The video shows how What The Burger has meticulously integrated automation machines and workflow design into their stores to reduce labor costs (millions of won per month) and worker fatigue. The CEO emphasizes that amid external variables like exchange rate and ingredient price spikes, protecting franchisee profits by lowering ingredient cost ratios is crucial, and that surviving in the delivery era means designing the right 'balance' of pricing, coupons, and structure. At the end, the CEO reveals a program that uses AI to automatically categorize and analyze costs, delivering the message that "running a business is no longer about intuition—it's a structural battle."
1. Opening: The Automation Shock of "Just Flip the Switch"
The video opens with the host stunned by the store's systems. The CEO intuitively demonstrates machines replacing manual labor—ingredient prep is more like "input + button" than knife work, and cooking runs uniformly through programmed settings rather than human intuition.
"Just flip the switch and... done."
The CEO jokingly dismisses the pain of tasks like onion prep, saying it's meaningless in front of a machine.
When asked how he came up with such ideas, the CEO cuts straight to the point:
"To survive. That's it."
2. CEO Introduction and Expansion: From 80 to 165 Locations, and the Crisis of 1,480 Won to the Dollar
CEO Ahn Chun-jang introduces himself as born in 1990, age 35, and head of the craft burger brand What The Burger. The host is surprised that franchises have grown from about 80 to 165 since their last meeting.
But the CEO says there was a more urgent battle than expanding locations. With the exchange rate climbing (mentioned as 1,480 won to the dollar) and meat prices soaring, he personally met all 30 supplier companies and fought for 3-4 months to negotiate ingredient prices down.
The result was lowering ingredient costs by 1.5-2%—described as a "near-impossible number." This matters because franchisee net profit changes directly. While the savings per location might seem small at 300,000-500,000 won, across 165 locations, headquarters absorbed losses of tens of millions of won to make it happen.
3. The Mapo Location Opening: 26 Pyeong, 110 Million Won Startup Cost, and the Reality of 'Automation Options'
The day's shoot takes place at a new Mapo location (in front of Mapo Xi apartments). The store is 26 pyeong (about 86 sqm), and the total startup cost is approximately 110 million won.
The key point is that this includes automation equipment. The CEO explains that automation isn't "machines that people push"—it's machines that grill and run according to programmed settings. Adding automation equipment costs roughly 10 million won more, and most franchisees now opt in due to labor costs.
Operating staff are determined not by store size but by revenue. At monthly sales of 50-60 million won, just 2.5 people can run the store.
4. The 'What The Factory' Workflow Philosophy: "You Shouldn't Have to Move"
The concept the CEO pushes hardest is designing the store like a factory. Multiple machines fill the kitchen, each position serves a specific role (for 5-6 people), but the layout also works with minimum crew (2 people).
When the host observes "it doesn't seem like multiple people could move around here," the CEO says that's exactly the point:
"You shouldn't move. Because every step increases fatigue." "Standing in place doing the same task repeatedly—like a factory. That's 'What The Factory.'"
The CEO connects automation not just to "using fewer people" but emphasizes that saved energy should go toward sales and marketing to drive revenue.
5. Replacing Labor with 6+ Machines: Saving 3 Million Won Monthly, and a Kitchen with 'Almost No Knives'
The CEO says the equipment is surprisingly affordable—some machines cost just 300,000 won—and ingredient prep is minimized through factory pre-processing.
Automation's Impact on Labor Costs
At monthly sales of 50-60 million won, machines save approximately 3 million won per month. The effect grows as revenue increases.
The CEO's three keys to reducing labor costs:
- Make ingredients easy
- Make cooking easy
- Make management easy
Vegetable Prep: "20 Million Won Worth of Prep in 10 Seconds"
A vegetable cutting machine handles in seconds what would take much longer by hand, with less waste. The CEO even says "we don't have knives."
Labeling, Timers, Shoulder Height: Eliminating Fatigue Through Detail
The cooking area features labeling, timers, and minimized movement meticulously designed. The CEO explains that not just steps but motion (shoulder height) creates fatigue, and everything was designed assuming 200 repetitions per day.
"Humanity advances because... people keep inventing things out of laziness and inconvenience."
6. Cooking Automation Highlights: Buns in 15 Seconds, Patties with Just 'Place-Press-Wait'
Bun Grilling: Eliminating Even the Butter-Spreading Labor
A machine grills the bottom side in just 15 seconds, finishing with heating for a crispy texture.
Patty Press/Grill: "Done. Done."
The biggest visible difference is the patty machine, priced at 8 million won. Headquarters has pre-programmed all settings, so employee error is minimized. The machine grills both sides automatically, making instructions extremely simple.
"Just place it, press down, wait, add cheese—that's all you do."
However, the CEO adds that even with machines doing everything, one thing must not be lost: heart and care.
Stir-Fry Automation and Warming/Holding Equipment
Stir-frying, which is tough on wrists, is also automated with button/setting controls for uniform quality. A humidity/temperature-controlled holding unit maintains quality for 40-50 minutes, critical for handling order rushes.
7. Revenue Structure: 'Balance' in the Delivery Era—Raise Minimum Order and Lose 30% of Sales
At monthly sales of 50-60 million won (working personally), the owner can take home about 12 million won per month, with investment recouped in roughly 11 months.
The CEO observes that while higher dine-in ratios yield better margins, the shift to free delivery means those who can't adapt are closing. The minimum order debate is addressed with data: testing at his own store showed raising minimum order caused sales to drop 30%.
"The higher you raise the minimum order, the more sales drop. Always." "Sell a lot, take home a lot."
Large corporations use heavy coupons to scale up. The CEO concludes that business should be viewed on a 3-5 year horizon, and failing to build the right structure means failure.
8. The Ultimate in 'Management Automation': AI-Powered Cost Analysis with Just 2 Cards
The CEO says that beyond ingredient and cooking automation, management (cost) automation has become even more important starting in 2025. Without knowing where costs leak, you can't control them.
The program he built automatically categorizes spending—ingredients, payroll, delivery fees, advertising, taxes, utilities, insurance, miscellaneous—when the franchisee uses just 2 fixed cards. AI identifies what exceeds target values and provides coaching through a chat interface.
Development cost was 150 million won with annual maintenance of 15 million won, but when all franchisees use it, operational efficiency scales and headquarters gains transparency.
9. Mapo Location Owner Interview: Why Someone with Zero Self-Employment Experience Is Confident
The Mapo location owner chose the spot personally—rent is 2.8 million won—and had zero previous self-employment experience. She gained confidence by visiting many locations and thoroughly analyzing the market. She chose burgers after trying the food on her boyfriend's recommendation and being surprised by how good it tasted.
10. Franchise Philosophy and Business Advice
When asked if franchises are structures where only headquarters profits, the CEO emphasizes that if franchisees can't earn, headquarters can't earn either. The core is balancing the triangle of headquarters, franchisees, and consumers.
On the question of selling at 165 locations, the CEO says money itself isn't what matters—what matters is building a good brand and the pride of franchisees operating without failure. He draws a clear line against acquisition offers.
For the tough 2026 economy, his advice: self-employment was never easy, and the key is adapting to the changed structure.
Wrap-Up
This video goes beyond "touring an automated burger joint" to show the full flow: reducing repetitive labor through design (What The Factory) -> lowering labor costs and fatigue -> redirecting remaining energy toward revenue structure and management. The CEO's repeated conclusion is simple: "The structure has changed, and only those who adapt to that structure survive"—and the starting point is automation + attention to detail + balance.