Spirited 2011 - Volume 2

SUMMER 2011

The Official Magazine of the World Class Beverage Program

Taking Pride in Beer:

The Boston Beer Company PAGE 4

Talking F&B With

Lori Gaytan

Restaurants must offer a tantalizing dessert menu to make the grade for unabashed sweets-lover Lori Gaytan. Our series of F&B interviews with members of IHG’s leadership team continues in a conversation with the Senior Vice President of Americas Human Resources & Global Rewards.

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“If I’m dining in one of our hotels on my own, I like good variety and food that is simple and quick.”

Lori Gaytan’s Memorable Ambience, Delectable Desserts Combine for

Perfect F&B Experience Lori Gaytan spent the first six of her 11 years with IHG in Human Resources positions in Atlanta and the past five in Denham, as Senior Vice President, Global Compensation & Benefits. She’s just relocated back to Atlanta to take on the role of SVP, Americas Human Resources & Global Rewards. Her two-continent career has afforded unique perspective on one of her favorite things— dining out. In a recent interview, we asked Lori about her food & beverage preferences, including her passion for dessert.

Chocolate Mousse from the InterContinental Kitchen Cookbook

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Any foodservice experience in your background?

“My first job in high school was as a cashier at McDonald’s in Hinesville, Georgia. I was so excited to work there! I’m a military brat, and my father had just been transferred from Europe to Fort Stewart, south of Atlanta. The only fast food restaurants there at the time were a Tastee Freez and a Dairy Queen. So when the McDonald’s opened, we thought we had arrived. I also worked as a waitress at a bar and restaurant when I was in college in Huntsville, Alabama. Other than that, my career has always been in human resources, for a number of different industries.”

What does a great dining experience look like for you?

“My husband, Michael, and I enjoy going to nice restaurants, and we eat out quite a bit. I like a lot of different kinds of food, and it’s fun to check out places that have been highly rated and sample things I’ve never tried, especially from other countries and regions. I think the ambience and physical aspects of a restaurant are as important as the food.”

What’s your favorite food?

“Dessert! When I go to a restaurant for the first time, I always look to see what kind of dessert menu they have. One of my favorites is the Banana Quesadillas at Nava in Atlanta.”

How about your favorite beverage?

“While I was living in Europe I drank a lot of sparkling water, and it’s become my favorite beverage. I also love a good chardonnay and I like sparkling wine—Champagne and Prosecco. Drinking Champagne is much more commonplace in London and Europe, I found, than in the States. Here we tend to order it only for special occasions and celebrations.”

Favorite restaurant?

“Nava is definitely a favorite. The ambience is wonderful, and all their food is terrific, from starters to dessert. They really keep with their Southwest theme. I also love Tamarind, in the Mayfair district of London. Before dining there, I didn’t think I liked Indian food at all—so many of the spices used I just didn’t care for. But I haven’t had anything at Tamarind I didn’t like.”

When you stay at an IHG property, what are your expectations regarding F&B? “I don’t generally use the hotel’s restaurant when I travel because I’m usually dining with colleagues, and we eat out elsewhere. But if I’m dining in one of our hotels on my own, I like good variety and food that is simple and quick.”

When you dine at an IHG hotel, what do you usually order?

“Typically fish and vegetables. I’m also drawn to risotto, if they have that on the menu. And I usually order dessert.”

Any recent standout meals at an IHG property?

“I love Theo Randall at the InterContinental Park Lane—it’s a lovely restaurant that’s great for entertaining guests. The Global HR team held our BrandHearted training at the Park Lane, and they created an Italian buffet lunch for us that was phenomenal. Everything from the antipasto to the Amalfi Lemon Tart was so good!”

Do you ever order room service?

“I always order room service in the morning because I like to get a pot of fresh-brewed coffee. I don’t really use it for other meals.

But after working with the Park Lane room service staff for a couple of hours as part of the HR team’s BrandHearted training, I have a newfound respect and appreciation for what they do.

They manage to keep everything moving and make it look easy, even when it’s quite busy.”

Mineral water or tap?

