38-Year Printing Business Avante Print Center Converts to International Minute Press Franchise in Mesa, Arizona
Minuteman Press Franchise in Welshpool, Perth, Western Australia Celebrates 17 Years, Shares Growth Strategies
Minuteman Press Franchise in Irvine, CA Achieves Record Monthly Sales Driven By Apparel and Promotional Products Growth
AffiniPay for Associations Allows Association Professionals to Accept Payments 85% Faster with Kenect Text-to-Pay Partnership
Minuteman Press Printing Franchise in Libertyville, Illinois Has Grand Opening
Restaurant Delivery Software Provider VROMO Partners With Restaurant SaaS, Host Kitchen Tech Startup KBox Global
Avi Kumar Converts Independent Print Shop to Minuteman Press Franchise in Longmont, CO
IKEA Lab to open in Seongsu on November 5
Jung Hyun-Sik CEO of Haimarrow Food Service, took office as the 7th President of Korea Franchise Association
Farewell Ceremony of 5th President & Inauguration Ceremony of 6th President of Korea Franchise Industry Association
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2016 KFC KOREA Media Conference
On July 20, KFC KOREA held the media conference in KFC at Cheonggye Stream, Seorin-dong, Jongno-gu, Seoul, and it announced KFC KOREA’s direction of customer value enlargement. At the site, it declared a second leap through large-scale image improvement. At the conference, KFC KOREA revealed its ambition to raise customer’s long-term royalty toward the brand by store remodeling, opening new stores, and hiring additional employees with concentrating on expanding customers and raising brand value. In this year, it will additionally open about 30 new stores and remodeling stores, and provide the best taste and service to customers by increasing more than 10% of employee recruitment. Lee Jin-mu, Representative of KFC KOREA, said, “We are trying to make more customers meet our foods. And maximization of ‘cost-effectiveness’ is the solution of the way to achieve our goals. So far, the price policy was set to only limited customers, so there were some limitations to company sales and growth. We now changed the policy to let various customers enjoy KFC products.” And, “Finding the reasonable price and value that customers think is the key point of cost-effectiveness maximization strategy.” ▲ Lee Jin-mu, Representative of KFC KOREA ▲ Maximization of cost-effectiveness is the starting point of a three-year plan that KFC KOREA pushes forward. Based on sales maximization and brand strengthening plan established in a three-year unit, KFC KOREA revealed its goal to take a leap to the most-loved brand among more customers by being faithful as a global no. 1 chicken specialized brand and expanding customer value. In long-running economic recession, by providing rich and high quality menu with reasonable price, it will raise customer satisfaction and expand customer group of KFC KOREA. Especially, it has a plan to differentiate from other fast-food companies by fixing ‘KFC Magicbox,’ which is an issue in that, of course high cost-effectiveness, it is possible to enjoy burger and chicken at the same time, to menu. ‘KFC Magicbox,’ newly launched on July 1, showed the best cost-effectiveness as it is possible to buy five menus with 4,900won. It is sold about a million from the product’s launch, and it shows tangible results such as increasing about 15% of sales of the same time the year before and 20% of the number of customers. After the price reduction of about 29% of the price of ‘New Colonel Burger’ from 1400won to 1000won during IMF in 1998, KFC KOREA caught customers’ steps by reducing prices of main products such as chicken and burgers in July, 2016, which is the first time in 18 years. Especially, even though it reduced the price, it provides unchanged high quality menu according to the quality management program of the global dining company YUM, so it creates a great sensation from customers. In addition, by following the trend of gradually expanding delivery market, it is planning to expand currently 60 delivery service stores for providing the same service to the customers who cannot visit the store. Also, it will expand up to 50 KFC Chicken and Beer stores where customers can enjoy both chicken and beer. ▲ KFC Magicbox aims for ‘box meal’ concept, different from the original single dish and set menu. ▲ Considering the distinct characteristic that KFC cooks directly at the store, it will reinforce employee recruitment, education, and etc. ▲ Representative Lee Jin-mu, Vice-president Kim Hyeong-eop, Business Director Hwang In-seok, and Marketing Chief Park Hyeong-yeol had question and answer session.
