Vasanth & Co, founded in 1978 by the late H. Vasanthakumar, has grown into one of South India's most trusted retail chains for consumer electronics and home appliances, with a strong presence across Tamil Nadu, Puducherry, and Bengaluru.
In this First Part of the two part exclusive interaction with MediaNews4U, Vinoth Vasanth shares insights on the company's growth journey, his vision for the future of retail, and how Vasanth & Co continues to stay relevant in an increasingly competitive marketplace. Part 1: Media Investments, Audience Engagement, and Growth Segments1) You have been focusing primarily on television. How much has this focus helped you in positioning Vasanth & Co as India's No.1 dealer in the home appliances retail space? Vinoth Vasanthakumar: Television has been one of the primary mediums driving our growth right from inception. It continues to play a critical role in sustaining our brand, strengthening recall, and serving as the core platform for announcing our promotions, offers, and seasonal campaigns.
Particularly during the festive season, when we roll out offers and gifts, television ensures instant visibility and measurable outcomes. We consistently increase our investment in television during these high-impact periods. Television remains the cornerstone of our advertising strategy, accounting for nearly 50% of our overall advertising spend. The remaining 50% is allocated across other traditional mediums such as newspapers, FM radio, and cinema.
While each medium has its role, television has always been our primary vehicle to reach our audience, especially through large-scale sponsorships and marquee properties. Our long-standing association with reality shows and fiction programs has significantly contributed to our growth journey. A key reason for our focus on television is its strong influence on women audiences, who continue to be the primary decision-makers when it comes to purchasing home appliances and household products. While men also play a supporting role in the buying process, our belief is that women remain at the center of decision-making, and television is the most effective medium to engage with them.
As a brand, Vasanth & Co has consistently invested in big-ticket sponsorships, including high-impact properties such as Bigg Boss and several other leading shows.
2) What is the strategy behind investing so heavily in big-ticket sponsorships, given that earlier regional or local retail brands were often hesitant to spend on television at this scale? Vinoth Vasanthakumar: Our decision to invest significantly in big-ticket sponsorships and high-value television properties stems from a transformative approach to connect with our future audience. We realized early on that younger consumers-Gen Z, teens, and first-time earners-were increasingly drawn to emerging non-fiction formats such as Bigg Boss, Super Singer, and other reality shows. Many of them tuned into television for the first time because of these programs, and we wanted to be present where this new wave of audiences was engaging.As a retail brand, it was important for us to build a strong emotional connection with these viewers at a young age so that they would develop long-term loyalty towards Vasanth & Co. While we were fully aware that the costs of associating with such properties were high, we also understood that premium content of this nature requires substantial investment from broadcasters, and naturally, sponsorship costs reflect that. We were prepared for this, and it has proven to be a worthwhile strategy. Our investments in marquee shows like Bigg Boss delivered tangible results.
For instance, we strategically highlighted categories such as gadgets, smart TVs, and LED/LCD panels, which align with the interests and purchasing behavior of younger consumers. This not only boosted sales in these segments but also helped us capture a new-age audience base sampling our stores. It has been a win-win outcome. 3) What is your strategy when it comes to investing in top fiction properties on television?
How do you approach these decisions? Vinoth Vasanthakumar: Our investments in fiction properties are guided by ratings, time slots, and audience engagement. While prime-time preferences have shifted over the years, fiction remains a strong driver of household purchases. We have partnered with leading broadcasters, including Vijay TV's Pandian Stores and Bhagyalakshmi, as well as top shows on Sun TV and Zee Tamil. Fiction connects best with family audiences, especially women, who are key decision-makers in appliances like refrigerators and washing machines.
Earlier, we invested in movies, live events, and award shows, but we now prioritize fiction, non-fiction shows, and on-ground activations like food festivals and expos. These not only boost visibility but also drive store footfalls, which are critical for conversions. 4) Can you tell us about the overall media investment strategy of Vasanth & Co? Apart from television, what other mediums do you focus on, and how is digital transformation shaping your approach? Vinoth Vasanthakumar: Beyond television, we allocate the remaining share across traditional platforms such as Print, FM Radio, and Cinema.
FM radio, in particular, continues to deliver reliable returns, while cinema advertising has become a very important part of our strategy. By focusing on cinema, we are able to reach family audiences and decision-makers in a highly captive environment. In recent years, we have also begun strengthening our presence in digital. Initially, our focus was on platforms like YouTube and digital entertainment portals.
Over time, we expanded into Meta and Google, and most recently, we partnered with GroupM to leverage programmatic advertising on these platforms. This shift is part of our long-term strategy to connect with younger, digitally active audiences, while continuing to invest in our core traditional mediums. Although digital currently contributes only a small portion of our overall business-with e-commerce sales accounting roughly for about ₹25 lakhs monthly against total in-store sales of ₹250-260 crores - we view it as a crucial future growth driver. We have also built an in-house digital team that works closely with our agency partners to design interactive campaigns, influencer-led initiatives, and community-driven activities on hyperlocal apps.