“I prefer mineral water, and I’ll choose sparkling over still.”

Any F&B “pet peeves?”

“I hate it when food that’s supposed to be hot is delivered cold. The same goes for wine that’s not served at the right temperature. I will send it back.”

Do you cook at home, and if so, what are your specialties?

“Now that our two children are in college, I don’t cook like I used to. But I make a very good beef brisket and crunchy Romaine salad with sweet-and-sour vinaigrette—that’s what I might whip up for company. I’m Italian, so I can also make great lasagna and spaghetti sauce, though I haven’t done that in several years.”

Geneva Raspberry Lemon Cream from the InterContinental Kitchen Cookbook 3

D

id Jim Koch, founder of The Boston Beer Company and brewer of Samuel Adams, single-handedly reinvigorate the craft-brewing industry in America in the 1980s?

By most accounts, yes indeed.

A would-be fifth generation brewer, Koch graduated from Harvard in the late 1970s prepared for a beer-making career.

But he faced a stagnated market for the full-flavored, traditional German-style beer his family’s brewmasters produced. Across the U.S., small local breweries were closing, and mega-breweries were selling beer that many Americans thought all tasted alike. The bleak prospects forced his father into reluctant retirement from the beer business, and Koch turned to graduate and law school, along with a stint as a management consultant for the Boston Consulting Group.

In 1984, however, convinced he could find a successful niche in the competitive beer market, Koch persuaded his father to become his first investor and provide what would become the cornerstone of The Boston Beer Company: a yellowed piece of paper from his dad’s attic that contained Koch’s great-great grandfather’s recipe for Louis Koch Lager.

“Jim’s dedication is at the heart of our company’s culture of American craftsmanship and commitment to brewing and providing consumers fresh, superior-quality, hand-crafted beer.”

Seanna Stephenson, National Account Manager The Boston Beer Company

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BOSTON BEER COMPANY FOUNDER

A Passion for Craftsmanship & Quality Best Beer in America Koch home-brewed his first batch in his kitchen, determined to hand-craft the beer following the old brewing techniques his ancestor had used. He christened the finished product Samuel Adams, naming his beer after the Boston patriot and father of the American Revolution, who was also a brewer.

When local distributors declined to carry the beer, Koch took a few chilled bottles around to Boston bartenders. The verdict was unanimous—all felt the beer was unlike any they had tasted, and they were impressed with Koch’s commitment to brew small batches and focus on quality and flavor. The beer caught on.

In fact, remarkably, only six weeks after its introduction Samuel Adams Boston Lager® was selected as “The Best Beer in America” in the Great American Beer Festival Consumer Preference Poll. The beer would go on to win this award an unprecedented four times.

Since 2000, Samuel Adams has won more awards in international beer-tasting competitions than any other brewery in the world.

The Samuel Adams Family Koch helped pioneer a renaissance in American taste for flavorful, traditional beer and became an inspiration for other small brewers. “The success of Samuel Adams gave rise to a microbrew revolution,” notes Seanna Stephenson, National Account Manager, The Boston Beer Company. “By 1995, hundreds of small local and regional breweries were springing up all over the country, and the momentum has continued for nearly three decades.”

Today the Boston Beer Company offers discerning beer drinkers more than 30 distinctive, award-winning styles to accommodate a wide variety of tastes. The portfolio includes a collection of yearround beers as well as seasonal styles such as Samuel Adams® OctoberFest, signature holiday brews (Samuel Adams® Old Fezziwig® Ale is a perennial favorite), and other limited-edition and connoisseur offerings. There’s even an “extreme beer” collection featuring complex, high-proof brews, such as Samuel Adams® Utopias, that stretch the very definition of beer.

The company, which went public in 1995, has declined numerous offers to sell, with Koch asserting that operating independently and brewing quality beer remain the company’s, and his, single focus.

Though the Samuel Adams brand is the largest-selling craft beer in the U.S., it accounts for just under one percent of the U.S. beer market. The flagship Samuel Adams Boston Lager® is still brewed using the same recipe and traditional processes that Louis Koch used in the mid-1800s, and Jim Koch still tastes every batch of beer brewed to ensure it meets his rigorous standards.

