thanks to the hard work of the staff, I was able to comfortably conduct the interview. Thanks to the passionate efforts of the owners, I also received positive energy and returned to Seoul. I will also work harder for the owners by analyzing menu categories and delivery market trends. Thank you. This was Jang Sang from the sales department.

오픈 3일만에 매출 100만원 돌파한 배달 샵인샵 사장님 노하우를 담은 인터뷰 영상입니다.


안녕하십니까? 장사왕 임사부의 임정훈입니다.

음식 만드는 일을 롯데호텔에서 시작하여 20여년 간 스쿨푸드/썬더볼드/플라잉볼/셀렉토커피등에서 신규 브랜드 및 메뉴 시스템 개발 컨설팅을 해왔고 최근에는 에프엔비 히어로라는 배달 샵인샵 전문 회사의 대표이사를 맡고 있습니다.

셰프로 메뉴 개발자로 그리고 회사의 대표로 20여년간 쌓아 온 현장 경험과 노하우를 바탕으로 배달 샵인샵을 도입하고 운영하고자 하시는  사장님들에게 도움이 되는 정보들을 공유하는 채널이 되겠습니다.

제가 카메라를 보고 얘기 하는데 있어 아직 미숙하여 시청하시는데 불편하실 수 있습니다.

같은 내용을 네이버 블로그에도 올릴 예정이니 영상 시청이 불편하신 분들은 네이버 블로그를 이용하셔도 됩니다.^^ 

감사합니다.^^