OBJECTIVES

The objective of this paper to explain the operational

efficiency achieved by Hotel Saravana Bhavan.We will also
look into some of the hardships faced by the Restaurant
while trying to implement the strategies followed by its
chain. Finally, we would look into some of the options by
which it could improve the efficiency in serving the
customers.

INTRODUCTION

Hotel Saravana Bhavan is one of the largest vegetarian

restaurant chains in the world, founded in 1981 by
Mr.Rajagopal offering south Indian Vegetarian cuisine.
They have more than 33 outlets in India (20 outlets
in Chennai alone) and 47 around the world (including
Australia, Canada, United Kingdom, France, Germany,
Singapore, Malaysia, Thailand, the United States, and the
Middle East.
The restaurant is called "hotel" because in India, the word
"hotel" often implies a restaurant.

Mr.Rajagopal Founder of Hotel Saravana

Bhavan

VISION and MISSION

PASSION TO SERVE BETTER - Delicious food prepared

under extremely hygienic conditions, served in a
clean environment with a lot of passion and the
reasonable pricing is the perfect answer to our
gourmet, budget conscious customer.
RAISING THE BAR OF EXCELLENCE - To establish,
maintain and continue leadership in the hospitality
sector by providing high quality food at the most
competitive prices to suit diverse consumer groups.

MOTIVATING FACTORS

To offer high quality vegetarian food without

compromising on taste
 To increase the operational efficiency by periodic
monitoring of Quality Management System
To achieve cost reduction by minimizing wastage and
better operational techniques
To increase our market share through better public
relations and expanding the network
To introduce new products in keeping with the
customers changing preferences
To ensure highest degree of cleanliness and hygiene
in preparation, preservation and serving of food
To motivate our work force by encouraging them to
achieve our goals.

FOODS SERVED

The restaurant offers varieties of South Indian foods at a

reasonable cost. In addition to the traditional south Indian
snacks (dosa, idli, utthapam, vada, with several variations)
a few North Indian dishes (Parotta, Chana Bhatura) are
offered. A few combo thalis are offered. Some locations
offer tandoori bread (Naan). A small selection of south
Indian sweets (Badam Halva, Rava Kesri) and north India
Gulab Jamun are offered. It has its own brand of
vegetarian ice cream.

SERVICE MODEL

More than what you expect

The thirst for innovation
Daily rich the cream of success
 It is expected that the customers
know what they want, with the waiters essentially
taking orders and delivering the food. Some of the staff,
even in overseas locations, may have a limited
knowledge of English. The food is prepared fresh and
the high volume reduces the waiting time.

CENTRALISED KITCHEN CONCEPT

Mr.P.Rajagopal [Founder of Hotel Saravana Bhavan (HSB)]

introduced the Centralized Kitchen Concept that set a
trend among restaurants. Feeling the pulse of the
customer has been the formula for their success. In
keeping with life on the fast lane, Hotel Saravana
Bhavan diversified into the category of Fast Food Joints.
Today, their Fast Foods offer a range of vegetarian food,
fresh juices, bakery and confectionery products as well as
a range of lip smacking ice cream.

Hotel Saravana Bhavan Centralized Kitchen

Concept
Hotel Saravana Bhavan New Delhi, India
Branch

INTERNATIONAL EXPANSION

In November 2000, Saravana Bhavan Private Limited was

incorporated to manage the HSB outlets. It was around
that time that the Manager convinced Mr.Rajagopal to
open international outlets of HSB. In 2001, HSB opened its
first international outlet in Dubai, UAE a city that had a
larger number of Indian expats than Emiratis. Speaking
about the opening of the outlet, Shiva Kumar [Manager]
said, It was our customers who came to us and asked us
to open up there.

EMPHASIS ON TASTE, QUALITY AND

SERVICE

HSBs various restaurants had different working hours.

