미에 가코안 성공: 논란과 낮은 가격 탐색하기

### 미에 가코안의 성공 스토리: 10,000루피아에 국수를 판매하고 수조원의 매출을 창출한 미에 가칸: 국수 판매의 성공 사례
* 🍜 인도네시아의 인기 국수 체인점인 미에 가코안은 **최저 1만 루피아에 국수**를 판매하여 **수조 원의 매출**을 올리는 등 큰 성공을 거두었습니다.
* 🥇 미에 가칸은 시장 최초는 아니지만, **2010년부터 이어져 온 전임자 미에 코버를 제치고 인도네시아 최고의 매운 국수 브랜드**로 성공적으로 자리매김했습니다.
* 💰 미에 가칸의 성공 비결은 **전략적 브랜딩, 운영의 우수성, 교차 보조금 모델 및 타이밍**에 있습니다. **합리적인 가격과 편안한 식사 경험**을 제공함으로써 많은 고객층을 확보할 수 있었습니다.
* 📈 최신 데이터 기준 **132개의 지점을 보유한 미에 가칸**은 동부 자바, 중부 자바, 발리 지역에서 시장을 선도하며 인도네시아의 거대한 라면 소비 시장을 공략하고 있습니다.
* 🏭 이 체인의 성공은 운영 효율성과 규모의 경제를 통해 낮은 가격을 유지하면서도 **40~50%의 수익률**을 달성할 수 있었기 때문입니다.
* 🌶 미에가칸은 매운 음식 소비량 상위 10개 국가 중 하나인 **인도네시아의 매운 음식 시장에 진출**함으로써 주력 F&B 사업자로서 시장 입지를 더욱 공고히 하게 되었습니다.
* 🕰 할랄 인증 지연 및 운영 문제와 같은 논란과 도전에도 불구하고 **미에 가칸의 가치 제안을 일관되게 이행하는 능력**는 향후 성장과 지속 가능성을 위해 매우 중요할 것입니다.
* 🔮 미에 가칸의 사례는 **실행력과 시장 적합성만 뛰어나다면 시장 최초**라는 것이 반드시 성공의 전제 조건은 아니라는 귀중한 교훈을 줍니다.

미에 가칸의 성공은 합리적인 가격, 전략적 브랜딩, 교차 보조금, 운영의 우수성, 인도네시아의 거대한 주식 시장 공략에 있습니다.

How can selling noodles for 10,000 rupiahs generate trillions in revenue? In my opinion, the phenomenon of Mie Gacoan is truly unique. I even uploaded it on Tiktok, Shorts - the views reached millions. And I found some interesting facts. This is just one of the businesses that I find difficult to research. Because there isn't too much public data to dissect the business model and financials of Mie Gacoan. What's even more amazing is if you try to find out about Mie Gacoan, why is there so much controversy around it? Do you remember the case of the worm that went viral? Then there was a case where a food delivery driver lined up at one branch and was surrounded by the employees of Mie Gacoan, the next day the drivers came in groups to that branch. There was even a branch that had to close because its exhaust machine was too loud. Plus, why did it take them so long to get halal certification? The controversies are actually the easiest to find online. And one thing I found out, they are actually the number one Spicy Noodle in Indonesia, but not the first one, in fact. In my opinion, they are quite similar to their competitors. Let's discuss their success first. According to several articles, Mie Gacoan mentioned that the high-performing branches could make up to 100 million per day. If you

If multiplied by 12 months, it's Rp3.6 trillion. But that calculation is really stupid. Because it's impossible for all branches to reach that amount. Even if a margin of error is included, for example, per branch 50 million — plus earlier I used 100 branches, whereas the latest data in November 2023 shows there are 130 branches. Still, according to this person, the noodle business with a price of 10,000 rupiahs can generate trillions in revenue. So, what's the secret? Why is Mie Gacoan so successful? The interesting part is actually the story behind it. The origin of why Mie Gacoan was born and why this word — in my opinion, quite sharp. Chapter 1: Pioneer, Not a Follower. I once saw a comment, 'This business is a copycat.' Then I was curious, a copy of what? Mie Gacoan has been around for a long time, since 2016. That's 8 years. But it turns out there's a spicy noodle business that was opened in 2010, called Mie Kober. Even if you visit their website, there's a hashtag #PioneerNotFollower. It seems to indirectly target some brands. And the founder, Aris Ardiansyah, his nickname, opened Mie Kober in 2010. 6 years before Mie Gacoan existed.