These campaigns are not only about reach but also about engagement-offering contests, coupons, or gifts that drive customers into our stores. For example, we recently collaborated with 'Coolie' movie for free ticket distribution and continue to partner with multiple platforms on such co-branded campaigns. Additionally, on-ground activations remain a strong pillar of our strategy. We regularly participate in and host shopping expos and exhibitions, such as those held at Chennai Trade Centre and Coimbatore's Codissia, with more planned in the near future.
These initiatives help us strengthen direct engagement with our customers and reinforce brand trust. 5) Can you share some scenarios where your media investments delivered immediate impact or tangible outcomes across different platforms? Vinoth Vasanthakumar: One of the most notable examples was our very first association with Bigg Boss. During that year, we observed a sharp increase in store walk-ins and consumer queries directly linked to our presence on the show. Many customers specifically referenced the advertisements they had seen during Bigg Boss, which gave us confidence that the investment was driving recall and footfalls.
That period also coincided with our strategic push into IT and gadget categories - smartphones, laptops, and smart TVs-and the sponsorship significantly accelerated our sales in these segments. Cinema advertising is another medium that has consistently delivered strong recall. We have had numerous instances where customers mentioned seeing our ads in theatres, which reinforced our belief that cinema provides a unique touchpoint to reach family audiences and decision-makers in a highly engaging environment.
6) Can you share the category-wise split of your overall business volume and which product category dominate your sales? Vinoth Vasanthakumar: Our monthly overall billing stands at around ₹250 crores. Among categories, smart television panels continue to be the highest-selling segment across our retail stores, followed closely by air conditioners.ACs have emerged as one of the fastest-growing categories, moving from being a seasonal purchase to a year-round necessity, driven by lifestyle changes and climatic conditions. Another key growth driver is the gadgets and IT products segment, which we introduced post-2020. This includes smartphones, laptops, and related gadgets, displayed through dedicated gadget zones across all our outlets. Since launch, this category has been witnessing 30-35% year-on-year growth, making it one of the most dynamic contributors to our business.
In terms of volume, traditional categories like televisions, refrigerators, washing machines, and air conditioners still lead. However, when it comes to growth momentum, gadgets and IT products are clearly at the forefront. Building on our discussion about the power of fiction television in connecting with audiences, our conversation now shifts from the screen to the street. While high-impact TV partnerships drive brand visibility and familiarity, the ultimate goal is to translate that awareness into action.
In our forthcoming Part 2, we will explore the celebrity endorsements vs the real Face of the Brand, critical role of on-ground activations-from food festivals to expos-and how these physical experiences are not just supplementing media campaigns but are becoming the essential final step in the customer journey, directly driving store footfalls and conversions. Part 2: Brand, Sales Strategy, and Future Growth7) Whenever you advertise across mediums, is your strategy focused purely on sales conversion, or do you also prioritize audience connect and long-term brand recall? Vinoth Vasanthakumar: Our strategy has always been two-fold: driving sales while building a strong emotional connect with our consumers. For us, consumer loyalty is the backbone of our business, and sustaining it across generations is just as important as immediate sales. We firmly believe that without emotion, there can be no sustainable sales.
At Vasanth & Co, the emotional connect is deeply rooted in our legacy. My late father, Shri H. Vasanthakumar, continues to remain the face of our brand even today. He is remembered as a trusted icon of authenticity, and consumers still fondly refer to our outlets as "Annachi's shop." That trust and familiarity, built over decades, form the foundation of our customer loyalty.
Our campaigns are designed to carry this legacy forward, ensuring that future generations also associate the brand with the same values of trust, service, and reliability. Of course, our campaigns highlight offers, EMI benefits, and other promotions to drive sales, but beyond the transactional aspect, our focus is on fostering emotional loyalty. Price discounts and freebies can attract customers in the short term, but they do not guarantee retention. True loyalty comes from the bond consumers feel with the brand, and that is what protects us from competitive pressures in the long run.
8) Your father continues to be the face of Vasanth & Co. In this context, how do you view celebrity endorsements, especially when many brands rely on them as a loyalty and sales-driving factor? Vinoth Vasanthakumar: We have never engaged a celebrity as a brand ambassador for Vasanth & Co. For us, my late father, Shri H. Vasanthakumar, is and will always remain the true brand ambassador.
His legacy, trust, and authenticity are what our consumers connect with, and that emotional bond is far more powerful than any celebrity endorsement. Over the years, we have associated with models and mid-level stars for our advertising campaigns, but never with top-tier celebrities. Interestingly, several models who featured in our ads went on to become successful actors in the film industry. Yet, even as they grew in stature, we have always kept the brand face centered on my father, whose image continues to resonate with customers across generations.
