From a hobby workshop to a brand!

From content planning to distribution and marketing…
I poured everything I learned through real-life experience into one book.

This book isn't simply a formula for success, but rather a guide to how one entrepreneur created his own brand structure and the criteria he used to create content and build his brand.
It's okay for a brand to start with a sense.
But to last, it must ultimately be operated as a structure.
- In the text

“This is a small brand textbook created from the author’s lived experience.”
- Lee Geun-sang (brand expert, author of "This is a book for small brands")

When the small seed of 'starting a flower shop' began to grow in my mind, I hastily registered a business.
From then on, I rented a pretty studio and gathered my acquaintances to hold flower classes.
I go to work during the weekdays and open classes for my office friends on Friday evenings and weekends.
--- p.14, from “I, the manager, quit my job after secretly doing a side job”

Nevertheless, I say, “If I could go back in time, I would start a business again.”
The biggest reason is the sense of accomplishment. Although I have to make all the decisions on my own, I can see the results of my work right before my eyes, which is different from my work life.
Although there were responsibilities when performance was poor, the process of supplementing and improving it was also enjoyable.
--- p.38, from “The Moment I Most Regret Resigning”

So how should a workshop make money? As it turns out, there are various revenue models for workshops beyond sales.
You can secure long-term customers by running subscription-based classes, and you can also expand into other forms such as corporate lectures and online courses.
Selling kit products that can be linked to classes is much more stable than selling products alone.
You can also generate additional revenue by participating in flea markets, collaborating with other brands, and renting out space.
--- p.52, from “Misunderstandings and Prejudices About Workshops”

Many brands want and wait for partnerships, but successful brands create them themselves.
Think about which companies can create synergy with your brand, why their customers might need your product, and what value you can provide to them.
When proposing a partnership, it is most important to clearly communicate the value the other party will gain.
Through this partnership, we must convey the value that both parties and their customers can obtain.
It is also important to prepare a portfolio and case studies that can inspire trust.
--- p.71, 「Step 2.
Opportunity: Creating Diverse Opportunities - How to Make Customers Discover Me

Ultimately, branding and marketing are two essential axes for small brands to grow.
If you want to increase sales in the short term, you can do it with marketing alone.
However, branding is essential to ensure that customers believe in the value of the brand and come back to it in the long run.
Conversely, no matter how good your branding is, if your marketing is lacking, you won't be able to reach your customers.
Especially for one-person brands or small businesses, it's important to share your brand's story and connect emotionally with your customers, rather than simply "selling" a product.
--- p.93, 「Step 4.
Impact: Connecting with Customers - Customers Who Buy with Emotion

Consumers are generally wary and suspicious of individuals or brands.
It means that you don't like someone from the beginning.
However, depending on how I position myself on social media and what devices I install, customers who used to look at me coldly could become my fans.
The Pigeon Trigger is a strategic way to unleash this flow.
--- p.144, from “How to Maximize Sales with 0 Won in Advertising”

Consumers search to find information that will solve their problems.
That's why blog posts shouldn't be about introducing your brand, but about raising issues that consumers can relate to and presenting clear solutions.
A piece of writing structured this way is not just a one-time read, but it also serves to gain the trust of consumers and encourage them to take the next action.
--- p.185, from “A platform you must have if you want to do business in Korea”

I no longer compare my speed with others.
I care more about how I am going at my own pace and in accordance with my own heart than how far someone else has gone.
Going forward, I want to run a brand that resonates with people, create content that isn't consumed quickly, and create a structure that moves slowly so that those walking alongside don't tire.
That's the life I really wanted, the way I was happiest, and the direction I want to continue to lead.
--- p.241, from “What Did We Come Here For?”

I've learned from experience how having only one direction in business can slow down growth.
So I hope you don't make the same mistakes I did in the past.
When Samsung first started out, it sold noodles, and CJ sold sugar.
Netflix was a DVD rental company, and Tiffany & Co., surprisingly, was a stationery store.
If you think about what these companies are today, their initial business models are hard to imagine.
--- p.253, from “To You Who Are Lost and Wandering”

If you decide to become a giver, there is one thing you must be careful about: don't give unconditionally.
It is confusing to say that a giver is someone who gives and shares, but then to say that you should not give.
We must become 'balanced givers', not just givers.
Adam Grant writes in Give and Take, “Successful givers know how to look after their own interests as well as those of others.
“They are interested in benefiting others, but they also set ambitious goals for their own benefit,” he said.

--- p.262, from “It is impossible for only me to succeed”