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The encyclopedia · Strategy & Leadership · Strategic decision · 2017–2025

Korea's Ichadols meat franchise collapsed from 323 stores to 100 — and ran out of cash

Once Korea's largest beef brisket franchise with 323 outlets, Dareum Plus saw revenue halve, cash drop to 14 million won, and filed for rehabilitation in 2025.

Dareum Plus

What happened

Dareum Plus (다름플러스) was founded in 2017 and built Ichadols (이차돌) into one of Korea's largest beef brisket franchise chains. At its peak in 2021, the brand operated 323 outlets across the country. The company also ran the Jeyuk-Pokshik stir-fried pork franchise chain. Its business model relied on rapid franchise expansion in a crowded Korean dining market where meat restaurants compete on thin margins.

The decline was steep and fast. Store count fell from 323 in 2021 to 283 in 2022, then 180 in 2023, and below 100 by 2025. Revenue collapsed from 39.1 billion won in 2023 to 17.7 billion in 2024, then halved again to 8.76 billion in 2025. Operating losses persisted, and the net loss ballooned from 1.91 billion won in 2024 to 6.28 billion in 2025 — a 3.3x increase driven by 5.61 billion won in non-operating expenses, including 5.34 billion in bad debt write-offs from shareholder and affiliate loans.

By end of 2025, assets were 6.04 billion won against 19.27 billion in liabilities — a 13.23 billion capital deficit. Cash was just 14.4 million won, less than a day of operations. Short-term debt due within a year was 16.48 billion. On February 11, 2025, Dareum Plus filed for rehabilitation with the Seoul Rehabilitation Court. The court accepted on March 19 and forced through a plan on April 24. The auditor issued a second consecutive disclaimer of opinion, citing failure to provide financial data and going-concern uncertainty.

Why it happened

  • Dareum Plus expanded through franchising without building a durable advantage — when the dining market slowed, franchisees lost money and closed, and royalty income collapsed
  • The company extracted 5.34 billion won in related-party loans that were later written off as bad debt, depleting the cash that might have covered operating losses and kept the business afloat
  • Revenue fell 50% in a year while SG&A expenses rose — advertising increased 67% and transport costs quadrupled as the business shrank, suggesting management chased growth rather than containing losses
  • The franchise network was already in decline for three years before the rehabilitation filing, but no restructuring or pivot was attempted until the cash was gone and the loans were unpayable
What it cost13.2B won capital deficit; 323 stores down to below 100costly

The lesson

A franchise network that loses more than half its stores in four years is not a business in decline — it is a business that never had a moat.

Sources

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    Somewhere, someone solved the problem this company failed at. 2nd Opinion →