The origin of spicy noodles was that they modified the typical noodles from Malang. And you will be surprised, the menu sold by Mie Kober is called Devil Noodles, Angel Noodles, Satan Noodles. The names are exactly the same as Gacoan Noodles before they had to change it due to halal certification issues. In terms of price point, they also sell around Rp9,500 - 10,500. Besides spicy noodles, they also have dim sum, siomay, sushi, chicken feet, spring rolls. And they didn't actually die. Up to now, in July 2023, there are 30 branches in Java, Bali—including a production house and warehouse. Now, fast forward to 2016, suddenly their competitor emerged, Gacoan Noodles. Gaco is Javanese for champion. Its subsidiary is PT Pesta Pora Abadi. If you do a lot of googling, you will find that there are 3 founders. But everyone mistakenly thinks that Haris Kristanto owns it. From Solo. However, he is the HRD of Gacoan Noodles. On his Instagram, there is a note in his bio, Not the owner of Gacoan Noodles. If I'm not mistaken. The actual CEO and founder is Anton Kurniawan. But Mr. Haris still played a role in building the Gacoan Noodles brand. Initially, there were three of

But the first branch was in Kediri. But when they started, it wasn't actually Mie Gacoan. It had gone through several rebranding processes. Initially, they sold Mie Nelongso—that was their product. But the place where you eat is called Warunk Gacoan. And at that time, their focus was on various noodle soup menu variants. During the 2016 era, there were Mie Gacoan Kare, and also Mie Gacoan Tomyam. Back then, the price was still Rp7,000 - 8,000. Until now, they finally have 132 branches, rebranded the name to Mie Gacoan, with more than 3,000 employees, and their vision is to become the number 1 restaurant chain in Indonesia. Where is their focus? Yes, on affordable prices. When you buy food there, you get food and an experience that exceeds the value you pay for. The question is, why is Mie Gacoan more well-known than Mie Kober even though Mie Kober has been around since 2010—with the same menu name, the same side dishes, and the same cheap prices? And is it really profitable to sell at such low prices? Could it be that their revenue is in the trillions, but their profit margin is very thin? Those are interesting questions. Before discussing the analysis, let's move on to Chapter 2,

Fast or not according to me is relative. But if judged by how many branches, their latest data shows they have 132 branches. And if you visit their website, they have claimed to be the market leader. Especially in the East Java, Central Java, and Bali regions. But when they say they are number 1, in my opinion, that is one of their strategies, why they can have such a large market share. When we talk about F&B business, actually, it falls into these three things that the business must deliver. The food is delicious, the price is right, the place is comfortable, and the service is good. There are actually 4. And how can Mie Gacoan check all these 4 things? If you dissect their menu—this is if you come offline—almost all their menu items are priced below Rp10,000. Then, some ask again, if they sell food that cheap, where do they profit from? Opening a place is not cheap actually. If you look at each branch, there is consistency, the place is always comfortable, quite spacious, and the parking is also ample. Sometimes, they are mistaken as a parking business because their parking spaces are always full. And they are one of the food places that if you look or order through online motorcycle taxis—both me and my editor often order from them—it always takes a long time because the queue is very long.

So what's the secret sauce actually? And maybe here I can discuss from 4 angles. Branding, operations, cross-subsidy, and timing. Let's start with branding first. Is this similar to the story of Android and Apple? The very first one to pioneer the smartphone OS was actually Android. They could be called the pioneers. The case here is Mie Kober. But what is perceived by consumers or the public, the number one is Mie Gacoan. When they started labeling themselves as the Number 1 Spicy Noodles in Indonesia, that's actually one way to brainwash you. You don't actually need to be the pioneer. You don't need to be the first, but what's important is always being perceived as number one in terms of consumer choice. And they keep pushing this number one, even on their private website. They always say number one here and will continue to strive to be number one nationally. And their branding is unique. Every time a customer comes and labels Mie Gacoan, there is never a slow day at the Mie Gacoan outlet. The parking lot is always full, and in the end, there is always a long queue. In my opinion, the name matters. And the way they repeatedly say they are number one, in my opinion, is clever. The second one, the cross-sell/cross-subsidy system. Because they still want to advance their US which is cheaper or more

Or for example, a complete dish with all the fillings, priced at 20,000. They can break down the menu until everything is below 10,000. What makes people come back is, Wow, it's so cheap to eat here. But again, actually, it's quite risky because sometimes selling items individually like that is not profitable for the business. Honestly, if you come and just buy one noodle, sit for an hour, it's detrimental to the business. It doesn't cover the costs. And in my opinion, strategies like this, the core product is the noodles - the profit margin is not that high. But the question is, who really comes to buy just the noodles? Because with the perception of it being cheap, have you ever been trapped into, 'Okay, this is cheap, I'll add something else'? Actually, side dishes, beverages have better margins. Rarely do people come just to buy the noodles. Based on their reports, they can have a profit margin of 40-50%. In simpler terms, for example, if you buy food priced at Rp10,000, the cost is only Rp5,000. That includes ingredients and cooking. So by breaking it down like this, they establish an affordable branding, but still designed in a way that customers will still order other side dishes.