Taking Pride in the Beer Koch’s passion for beer has also led to a personal campaign to give beer its rightful place at the table. He maintains that “beer is the new wine” and has been instrumental in the culinary movement that pairs brews with food. “Jim’s dedication is at the heart of our company’s culture of American craftsmanship and commitment to brewing and providing consumers fresh, superior-quality, handcrafted beer,” Stephenson says.

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New Concept for Holiday Inn Brand Blends Lobby, F&B and Activity Areas

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t the Holiday Inn Gwinnett Center in Duluth, Georgia, finishing touches were recently put in place for a food and beverage lab. The hotel in the northeast metro Atlanta area is serving as a pilot for the Hub at Holiday Inn, an innovative new design concept destined to dramatically change the F&B world for IHG’s largest brand.

First introduced at the Americas Investors & Leadership Conference in Las Vegas last fall, the Hub centers around a single, integrated space that transforms the traditional lobby, restaurant and bar into a welcoming, contemporary and functional area where guests can relax and be themselves.

The concept is the result of extensive global research and represents the next step in the ongoing evolution of the Holiday Inn brand that began with the recently completed relaunch, according to Eric Nicolas, Director, Global Brand Management, who is heading up the Hub project.

“The food and beverage business model for Holiday Inn hotels has been the same for more than 40 years—a traditional, sit-down restaurant with a separate bar,” he says. “But there’s been a blurring of the lines between work, social and private time for travelers. Our goal with the Hub is to adapt the F&B experience to guests’ changing needs and behaviors.”

Owning The Evening In the Eat & Drink guest mode, two main areas of focus emerged from the research as having the greatest potential to differentiate Holiday Inn from the competition: breakfast and the bar.

“We set out to own the whole evening social occasion,” Eric says. “Guests have a host of options for dining out, and we don’t want to attempt to compete head-to-head with these restaurants. Instead, the Hub will provide an entertaining bar environment where guests can have drinks and appetizers before going out to dinner, or drinks afterwards.

Of course, if they want to have dinner at the hotel, they can do that, too.”

A Modular Approach

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The research explored concepts that would resonate with the full range of Holiday Inn Everyday Hero target guests, from road warriors to traveling groups to family vacationers.

Three primary “guest modes”—defined as what the guest needs or is trying to do—were distinguished as comprising the Hub experience: Eat & Drink, Have Fun, and Relax. These are complemented by two supporting modes, Connect and Transition. The modes in turn guide the design and service level of the components of each area within the Hub.

As a result, the evening menu is built around appetizers that can be shared, though guests may still order a full dinner and enjoy favorite items such as a Caesar salad or a steak. “The emphasis is on simple, familiar dishes with an interesting twist, made in-house with fresh ingredients,” Eric notes. Guests will be able to relax on soft seating and enjoy “light bites,” take their food to the Patio or Media Lounge area and eat while they work, or sit down at a table for dinner.

The Hub pilot also includes testing a “Take In” concept to update traditional room service.

Guests may order anything from the full dinner menu, then come to the Hub to pick it up and take to their room, or enjoy it in the bar or elsewhere within the Hub.

Breakfast Options At the other end of the day, breakfast in the Hub will include a chef station for made-to-order hot breakfast, a hot table featuring a stone-top induction table for presenting hot foods and a cold table with items such as pastries, fruit and yogurt. The Hub Café will offer grab-and-go options to provide guests with a quick, efficient and fresh alternative to fast food when they are in a hurry.

The Have Fun activity areas within the Hub include a Game Lounge featuring a bookcase wall with a Wii along with a variety of other entertainment options that can range from bar games, a game table and a pool table to an area for outdoor games such as horseshoes and bocce ball. The primary Relax mode component is the Media Lounge, which provides comfortable seating where guests can read the newspaper, watch TV or just take a break; ample electrical outlets are available for laptops. An Outdoor Retreat area is another option, with seating arranged around a fire pit.