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CJ FoodVille ‘CJ FoodWorld at COEX Mall’ Opening Press Conference
CJ FoodVille held a press conference for opening ‘CJ FoodWorld at COEX Mall’ at COEX Mall, Gangnam-gu, Seoul. The event is prepared for informing the features of the store and introducing the future developing way by CJ FoodVille, which will open its complex dining space CJ FoodWorld on July 5 at COEX Mall. Many officials from CJ FoodVille, Jung Mun-mok CEO, Bae Eun Head of Business Management Department, Shin Jong-hun Director of Global Business, Kim Jun-sung Head of Business Strategy Department, Jeon Sang-uk Director of Concession, attended the event. Jung Mun-mok said, “It is pleased to show capability of CJ FoodVille’s complex dining space business at COEX Mall, and I hope that customers will enjoy differentiated value of food culture.” And “As complexation business of dining brand is the organization of core competencies and future of CJ FoodVille, it will consistently lead a new dining culture and finally become a global dining business representing Korea.” ▲ The press conference that informs opening of ‘CJ FoodWorld at COEX Mall’ is held. ▲ Jung Mun-mok said, “Business capability of CJ FoodVille will be also shown at COEX Mall.” According to the announcement on the day, ‘CJ FoodWorld at COEX Mall’ is a new store introduced after Cheil Jedang Center, IFC Mall, and China Lido, and its scale is about 1,984 square meter. To provide more diverse experiences to customers, its distinctive feature is ‘Urban Healing Space’ concept. Especially, many plants and trees are used for the interior spaces to create eco-friendly space. They let visitors feel sensitivity and comfort of life even in the center of city. In ‘CJ FoodWorld at COEX Mall,’ total seven brand stores entered; ‘SeasonsTable,’ ‘VIPS My Pick,’ ‘bibigo,’ ‘Cheiljemyunso,’ ‘Bangkok9,’ ‘Chinafactory Express,’ ‘Twosome Place.’ Each brand meets customers in the new way by changing the original brand. For example, in case of ‘VIPS My Pick,’ it is composed of casual dining corners that customers can choose various salad, which is changed new daily, and grill menu. Besides, a separate space for displaying devices of a sound specialized brand Onkyo, which is a developing domestic business by CJ E&M, is prepared. Also, compared to the original complex dining spaces, another characteristic of ‘CJ FoodWorld at COEX Mall’ is to provide more various experiences, such as providing healing theme music that is carefully selected through Mnet’s music curation service. With entering the COEX Mall, CJ FoodVille revealed its ambition that it will naturally expose CJ FoodVille brands to foreigners who visit for various purposes, such as not only foreign tourists but also foreign buyers and business customers, so that it can pave the way for them to pay attention to Korean food culture and finally it will expand the base of overseas expansion. ▲ The scale of ‘CJ FoodWorld at COEX Mall’ is about 1,984 square meter. ▲ Each store meets customers in the new way by changing the original brand. ▲ ‘CJ FoodWorld at COEX Mall’ is the fourth store of the brand ‘CJ FoodWorld.’ ▲ Seven brands that are optimized to the COEX Mall entered Meanwhile, on the event, the business strategy of CJ FoodVille is also revealed. It defined that it will apply premium strategy based on cost-effectiveness to each brand, and lead the market as well as pursuing differentiated strategy from other brands in domestic. Next, in global sector, it intensively fosters the brands, ‘bibigo,’ ‘Tous Les Jours,’ and ‘Twosome Place’, focusing on China, Southeast Asia, and the US. With accelerating China expansion strategy, ‘Tous Les Jours’ plans to open total 1,600 stores abroad until 2020, and ‘Twosome Place’ also announced that it will strengthen global brand power by establishing 1,150 stores around China until 2020. ‘bibigo’ announced its plan to become Korean cuisine globalization brand representing Korea with opening 300 stores around Chinese and American market until 2020. ▲ Business strategy of CJ FoodVille is revealed on the day. ▲ It showed its ambition to grow into global TOP 10 dining specialized company until 2020.