Thirdly, operational excellence and economic soft skills. Excellence and economies of scale. If you want to run a business with a very low selling price, especially in the F&B industry, you need what is called economies of scale. So, the more branches, the more orders, the more people, the cheaper the ingredients. And maybe a case like that happened with Mie Gacoan. At the beginning, they didn't get the most efficient cost price to make a thick profit for their business. But as they continued to expand, taking the gamble of setting low prices at the beginning, the volume increased, more customers came, and eventually, the prices could be continuously reduced. And I've seen many comments—not just about the volume, but they have quite a well-organized system. The fact that they dared to do it. One thing I saw on Twitter, for example, if an order doesn't arrive within 18 minutes, they give a free siomay package. Now, I don't know how it is now, maybe you can comment below. And this is the last part, timing. They started in 2016. More modern than Mie Kober. And if you notice, it actually went viral around 2019-2020. Because during those moments, which were quite fresh from the opening of Mie Gacoan, they were quick to collaborate with online food delivery services like GoFood, GrabFood, or ShopeeFood.

And in 2019-2020, it can be said that the new businesses launching were quite lively—if the concept is unique and easy to talk about from the customer's perspective, it can reach word of mouth much more efficiently. But actually, besides those four, you also need to understand when starting any business, and if you want to see how big this business will be in the future, you also need to consider its external components. Let me just conclude in Chapter 3 about Mie Conglomeration. Mie Gacoan actually enters a market that truly defines Indonesia. When talking about how big the market is, usually at Sevenpreneur, we first look at the market sizing. Market sizing or the potential size of your business is calculated based on trends and consumer behavior. And in Indonesia, a fun fact, it is the second largest consumer of instant noodles in the world. Only behind China/Hong Kong. Where other countries below, if you look at the numbers, are far behind. Not to mention they entered the spicy food market. Yes, Indonesia is in the top 10 countries for spicy food consumption. Plus, tapping into the socio-economic aspect, because with prices starting from Rp10,000, from lower to middle class—almost the majority of the Indonesian population can go there and enjoy the food every day. So, to understand the life cycle of an F&B business,

Actually, personally, I categorize them into two. Is this an F&B business that is seasonal or staple? So, most of the trendy F&B businesses you see, it seems like their concepts are quite new. Maybe they have risen, fallen, and maybe some have stayed until now. For example, like cromboloni, Milo ice ball, ice cream—even though it's cheap, for example, like Mixue. That falls into the seasonal business category because it doesn't match its market. When we talk about ice cream, actually, our per capita dairy consumption in Indonesia is low. So, it cannot yet be considered a food that people are comfortable with and can eat every day. That's why when Mixue was on the rise before, now it seems a bit quieter compared to their early hype. And not all F&B businesses can get through the phase after their hype; they still maintain that market. Because to be categorized as a staple market, again, you have to look at the consumers in that country. When we talk about noodles, spicy ones—similar to the market for fried chicken, fried rice—that is truly staple or the daily needs of Indonesians ready to be eaten every day. And looking at its formula, in my opinion, Mie Gacoan checks all the boxes. Socio-economics that are massive—consumers for staple foods, namely noodles and spicy dishes. The next question is if they want to expand significantly.

Basically, can they maintain their consistency? It all goes back to the key, operational excellence. Each branch must consistently follow through. They can maintain their relevance. If suddenly a new competitor emerges, Mie Kober suddenly innovates in their new menu, and does not slip in issues they cannot recover from brand damage, and perhaps scandals that make people suddenly lose trust in their brand. What is quite unique and interesting to me is why did they only receive the halal certification in 2022 when they have been operating since 2016? It turns out that when they went back and forth from the names of their menus, Mie Setan, Mie Angel, Mie Iblis - those were not accepted by MUI. Finally, they changed their menu to Mie Hompimpa and Mie Suit. Even though they are in the right market and have become a staple in Indonesia, looking at controversies like in order to maintain their low prices, they really have to think about reducing costs in terms of employees, etc. And this is a disclaimer, many of these rumors are not actually confirmed. Like what I see in the comments of netizens saying their employees are paid below average, even below the regional minimum wage. Not to mention the issue of the always crowded Gojek queues. There are many complaints from there. But yes, so far in my opinion, they handle it well. Even like - if those motorcycle taxi drivers are crowded.