Even the food offered differed according to the time of the
day, with some foods that were available in the evening
being unavailable during the daytime. HSB served only
vegetarian dishes, primarily South Indian food, no matter
where the outlets were located. From time to time, it also
incorporated new innovative dishes in its menu. However,
it continued to keep prices low and maintained its
reputation as a budget restaurant.
A unique feature of the Saravana Bhavan hotel chain is
that the food, whether it is sambhar or aviyal, or even tea,
tastes the same everywhere. Achieving such a high level
of standardization for 350 dishes spread across 10
categories of food is not an ordinary thing. It is all the
more difficult in Indian cuisine that has diversity and
subtle variations.
The key to Saravana Bhavan's success lies not only in
serving good quality food but in taking care of its
employees and having high workplace standards.

Typical South Indian Thali Dish

PROCESS

The chain of Saravana Bhavan is already a proven in parts

of Indian Sub continent serving South Indian food on a
quick throughput basis but without the fast food image.
Labor costs are low and with a limited menu, waste is
avoided and in turn makes value for money possible
Mr.Rajagopal started the practice of serving food on
banana leaves on the plate which not only removed the
uneasiness of customers regarding eating from the plates
on which someone had eaten before but also made it
easier for his staff to wash the plates.

EFFECTIVENSS OF OPERATIONS IN
RESTAURANT

Networking or Customer contact

Utilization of Space
Labor or seat factor
Saravana Bhavan employees get provident fund and ESI
benefits. To ensure that waiters did not grow their hair
long, Mr.Rajagopal even gave them haircut allowance.

TIME MANAGEMENT- NORMAL

RESTAURANT VS HSB

Normal Restaurant Saravana Bhavans

Customer comes into the Customer comes into one of

restaurant. HSBs

He searches for a table: 0-5

Minutes
Waiter arrives to the table
with menu: 3 Minutes
Customer choses his order
& places it: 3 Minutes
Waiter takes back the order
to the Kitchen: 1 Min
Finds the Counter and buys
the coupon at: 1-3 Min
Walks to the counter & picks
the dish: 1-3 Min
Walks to a table and eats: 2-
5 Min
 Walks to the coffee/tea
Cook prepares the dish: 1-7 counter and picks his
Min beverage: 1-2 Min

Delay due to waiter's Finishes his drink: 2-4 Min

absence in Kitchen: 1-3 Min
Consumer leaves
Waiter goes to Kitchen: 1
Min

Waiter comes back with

dish: 1 Min

Customer eats his dish: 5-15

Min

Waiter takes his beverage

order Waiter walks to the
Kitchen: 1 Min

Waiter collects the

beverage: 1 Min

Customer drinks the

beverage: 1 Min

Waiter brings the bill Waiter

collects the bill: 2 Min

Waiter walks to the cash

counter: 1 Min

Waiter comes back with the

change: 1 Min

Customer leaves

INCREASING THREATS
As globalization and opening up of the economy opened
the gates of a number of foreign players in the market,
and global giants making a beeline for the Indian food
bazaars with a platter that offered variety and taste, a
waning of the South Indian fresh food culture became an
imminent possibility.
Those who have higher propensity to spend, choose a
more lavish setting over and above the aspects mentioned
earlier.

STRATEGIES TO MAINTAIN THE

STANDARD

HSB is known for their South Indian menu and freshness of

our raw materials and food. This, coupled with a clean
hygienic ambience adds to the value.

As far as Saravana Bhavan is concerned, it has positioned

itself only in a limited number of cities in India unlike
Adyar Anandha Bhavan (A2B), which has a considerable
number of chains in almost most of the cities.
They need to bring out an aggressive expansion in
northern part of India too, so that people will be well
aware of the restaurant.

CONCLUSION

This paper presented the development of Hostel Saravana

Bhavan right from the start of the period. It also spoke
about the operational strategies and efficiencies that
paved the way for a restaurant to a world class one.
The study also revealed the innovative techniques and
approaches taken by the founder so that it would be
beneficial and would also be followed by everyone therein
if the approach were a success.
The study also speaks about the risks while starting a
business as well as during innovation.
It also revealed about the profit/loss of a company, which
should be looked in the long run instead of a short period
of time. The choices may not only offer cost-effective
designs, but may also prove to be strategic weapons to
alter the competition.