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Ediya Coffee Press Conference Celebrating Relocation of Headquarter
On March 31, Ediya Coffee held a press conference at its new office building in Nonhyeon-dong, Gangnam-gu, Seoul. At the site, Chang-gi Moon president announced ‘Vision 2020,’ and freely revealed about the future business plan. He said, “As Korea’s leading native coffee brand that doesn’t pay royalties, we will lead Korea’s coffee culture. Five years until 2020 will be the most meaningful period, and Ediya Coffee will meaningfully prepare through ‘Vision 2020.’” At the press conference, Ediya Coffee, celebrating its 15th anniversary, announced ‘Vision 2020,’ including blueprint from results until today and to 2020. It also announced main strategies for achieving 1 trillion won of sales until 2020, such as reaching 3,000 franchises, extension of distribution business, for example coffee of stick coffee beans ‘Beanist,’ overseas expansion by itself, enhancing quality of coffee, maintenance of coexistence management and etc. Hereby, it makes its position as the coffee brand representing Korea more than coffee franchise. ▲ Ediya Coffee’s press conference celebrating its new office building was progressed in the concept of ‘Long live great Korea coffee!’ Currently, Ediya Coffee has nearly 2,000 franchises, and it is expected to reach the number at the second half of the year. For store distribution all over the country, the capital region has 1,014 stores which are about 64% of total stores, followed by Yeongnam area which has 350 stores, taking about 22%. When seeing proportion of stores comparing capital population, a demand for provincial stores is expected to be increased, so it is planned to strengthen extension of domestic market based on provincial areas. Firstly, in April, it is going to build an office in Honam, Gwangju, to strengthen opening stores in Honam area where the number of stores is too small compared to its population distribution. In case of Gwangju, it is possible to set a minimum goal which is opening more than a hundred stores, as population per store is nearly ten times that in Seoul. Also, Chungcheong and Gangwon region are in situations of opening more than twice the number of current stores. Apart from this, by intensifying ‘Shop in shop’ form of cooperation with other companies, Ediya Coffee has a strategy of aggressively opening stores even in season-special commercial supremacy. In 2012, it first launched coffee of stick coffee beans ‘Beanist25,’ and released upgraded product ‘Beanist Mini’ in 2014. Total 30 million sticks are sold until the last year, and the sales keep going up three times every year after release. It is going along smoothly with aiming 10 billion won of sales in this year. Moreover, sales method only used in franchises are extended to distribution channels, such as mart, convenience store, open market, etc., and they are on the ascending current. Beanist Mini became a new drive in Ediya Coffee where franchise business is the main, and it is behaving very much like a devoted son. Ediya Coffee is seeking for method that can make it leap to a franchise-based general food company by setting Beanist Mini’s distribution performance as a foothold. Ediya Coffee is now drawing a detailed picture if subdividing the product, currently composed of original and mild, into ‘Dark,’ ‘Single origin’ and etc. responding to customers’ tastes. Based on this, Ediya also has a plan to launch B2C coffee beans distribution and RTD(Ready to drink) coffee apart from original B2B coffee beans distribution. In case of RTD, it will be developed in Ediya Coffee Lab, and completely differentiated from original product to make it as a product never seen in domestic. ▲ Chang-gi Moon hosted both presentation and Q&A of the press conference. Ediya Coffee has been consistently observing by examination of various matters, such as market research through field survey or business partner, for the last few years to go abroad. The first priority consideration is creation of the actual profit rather than nominally pushed to going abroad. A combination of lessons gained from foray into China in 2005 and Thailand market development process recently is applied to making this result. Thus, Ediya is working on groundwork for entry to abroad carefully than ever. Since 2012, it already has been educating franchise sites by employing experts on foreign languages such as English and Chinese, and it keeps educating with replacing manpower. It also closely analyzes global brands’ successful cases of overseas expansion to draw core abilities. Following is the plan of overseas expansion established through it. The plan is preceded into four steps; the first steps (the first half of 2016) are overseas market research and examination of overseas expansion method. The second steps (the second half of 2016) are selection of a country for overseas expansion and in-depth market research of the country. The third step (the first half of 2017) is opening of the first headquarter(company-operated store) abroad. The fourth step (the second half of 2017) is opening of the second franchise abroad. The company is already examining the possibility of expansion to all parts of the world such as Southeast Asia or the Americas, and it will firstly sort out several countries during the first half year. It is going to open more than 200 stores until 2020, and it has a goal of getting more than 100 billion won. It is examining expansion to abroad in all the available ways including independent expansion in the form of headquarter(direct control) and cooperation with foreign partner business (master franchise, joint venture). Meanwhile, Ediya Coffee is developing various contribution businesses in a meaning of donating more than 2% of profit annually to society. From 2016, it will spend more than 3% of profit on social contribution business, and expand Ediya mate learn fare to a scale of 300 million won annually. It also keeps extending policy for supporting franchisers; for example, supporting university entrance fees of franchisers’ children (two million won per child). In addition, it extended annually progressed Africa well supporting business to 50 million won in 2015, and the business will be progressed this year. (In addition, the business of support annually to develop wells in Africa is extended to 50 million won in 2015 and the business will be progressed this year.) Ediya also continues culture-support businesses such as supporting hearing-impaired baristas and sponsoring independent films and young artists. It will keep pushing forward and extending social contribution businesses so that it can achieve ‘coexistence’ with society in many directions. ▲ With building new office, it became possible to save rental fees, operate flagship store by itself and etc. This is a preparation for prolonged war.
