Balance between tradition and innovation defines new dining landscape of our country

Chowman, the popular Chinese restaurant chain, is actually a journey of a foodie, who dared to bring a blend to the food narrative in Bengal. He is not just a foodie but an avid traveller, a dreamer by heart, and madcap by nature, and is also the founding member of popular Bengali Rock Band, ‘Lakkhichhara’. Debaditya Chaudhury travelled all over Asia, learning the Chinese culture, understanding their food tradition before starting Chowman in 2010. Fifteen years down the road, with a wide array of over 600 menu and an amazing plethora of Thai and other Pan-Asian delicacies, Chowman currently has 52 outlets belonging to its F&B group with Chowman covering total 37 outlets so far.

But this is just the beginning. Its vision is to reach 100 outlets across 18 cities by the end of the decade, and it is moving steadily towards that milestone. It is currently present in cities like Kolkata, Bangalore, Delhi, Hyderabad & Mumbai and plans to open in cities like Pune, Ahmedabad, Chennai, Chandigarh, Lucknow, Nagpur, and Bhubaneswar in the next 3 years.

Speaking to Bizz Buzz, the musician-turned-entrepreneur and the Managing Director of Chowman Chain of Restaurants, Debaditya Chaudhury, narrates the story of the Chinese cuisine in India and also the evolution and growth of Chowman. He also touches upon some other interesting aspects and trends of the restaurant business in India

How have you seen the restaurant landscape changing and evolving over the last 15 years in India and in Kolkata, in particular?

The restaurant industry in India has undergone a complete transformation over the last decade and a half. Fifteen years ago, eating out was still considered an occasional indulgence, largely limited to weekends, celebrations, or special occasions. Today, dining out and ordering in are deeply woven into urban lifestyles.

The rise of aggregators, coupled with the pandemic’s acceleration of delivery culture, has pushed restaurants to think beyond the traditional dine-in model. In Kolkata especially, the industry has evolved from being dominated by a handful of legacy players to now embracing professionally managed, homegrown brands that combine authenticity with modern operational systems.

Consumers are far more adventurous, willing to try new cuisines and formats, yet they continue to value the comfort of familiar flavours. That balance between tradition and innovation defines the new dining landscape of our city.

What would you attribute Chowman's success story to?

Chowman’s growth has always been anchored in three things - consistency, control, and customer trust. From day one, we stayed company-owned because we believed in protecting authenticity and quality. To ensure taste remains the same inside all our outlets present across the lengths and breadths of the country, we set up our own centralised sauce facility and even a noodle factory - something almost unheard of for a brand of our size.

We invested in in-house delivery, our own app, and a seamless customer experience long before it became the norm. Most importantly, we nurtured a strong team culture. Many of our 2000 employees have grown with us from the early days, and that sense of ownership reflects directly in how the brand is perceived. Chowman is not just about serving Chinese food - it’s about delivering a dependable, memorable dining experience every single time.

What is the most significant new trend you notice in the restaurant space?

The most significant trend today is the rise of hybrid dining where restaurants have to deliver excellence across dine-in and delivery with equal consistency. Consumers want convenience, but they also seek an elevated experience when they step into a restaurant.

Technology is playing a central role here, from first-party apps and data analytics to centralized kitchens that enable uniformity across cities. Another key trend is the subtle shift towards conscious consumption. Customers are asking questions about ingredients, health, and sustainability.

Whether it’s incorporating low-oil menu options or adopting eco-friendly packaging, brands that listen and adapt to these new priorities are the ones staying ahead.

How many outlets do you have currently across the country? How many more would you like to add over the next 2-3 years?

We currently have 52 outlets belonging to our F&B group with Chowman covering total 37 outlets so far. But this is just the beginning. Our vision is to reach 100 outlets across 18 cities by the end of the decade, and we are moving steadily towards that milestone.

We are currently present in cities like Kolkata, Bangalore, Delhi, Hyderabad & Mumbai and we plan to open in cities like Pune, Ahmedabad, Chennai, Chandigarh, Lucknow, Nagpur, and Bhubaneswar in the next 3 years.

Do you have any overseas expansion plan?

Right now, our focus remains firmly on India. The Indian market still offers tremendous opportunities, and our first priority is to consolidate Chowman’s presence in key metros and tier-1 cities. However, overseas expansion is not off the table.

Once we reach the 100-outlet mark and stabilise operations across multiple clusters, we will be ready to explore international opportunities.

At least two myths you have broken in all these years--restaurant business can thrive even without serving liquor/alcohol and you can expand even without external fundings. How could you make that happen?

From day one, we decided that Chowman would be a food-first brand. Unlike many restaurants that rely heavily on liquor sales to sustain margins, we focused on building a strong food offering that could stand on its own.

Our curated mocktails, the cozy dining ambience, and the comfort of authentic Chinese dishes made alcohol redundant to the Chowman experience. The second myth we’ve challenged is expansion without venture funding. For 15 years, we grew entirely through internal fund and bank financing, proving that disciplined growth, strong operational controls, and consistent quality can be enough to scale a brand.

Unlike many others, you have never taken the franchise route to expand, right? And you don't intend to take that route, going forward? Any particular reason?

We have deliberately stayed away from franchising because it often comes at the cost of consistency. With franchising, you risk handing over control of your kitchen, training, and sourcing to someone else—and that’s something we could never compromise on.

Indo-Chinese cuisine is sensitive; one deviation in technique or quality can break the brand’s reputation. By keeping Chowman 100% company-owned, we have been able to enforce uniform standards across cities. And this approach will remain the same going forward. For us, scaling sustainably with control is far more important than chasing numbers.

At one point of time you had plans to roll out QSR chain, but somehow you dropped that idea. Any thought to revive that plan in future?

Yes, that’s a far-fetched plan based on probability. Right now, we are focusing on our dine-in chains. We are also venturing for something new and will be attending to the expansion as of now.

You are also part of Awadhi cuisine (Oudh) and Kolkata's period dining (Chapter 2) along with your brother. Do you have any plans at the back of your mind to foray into any other cuisine, going forward?

Yes. Me and my elder brother, Shiladitya is venturing for our Bengali cuisine restaurant called Chaudhury & Company, which is on its way, and is about to make its debut this September.

From musician, public relations professional to restaurateur - which role do you enjoy the most?

Music will always be my first love—it taught me discipline, rhythm, and how to connect with emotions, while my years in PR gave me an understanding of storytelling and branding. But being a restaurateur has been the most fulfilling journey of all, because it brings together creativity, business acumen, and people leadership.

Today, what excites me most is not just opening a new outlet but seeing the growth of my team—watching a delivery boy become a supervisor, or a line cook grow into a head chef. That sense of creating opportunities and shaping lives gives me the highest satisfaction.