They were given free siomay from Mie Gacoan. That's in some cases. So along the way, the more branches, the more there are— up to 1000, up to international expansion— again, actually these are questions that the answers will only be seen later. Can they still be consistent? Can they avoid operational blunders? But so far, what they offer now, in my opinion, is quite a market-fit product in Indonesia. It's already big and extensive, and they have managed to tap into that market. It's not easy actually. Because the bigger it gets, the tougher the competition. But, we'll see. Because to be honest, it's quite interesting, right? Selling noodles for 10,000 but the revenue can reach trillions. If the expansion continues, maybe above 10 trillion, above 20 trillion—we'll never know. But that's the lesson according to me from Mie Gacoan. You don't need to be the first to do something unique, as long as the execution is good. What do you think? I guess I'll see you guys in the next video, bye.

Belajar Strategi MIE GACOAN, Mie Pedas Nomor 1 di Indonesia?

Raymond Chin

미에 가칸 국수 사업의 성공과 논란

미에 가코안 국수 사업은 엄청난 매출을 달성했으며, 일부 실적이 좋은 지점은 하루에 최대 1억 루피아를 벌어들이는 것으로 알려졌습니다.

이 브랜드는 국수에서 벌레가 발견되는 바이러스 사건, 시끄러운 배기 소음으로 인한 지점 폐쇄, 할랄 인증 획득의 어려움 등 다양한 논란에 직면해 있습니다.

카피캣이라는 비난을 받기도 했지만 미에가칸은 경쟁사와 차별화하며 매운 국수 사업의 선구자로 자리매김하고 있습니다.

인도네시아 매운 국수 브랜드의 진화

말랑에서 매운 국수를 개발한 미에 코버는 이후 할랄 인증 문제로 메뉴를 변경하여 현재 자바와 발리에 30개의 지점을 운영하고 있습니다.

브랜드를 바꾸고 합리적인 가격에 초점을 맞춘 Gacoan Noodles는 132개 지점으로 성장하여 인도네시아 최고의 레스토랑 체인이 되는 것을 목표로 하고 있으며, Mie Kober의 인기를 능가하는 것을 목표로 하고 있습니다.

비슷한 메뉴와 저렴한 가격에도 불구하고 미에 가코안이 더 큰 성공을 거둔 이유는 수익성과 매출에 대한 의문을 제기합니다.

미에 가코안은 132개의 지점을 보유하고 있으며 동부 자바, 중부 자바, 발리에서 자타가 공인하는 시장 선두주자입니다.

합리적인 가격, 편안한 위치, 효율적인 브랜딩 전략을 통해 높은 시장 점유율을 달성했습니다.

성공의 비결은 효과적인 브랜딩, 운영, 교차 보조금 및 타이밍에 있으며, 이를 통해 전국적으로 소비자들에게 최고의 선택으로 인식될 수 있었습니다.

미에 가코안의 비즈니스 전략 및 성공 사례

미에 가칸은 저렴한 면을 제공하여 고객을 유치하는 동시에 반찬과 음료로 더 높은 수익을 창출하는 전략을 사용합니다.

이 비즈니스는 운영의 우수성과 규모의 경제에 의존하여 저렴한 가격을 유지하면서 고객층을 늘리고 있습니다.

저렴한 가격으로 시작하여 빠르게 확장함으로써 비용을 절감하고 물량을 늘릴 수 있었으며, 이는 성공으로 이어졌습니다.

인도네시아 식품 시장에서의 미에 가칸의 성공 사례

미에 가칸은 인도네시아 국민 대다수가 매일 먹는 인스턴트 라면과 매운 음식에 대한 인도네시아 사람들의 사랑을 활용하여 인도네시아 식품 시장에서 성공을 거두었습니다.

또한 저렴한 가격으로 중산층과 서민층도 쉽게 접근할 수 있어 폭넓은 인기를 누리고 있습니다.

미에 가칸의 콘셉트는 계절에 따른 식음료 비즈니스와 달리 인도네시아 소비자들의 일상적인 니즈에 부합하기 때문에 앞으로 크게 확장할 수 있는 입지를 다지고 있습니다.

일관성 유지 및 논란 극복하기: 미에 가코안 이야기

미에 가칸의 성공은 운영의 우수성과 시장에서의 관련성을 유지하는 데 달려 있습니다.

이 레스토랑은 메뉴 이름과 할랄 인증에 대한 논란으로 어려움에 직면했지만 지금까지 잘 대처해 왔습니다.

사업이 확장됨에 따라 일관성을 유지하고 운영상의 실수를 피하는 것이 핵심 과제로 남아 있지만, 시장에 적합한 제품과 성공적인 인도네시아 시장 공략으로 지속적인 성공의 발판을 마련했습니다.