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2016 Caffebene Media Conference
On March 28, Caffebene corp. held a media conference at Caffebene, Apgujeong Galleria, and introduced a new BI(Brand Identity) and vision of 2016. At the same time, the brand’s second leap was announced, based on a turn-around plan and image improvement at the same time. Seung-woo Choi, a representative of Caffebene, said, “We will be faithful to essentials of a coffee shop and concentrate on transparent, franchise-focused and customer-focused management. Based on stable financial infrastructure, we must build trust of franchises and push forward a strategy to grow into a loved business by customers. Until 2018, we will be the best franchise business in domestic by aiming at 30% of improvement from franchise sales and 10% of profits, being faithful to the three visions, and making stable sales infrastructure of franchises and the head office.” ▲ Already noticed as a conference which defines a take-off, a number of medias attended that there was almost no empty seat. ▲ Caffebene representative, Seung-woo Choi hosted the presentation about the current status and the future plan. At the conference, the most important interested parties of Caffebene are defined as customer, franchise representative and employee. It is declared that the best place for providing fresh coffee, delicious dessert and fragrant culture will be pursued. It is also mentioned that the pleasant of business partners’ platform business and success opportunity are highly regarded. The three visions, providing opportunities for creation and challenge, passion and growth to employees, are introduced. It announced its goal that it will grow into a business with 132 billion won of domestic sales, 30 billion won of foreign sales in 2018, and business profit rate in the teens through transparent management, franchise-focused management, and customer-focused management based on the visions. It explained that it is doing its best for improvement of competitive power among domestic and foreign brands. First, on March 18, it had investment contract signing ceremony with ‘Korean wave venture’ which is a joint law of Singapore/Indonesia. And it is planning a strategy to create synergy in domestic and foreign market through strategic role sharing. On March 25, it held ‘2016 Caffebene Vision Proclamation’ with about 300 representative of franchises all over the country, and had time to assuring a leap by sharing new BI and visions. Apart from this, the behind story of attracting ‘Food Empire’ investment was also introduced. ▲ Visions and core capabilities of Caffebene are announced at the site. ▲ Short/medium-term goal and long-term goal of 2016 and 2018 are announced. Caffebene will have competitiveness reinforcement of the three fields such as brand, executive ability and online market as its strategy direction. It is going to develop extensive innovation toward the direction. First, for strengthening competitiveness of the brand, it has a goal of becoming a trust brand based on the new BI by improving client experience through rebirth into free sensible space where people could enjoy various cultures. Moreover, while it focuses on strengthening competitiveness of coffee, the essential of a coffee shop, it also enhances competitiveness of dessert products such as popular menu bagel or cake. At the same time, including intensifying service education, it is preparing various executive programs for improving space value by adopting digital menu board etc. Lastly, it emphasized that, as online market is becoming important, it is intensifying brand experience on the Web and preparing membership application launching for strengthening customer loyalty and increasing accessibility. ▲ Caffebene executive director, Jae-hyeong Yang explained driving background of the new BI. ▲ It is the first official media conference since replacement of main management, so questions were mostly about current status of management. The new BI gives an image of coffee storage, Coffee Depot. It has a meaning of free sensible space where people could enjoy various cultures related to coffee. In addition, it expressed will to concentrate on the essential, which is coffee, by designing coffee tree on the representative logo ‘, b’ of Caffebene. It put sensitivity by using black color based on burgundy which is similar to a coffee bean. It is delivering the vision that it will provide value more than coffee by inscribing a new brand slogan ‘More than Coffee’ at the bottom. Meanwhile, as the answer for Acrofan’s question related to factory equipment in Yangju, Gyeonggi-do, Seung-woo Choi said that policies and business plans about Yangju factory opened in July, 2014, maintain original keynote. Also, Jae-hyeong Yang answered to Acrofan’s question about signature line-up, supply of limited edition and prosecution of O2O(Online to Offline) business in offline stores, which were in fact held during 2015. He pointed out that they are the main drivers of business, and mentioned that the main business project is to raise currently 1~2% leveled market share up to 10% which is close to the store share.
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