In the digital space as well, our campaigns are built around his legacy. We run engaging activities and offers structured around his persona, which ensures strong recall among audiences of all age groups. Consumers today are very discerning-they value reliability and trustworthiness over glamour, especially when it comes to important household purchases. That is where our legacy plays a pivotal role.
At the same time, we do adapt to changing trends. Recently, we have experimented with influencer marketing campaigns to connect with younger, new-age audiences. About 20% of our advertising spend is now directed towards promoting gadgets, laptops, smartphones, and smart TVs, as these categories are increasingly driven by Gen Z and young decision-makers. 9) The festive season plays a major role in driving annual sales.
What is the role of EMIs and your tie-ups with financing partners like NBFCs in your overall sales strategy? Vinoth Vasanthakumar: EMIs are a lifeline of our sales strategy and form an integral part of every campaign we roll out. Whether it is print, television, radio, or digital, our communication always highlights product pricing along with attractive EMI options. This has become a decisive factor in converting in-store footfalls into actual purchases. The "buy now, pay later" culture has been steadily embraced by our customers across all age groups and product categories, and it continues to drive sales significantly.
More than 50% of our overall sales today are EMI-driven. Credit cards alone contribute nearly 25% of this, supported by cashback offers and loyalty points that appeal to our high-value customers. UPI payments, which began with smaller ticket sizes, are now facilitating purchases of up to ₹50,000. This ease of instant, cashless transactions has made UPI one of the fastest-growing enablers of sales, especially in tier-2 and tier-3 markets, growing at nearly 200% year-on-year.
Our partnerships with financing companies such as Bajaj Finserv, HDB, HDFC, IDFC, and others provide consumers with flexible repayment plans, sometimes starting as low as ₹5,000. These options make even premium products highly affordable. In addition, global brands like Apple and Samsung have further strengthened this ecosystem by offering upgrade schemes, student discounts, and exchange policies, all of which encourage quicker purchase decisions. 10) You spoke about your in-house team for e-commerce.
What is your e-commerce transformation plan? Vinoth Vasanthakumar: We have a dedicated in-house team driving our digital transformation, with a strong focus on e-commerce. Our new portal is being designed with advanced features, prioritizing user experience and interface. To begin with, we plan to integrate e-commerce within our stores by setting up exclusive kiosks where consumers can experience the platform firsthand. The next phase is to leverage AI to track customer behavior, engagement, and purchase patterns.
This will help us understand drop-offs, retarget incomplete transactions, and improve conversion rates. Additionally, we are building robust feedback mechanisms to capture consumer insights and enhance overall engagement. Our objective is to create a seamless omnichannel experience-whether on mobile, desktop, or in-store touchpoints. Features like QR-enabled newspaper ads and digital tools across points of sale will ensure that consumers can connect with us at every stage of their purchase journey.
11) What is the current business outlook for Vasanth & Co, and how are you shaping your growth strategy in the coming years? Vinoth Vasanthakumar: With over 130 stores currently, we are progressing strongly. Our focus is on expanding into tier-2 and tier-3 towns across Tamil Nadu. In the last year, out of 10 new retail stores, eight were launched in these regions and only two in Chennai. This reflects our strategy of strengthening our presence in semi-urban and regional markets.In our upcoming expansion of 11 more stores, 10 will again be in tier-2 and tier-3 towns, with only one in Chennai. At the same time, we are focused on deepening our footprint in the Greater Chennai market. Between now and 2028, we plan to launch 70 new stores across Tamil Nadu, of which 40 will be in tier-2 and tier-3 towns and 20 in the Greater Chennai region. Beyond 2028, further expansion will be evaluated based on performance.
We are also strengthening our backend operations. Currently, we operate six warehouses across Tamil Nadu-in Chennai, Coimbatore, Salem, Trichy, Madurai, and Palayamkottai. To support new product categories and growing volumes, we plan to expand this network with additional master hubs over the next five years. Geographically, we are consolidating our presence in areas like Tiruttani, Vellore, and Tiruvannamalai, and opening second stores in districts like Krishnagiri and Dharmapuri.
We are also increasing our footprint in the delta region with upcoming showrooms in Nagapattinam, Karaikal, Thiruvarur, and Thanjavur, in addition to a large-format 25,000 sq. ft. showroom in Pondicherry. Over the next three years, we also intend to explore expansion into other states and potentially international markets. Looking ahead, we see furniture as a new growth category and will integrate it into our larger-format stores. Additionally, the recent GST restructuring is expected to benefit our business by reducing rates on several high-value categories, thereby stimulating demand. The second part of the interaction with Vinoth Vasanth will be published on Wednesday, 1st October 2025.