Noh Hee-young, Advisor: “The restaurant business in Korea is an education business where only a tiny minority survive.”

Advisor Noh Hee-young recalled that the 'Slow Walking' cafe, which opened in Cheongdam-dong about 30 years ago, was the first place to experience today's 'open run' culture, achieving 10 million won in daily sales. At the time, it stood out by promoting the concept of 'the aesthetics of slowness,' a stark contrast to Cheongdam-dong's fast and flashy trends. Collaborations with famous interior designers such as Ma Young-beom and Jeon Si-hyung, who imbued the space itself with special value, are considered one of the success factors.

'Slow Walking' utilized its advantageous location with a clear view of Dosan Park to offer customers a special atmosphere. Advisor Noh Hee-young explained that people particularly loved the view of Dosan Park through the glass windows, which harmonized well with the sentiment of the name 'Slow Walking.' It sought differentiation through meticulous planning, such as menus made by burning paulownia wood, and pioneered the then-uncommon terrace cafe culture, proposing a new lifestyle.

Advisor Noh Hee-young diagnosed that the current Seongsu-dong commercial district has reached a 'breaking point,' meaning it is on the verge of decline. She analyzed that the average customer spending has decreased, domestic visitors are dwindling, and most sales rely on pop-up stores, indicating high instability. A consumption structure centered on tourists and complex traffic issues were also cited as factors hindering Seongsu-dong's sustainable growth.

Advisor Noh Hee-young criticized that the rental strategy in Seongsu-dong, which prioritizes pop-up stores over long-term tenants, harms the beauty and sustainability of the neighborhood. She pointed out that if rents continue to rise due to the logic of capital, unique small business owners will eventually be forced to leave, causing the commercial district to lose its distinctive charm. This raises concerns that the gentrification seen in Garosu-gil in the past could repeat in Seongsu-dong, and despite the efforts of Seongdong-gu Office, it is difficult to stop the power of capital.

Advisor Noh Hee-young assessed that it is difficult to find a new hot spot that could be called 'the next Seongsu-dong.' However, she mentioned that many new brands are still emerging in the Yongsan Samgakji area, making it a region to watch for future changes.

Advisor Noh Hee-young pointed to population decline as a very serious problem threatening the entire industrial ecosystem of South Korea. She analyzed that a decreasing population leads to a shrinking domestic market, which not only makes it difficult for domestic companies to survive but also causes limitations in an export-oriented economic system and labor shortages. She explained that this is a fundamental issue that could weaken the overall competitiveness of the nation in the long term.

Advisor Noh Hee-young explained that today's consumers exhibit a fluid tendency to constantly move to find 'new places' rather than revisit a favorite restaurant even after discovering it. As consumers do not stay in one place and continuously explore new locations, it has become rare for specific places to maintain their status as 'hot spots' for a long time or become 'stay spaces,' as in the past. She analyzed that this change in consumption patterns significantly impacts the restaurant industry and makes it difficult to form sustainable commercial districts.

Advisor Noh Hee-young emphasized the importance of a 'developer's perspective' where Food & Beverage (FMB) experts gather to cultivate specific alleys into commercial districts. She cited examples of how several FMB brands have come together in areas like Namyeong-dong and Yongsan to form new commercial districts, explaining that this is the genesis of branding and an effective way to create hot spots. She stressed the need for a perspective that brands an entire area, beyond simply operating individual stores.

Advisor Noh Hee-young emphasized that in today's restaurant industry, 'good taste is basic,' but 'Instagrammable' visuals are even more important. She noted that it has become a natural culture for people to wait to take photos before eating when a dish arrives, and advised chefs to prioritize Instagrammable elements when developing menus. She analyzed that visual satisfaction has become a core factor driving consumption.

Advisor Noh Hee-young shared the case of Bennigan's, where instead of cutting costs for deficit-ridden stores, 1.6 billion won was invested in a complete renovation. She explained that at that time, Bennigan's reinterpreted its manual of 'kneeling to take orders' to meet customer expectations, enhancing personalized service. She added that this was an innovative investment to highlight differentiation from competitors like Outback and build brand loyalty.

Advisor Noh Hee-young mentioned 'cost-effectiveness' as a strategy for companies to survive amidst rapidly changing trends. She explained that as consumers shift towards prioritizing cost-effectiveness, large corporations can endure difficult times based on their capital and store operation know-how. In contrast, new businesses lack such capital and operational capabilities, resulting in high closure rates, with very few surviving more than 5 years, she pointed out.

Advisor Noh Hee-young stated unequivocally that only a tiny minority of people can operate a restaurant in South Korea, explaining her reasons for discouraging new ventures. She pointed out that major expenses such as rent, labor costs, and food ingredient costs are uncontrollable, and small-scale restaurants often lack the capacity to even consider marketing. She highlighted the structural problem where it is extremely difficult to cover labor costs unless it is a family-run business, emphasizing the realistic difficulties of opening a restaurant.

Advisor Noh Hee-young explained that overseas, especially in areas like SoHo, the term 'furnished' is used instead of interior design, emphasizing cost savings. She added that in Korea, there is a growing trend to avoid large-scale interior construction, instead decorating spaces using furniture and props. This is interpreted as a strategy to reduce initial startup costs and flexibly respond to rapidly changing trends.

Advisor Noh Hee-young strongly advised anyone considering opening a restaurant to personally experience all on-site operations for at least six months, from dishwashing to ingredient inspection and cashier duties. She emphasized that taste is merely a basic condition for a restaurant, not a sufficient one, and that one should only start a business if their commitment remains unchanged after experiencing the harsh realities of the field. She suggested that it is necessary to ask oneself if one can understand and handle the complex operational processes beyond just cooking.

Advisor Noh Hee-young stated unequivocally that 'the restaurant business is an education business, not a skill-based business,' warning that mistaking it for the latter leads to failure. She explained that since the quality of raw ingredients like garlic and green onions varies daily, continuous education for chefs and managers is essential to maintain consistent taste and quality. She emphasized that the core of the restaurant business ultimately lies in 'how many of myself can be replicated,' and that maintaining and expanding the system through people is crucial.

Advisor Noh Hee-young revealed that the restaurant business is a tough one where, rather than hearing thanks from customers, one constantly receives complaints such as 'too salty' or 'too bland,' and has to say 'I'm sorry' and 'we will rectify it.' Due to these realistic difficulties, she made clear her opposition to opening a restaurant. She pointed out the structural characteristic that while one must constantly strive for customer satisfaction, one is more plagued by complaints than receiving praise.

Based on the experience of Market O Brownie's huge popularity among Japanese tourists, Advisor Noh Hee-young revealed that she is engrossed in developing a souvenir snack that represents Korea. The goal is to create a souvenir snack, like Japan's 'Tokyo Banana,' that foreign tourists must buy at Korean duty-free shops. Currently, she is finalizing the product name and preparing a pop-up store in Seongsu-dong for a September or October launch, acknowledging the difficulty of the task but expressing her determination to present a successful product.

Advisor Noh Hee-young revealed that she does not favor unconventional attempts like kimchi-flavored chocolate in product development. She emphasized that it is important to make 'chocolate like chocolate, and snacks like snacks,' stating that one should pursue a taste faithful to the product's essence rather than resorting to gimmicks. Her philosophy is that while a very unique and rare taste might be delicious once, it lacks the consistency for sustained consumption. Citing the difference between tasting a bite and eating an entire bag, she explained that the focus should be on enhancing the completeness of basic flavors.