A modern dining experience involves several nuances, from the lighting to cooking precision. Since his school days, Ravi was involved in the day-to-day running of Namma Veedu Vasanta Bhavan and he thoroughly observed everything from procurement to preparation.
His father’s early experience in Sri Lanka led to the start of the first restaurant in Tiruchirappalli in 1969, followed by the next in Chennai in 1974. Over time, the brand built a loyal base for its traditional south Indian food. Speaking at a breakfast meeting organised by the Tamil Chamber of Commerce, Ravi outlined how both his business and the broader food industry are evolving.
From Legacy to Evolution
Today, the market has changed drastically with increased competition from new brands and shift in customer preferences. Analysing this, the next generation in the family questioned the core offering. “A menu centred on idlis and dosas, they argued, would not be enough to attract younger customers,” points out Ravi. While moving away was difficult, he still chose to support the shift. This led to the introduction of new formats such as VB Signature and VB World that were initially developed as trial models to understand the changing customer preferences.
One clear observation emerged. Existing outlets were largely filled with customers above the age of 60. VB World bridged this gap by offering a menu where traditional south Indian meals and global vegetarian dishes coexist, allowing multi-generational families to dine together. Product strategy too evolved accordingly and the focus was on items that could not be easily prepared at home. “Continuous research and development is mandatory. This allows the business to adapt without disrupting its core,” points out Ravi.
Behind the service
Operational challenges have significantly shaped decision-making. One major concern has been LPG availability, which can disrupt kitchen operations. Anticipating this, the company moved to induction-based kitchens and this reduced dependence on gas, lowered costs and the high heat that was generated in kitchens. Workforce availability is another pressing issue. With declining local labour, there is high reliance on workers from Northeast India. The business demands long hours and close involvement, making it crucial to build strong teams, delegate responsibility and empower employees to sustain operations and drive growth.
Looking ahead, Ravi expects significant transformations in the food industry. Eating out and ordering food are expected to increase, while home cooking may reduce further. At the same time, technology-driven agriculture is boosting productivity in smaller spaces, shaping the future of the sector. The company has set long-term goals to scale operations to next level by expanding in India and overseas markets. Throughout his address, Ravi stressed one idea – Businesses should not follow competitors. Instead, it must create a unique path. For a brand built on tradition, eyeing new areas is shaping its next phase.