Video Summary - Orientasi myBurgerLab: Mentaliti + Budaya (Bahagian 1 daripada 2)

Company Overview & Origin

myBurgerLab was founded by Deie (RI founder) with a vision of a “burger revolution.”
The idea came after enjoying major burger chains like In-N-Out and Shake Shack, then asking why Malaysia didn’t have similar-style burger concepts.
It started in 2012 at a small location in Seac PJ, launching its first Choco Gome Burger.
The company claims exponential scaling, aiming to serve more burgers and spread happiness locally and internationally.

“my” = ownership mindset
- Applies to both customers and staff.
- “My Burger Lab” means you have a part in the business—feedback is listened to and adapted.
“Burger” = specialization
- A focus on the world’s best burgers with high creativity in products and flavors.
“Lab” = experimentation
- Experimentation isn’t limited to flavors—it also includes:
  - marketing
  - finance
  - HR

Constantly uphold higher standards of company values to deliver uncompromising food + service quality
- Applies to everyone in the company.
Provide a safe, encouraging environment that promotes learning new skills while maintaining an exemplary role
- Applies to managers, support team, founders, directors.
Be responsibly profitable while putting people first
- Applies to founders & directors.
- Emphasizes ethical profitability and not compromising employee welfare for profit.

The company states it has “10 values” that represent its DNA.
If anyone “loses direction,” they should refer back to the 10 values for guidance.
Cultural control uses a metaphor of shared expectations and accountability—e.g., neighbors not throwing rubbish—meaning shared norms and behavioral responsibility.

Motto: “We are only as good as our last Burger service.”
The idea is that consistent service quality protects reputation:
- Example: a double In-N-Out tribute burger can be a top seller for about 10 years with strong reviews.
- But if the team doesn’t care and quality drops, the reputation follows—implying continuous consistency is required.

The company aims for a repeatable customer experience through three crucial aspects:

Good Food
- Driven by consistently following SOPs.
- Menu items are designed to highlight different flavor profiles to appeal broadly.
Good Service
- Two behavioral rules:
  - Golden Rule: treat others as you want to be treated.
  - Silver Rule: don’t treat others as you wouldn’t want to be treated.
- Encourages staff to remember past experiences (both good and bad) to guide behavior.
Acceptable Price
- If customers perceive food + service quality, they feel the price is “worth it,” increasing the likelihood they return.

Day-1 deliverables
- Starter kit: uniform, geek handbook, SOP guide book.
After probation
- Geek Benefit Card with discounts from partner friends outside myBurgerLab.
Ongoing focus
- Regular training sessions and workshops for specific skills designed to be accessible to everyone.
- Positions the organization as an education platform, not just a restaurant.

The culture emphasizes:

Goal: create an environment where young-career employees can:

No explicit financial KPIs were stated (e.g., revenue, margins, CAC, LTV, churn).
Only qualitative / tenure-based metric mentioned:
- Best seller described as “for the last 10 years” (double In-N-Out tribute burger).
Implied operational KPI:
- service/quality consistency, tied to reputation via the “last Burger service” standard.

Follow SOPs consistently to maintain food quality.
Use service rules (golden/silver) as daily behavioral execution standards.
Use the 10 values as a decision/checkpoint framework when priorities drift.
After probation, leverage the partner discount system to support engagement and retention.
Treat training as continuous: provide skill workshops in a deliberately safe environment for ongoing growth.