The Connect mode consists of an e-Bar providing multiple computer monitors, a wireless printer, swivel chairs and table surfaces to accommodate laptops as well as food and drink. A designated area for flight check-in is another option for hotels located near an airport.

Linking the other four guest modes is the Transition area, which includes a scaled-down, table-like front desk, a Lobby Lounge and a self-serve 24/7 Market where guests—particularly those arriving late—can get food, beverages and sundry items around the clock and pay at the front desk.

“The overall idea for the Hub is for guests to be able to do whatever they want to do, wherever they want to do it—eat, play, work, connect, socialize—just as they would at a friend’s home,” Eric says.

Operational Efficiency The goal from an operational standpoint is to make the Hub easy to execute, Eric notes. A turnkey package helps reduce the complexity of F&B operations, and the approach includes crossutilizing ingredients from breakfast to dinner. Considerable support will be provided in the form of staff training, a recipe bank and marketing materials, and staffing requirements are the same as for the current model. The Hub is designed both to improve F&B capture and to create new revenue streams with the Hub Café and the 24/7 Market.

The prototype pilot at the Gwinnett Holiday Inn will be monitored and analyzed closely, with a second pilot to be added later in 2011. “Testing in real hotels will allow us to tweak and improve the Hub and measure how much guests like the concept, as well as to assess the return on investment,” Eric says. “The results will determine the timetable going forward, but we believe it’s an extremely important initiative for the brand.”

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Spirited continues celebrating leading IHG Executive Chefs in the Americas

“The thing I admire most about Peter is how much he trains and develops his people—he enjoys seeing them succeed. He is also very well integrated in the Houston community and takes every opportunity to promote our property and the food industry at culinary competitions, food shows and other events. He is a real asset to our hotel.”

Raymond Vermolen, General Manager | InterContinental Houston

Prime Beef Tenderloin with Tabasco Onions and Chef Peter’s Signature BBQ Sauce

“Peter is a well-balanced chef. He combines great creativity and talent in the culinary arts with the strong managerial skills needed for a large-volume hotel like ours. He also loves interacting with guests and sharing about food with groups large and small.

Peter leads by example, through his commitment to a high standard of excellence.”

Danny Estevez, F&B Director | InterContinental Houston

Hawaiian Opakapaka (Red Snapper) with Poblano Pepper Butter Sauce

Florida Ancho Chili-spice Shrimp with Guava Puree

Combining Creativity & Teamwork

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s a youngster growing up in Munich, Germany, Peter Laufer watched and sometimes helped his grandmother cook at the restaurant she operated in a popular area tourist spot. He found he liked cooking, but never imagined he would one day prepare cuisine for parliament ministers, U.S. Presidents, the Pope and other world leaders.

Peter’s 27-year culinary career has ranged around the world, ultimately landing him at the InterContinental Houston, where he has been Executive Chef since 2004. He is also a member of the IHG Culinary Commandos and an American Culinary Federation Certified Executive Chef.

His journey included a three-year apprenticeship in the restaurant at Munich’s Hotel Bauer, a turn as a cook in the German military and serving in a variety of culinary positions in leading restaurants and hotels in Germany and Switzerland. He also worked for a cruise line for 10 years, eventually becoming Executive Chef for a series of ships sailing everywhere from St. Petersburg to Rio. He served as Executive Banquet Chef for the InterContinental Miami before taking on his current assignment.

At the InterContinental Houston, Peter heads a culinary staff that has earned the hotel a citywide reputation as a premier event venue, leveraging the property’s 50,000 square feet of function space.

“I work with a great team,” he says. “All pull their weight and support each other, keeping their eye on delivering an experience our guests will enjoy. That makes life a lot easier when we have little turnaround time between events. I always try to push us to the next level. We take on each challenge together, working out ideas and implementation.”

One excellent example, Peter notes, was the creation of Table One, the hotel’s elegant, open chef’s table located in the renovated kitchen, where Peter prepares custom four- to 12-course meals for groups of up to 10 diners. When planning began for remodeling the kitchen, Peter suggested turning a little-used storage area into the chef’s table concept. “The team and I put our heads together and made it happen,” he says.

