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1 Out of 2.3 Seoulites Taste the Soup
When he caught a cold, he always had a sundae soup to keep his body warm. Surprisingly, he could get over his cold with it. However, he hated the unique smell with pork and the taste of brawn, which sought a soup of sundae without brawn.
He thought that teenagers or women avoid the taste of it for the same reason he had with the food. After 1 year of repeated trials and errors, he finally succeeded to make beef bone broth-based sundae. Many people showed enthusiastic responses to the food. He himself was greatly touched by their responses. This is the chapter 1 of Oh¡¯s success story. Indeed, oh was an architect. As he was keenly interested in dining business, he himself designed and built a coffee shop and a wine bar. These experiences laid the foundation for running his own restaurant.
¡°In running his own business, the most important thing is to equip myself with right mind. In my view, today, many focus on making a success rather than the ¡®right¡¯ success. This success cannot sustain if it is not made in the right way. No one would dream a temporary success. If he or she wants it to maintain, they should make a success in the right manner.¡± Oh said.
Making a continuous growth in dining market, Damso-story acts as a control tower taking in charge of everything needed to run a restaurant from planning to decision-making. Without engaging with any promotion activity, the restaurant made a remarkable achievement of reaching a monthly revenue of KRW 30 million and an annual sales of KRW 20 billion within just 3 and half years. Currently, 21 restaurants are being run including 8 directly-managed ones. Directly-managed restaurants reached an annual revenue of more than KRW 10 billion. The sales of the affiliated restaurants are also exceeding that of the directly-run restaurants. As of March 15, about 4.3 mn dishes were sold for the past 3 years. The number is expected to surpass 5 mn in May or June. From the statistics, 1 in 2 Seoulites have tasted it.
Taste, Quality, Price, Space 4 Elements of Success
Unlike other sundae soups, the restaurants provides the soup made with beef bone broth. Usually, boiled brown or other parts of bones of port are used to make meat broth. Instead, Damso uses beef bone and quality beef to serve customers a good and distinctive dish. By doing so, the soup could have both deep and distinctive taste, differentiating itself with other sundae soups. When it started to launch, the soup was usually priced between KRW 6,000 and KRW 7,000. Damso, however, decided to fixe a less price.
¡°Some customers even asked me how I can make money with selling such a cheep dish. For me, it is meaningful to serve them good food with a reasonable price.¡± he said.
Within an extent at which we do not have to lower the quality of food, we are maintaining the price as low as possible. Thanks to its reasonable price and distinctive taste, the soup went viral in an instant. It was frequent to see a long standing line in front of the restaurant. As Oh himself takes charge of restaurant interior, it can benefit both headquarters and owners. He contributed to enhancing the quality of the space by taking advantage of his major in decorating the restaurant. Unlike many franchise-running company where unfairly puts the burden on the owners by making regular interior construction mandatory, this is another illustration of win-win business philosophy.
Making Leap Forward Nationwide Franchise Brand
Teng Hsiaoping, a Chinse leader in the 1980s reflected Togwangyangheoi to set his national agenda. It means raising strength in darkness while hiding light. This is in line with the success story of Damso-story as it made a remarkable achievement of reaching KRW 20 billion revenue without establishing a webpage.
¡°First and foremost, it was important to establish brand awareness. To ensure internal stability, we did not pay much attention to how would we look like to others. Based on strong brand reliability, we are planning to meet a bigger world. We have also prepared a business information session tailored to each city across the nation. Our goal is to get our customers to have the same taste at our restaurants wherever they are. We are all square.¡± said he.
It is gearing up to become a nationwide franchise brand. As a pre-task of it, it moved a manufacturing plan from Gwangju in Gyeonggi province to Eumsungg in Choongbuk province. The relocation and entry into other regions determine whether it is a local brand or nationwide one.
In particular, the location of the factory is interpreted as an willingness to systematically manage and supervise the franchise restaurants from the southern part of the nation. The success of the newly launched restaurant in Daegu shows a green light of the future of franchise business. We have seen many visited and famous restaurants lose even regular customers soon after initiating a franchise business. Most of them were bent on increasing the franchise restaurants, neglecting follow-up management. They just hire a supervisor and provide them a short-term training to let them supervise the restaurants. However, we have many experienced and skillful managers who carry out an inspection one time every two weeks. With an inspection check-list, the managers work almost half of the day with the owners. Through a humane communication, they not only deliver know-hows on running a restaurant but also heed the difficulties of the owners have so that they can bring optimal solutions. The news that an owner opened the 2nd restaurant 6 months after opening the first one is a proof of its competitiveness.
Make Employees and Customers Both Happy
As of now, 120 employees have been working at the company since its inception. Thanking the contribution and hard efforts of his employees, Oh always thought of ways to pay back to them. With this in mind, the employee welfare system of Damso-story was designed. Under this program, an employee who have worked for 1 year receive a break of 1 month. Some employees had already had two breaks. Furthermore, employees who have worked for more than 1 year are provided overseas trip ?1 year for Southern East Asia and 2 years for Japan, 3 years for America and 4 years for Europe. Oh pays the total cost. The next one is to provide an overseas trip opportunity for employees¡¯ parents. The last one is to provide a bonus to a temporary worker just as it does for a permanent employee. It is indeed a welfare program everyone dreams of.
¡°I would like to thank and encourage them as they have worked with me with a common goal. I will be happy only if my employees, customers and restaurant owners are happy. If I make a success in a right way, I should share it with others.
To make a further progress in Korean dining market, the government should selectively support companies equipped with competitiveness and pay attention to promoting brands¡¯ entry into overseas market.¡° he said.
His dream is to make more and more people visit his restaurant and build good memories with good food and good people. For this, he would make a continuous effort to raise it as a public-loved brand. He would take a slow but gradual step forward this. PowerKorea encourages his endeavor and willingness to achieve the goal.
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