Peter is equally proud of the hotel’s kitchen garden, which he created several years ago. Harvests from the abundant plantings next to the front driveway now meet the majority of the hotel’s produce needs.

“I enjoy the fact that no day is the same for us here—each one gives us the opportunity to do things differently, be creative and work freely,” he notes. “That freedom has helped us develop a very satisfying and successful relationship not only with our guests but with local clients as well. They know the quality of our food and service, and come back again and again for events and fine dining.”

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For information on becoming a TIPS trainer or scheduling training classes at your hotel, contact Laura Hammer at 770.604.8283, laura.hammer@ihg.com, or contact Trevor Estelle, 800.438.8477, ext. 357, estellet@gettips.com.

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hinking about becoming a TIPS trainer for your hotel?

IHG currently has 44 instructors at IHG properties throughout the U.S. certified to teach the TIPS alcohol awareness program. The training is a serious responsibility, but also one that offers a great deal of personal satisfaction, according to two of IHG’s top TIPS trainers.

Mimi Dagot, Director of Quality for the InterContinental New York Barclay, serves as trainer for both the Barclay and the new InterContinental Times Square. Before joining IHG in 2007, she was a server and bartender in Florida. She stepped into her current TIPS training role a year ago and has since trained more than 100 individuals. Donna Ouderkirk has been a TIPS trainer 12 years, certifying more than 200 IHG hotel staff members.

She currently conducts classes at the InterContinental San Francisco, where she is Assistant Director of Human Resources.

IHG policy requires every employee who serves alcohol to be TIPS certified, but both Donna and Mimi have expanded the range of class participants to include doormen, valets and members of the security staff and F&B management.

Having a mix of departments represented enriches the classroom experience, Mimi notes. “It helps develop a sense of connectedness when they hear each other’s stories. They realize everyone has a part to play.”

Seasoned IHG Trainers Offer Experiences and Insights

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It’s important to know the audience and tailor each class to the responsibilities and experience level of the group, Donna adds.

“We always cover the material thoroughly, but if we have some experienced servers in the group, we tap into that wealth of knowledge by having them share real-life experiences.”

The responsibility of TIPS training carries some extremely satisfying benefits, both trainers note, not the least of which is helping employees learn to calmly and confidently take control of situations when guests are intoxicated. An example: A doorman in one of Donna’s classes was skeptical about his needing the TIPS course. The very next evening, however, he had to prevent an intoxicated guest from driving home. Relying on the training, the doorman convinced the guest to spend the night in the hotel. The following morning the guest apologized and thanked the doorman for putting the guest’s welfare first, noting that he planned to tell everyone about the doorman and the hotel. “It was the first time our doorman had ever said no to a customer, and he was excited that it turned out ok,” Donna says. “We want our employees to understand they don’t have to go to their managers in these instances. We train them to recognize what there is to do to keep themselves and the guest safe, and to take appropriate action.”

“It’s not just a course in the TIPS specifics, it’s a refresher on hospitality—how to serve and deliver a great experience for our guests no matter the situation,” Mimi adds. “That’s what’s really key.”

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here is the heart of the hotel? Most operators would agree that, for full-service properties, it’s the bar. In fact, post-check-in, bartenders may interact with more guests than any other employees in the hotel.

That makes the position of bartender critical in delivering Great Hotels Guests Love. And that’s why the IHG Corporate Food & Beverage team is initiating the IHG Bartender Academy, a program designed to elevate both the status and standards for bartenders in the company’s full-service brand hotels.

“While IHG bartenders are valued as individual employees, the bartender role itself is often under-recognized,” says Jean-Pierre Etcheberrigaray, Vice President of Food & Beverage. “The IHG Bartender Academy’s goal is to define, elevate and distinguish this important position.”

Development of competencies and curriculum is under way, including research with current InterContinental Hotel bartenders as well as World Class Beverage Program supplier partners, who are providing subject matter experts and content. Outside resources, such as the U.S. Bartenders Guild, may also be tapped for input and guidance.

Initial plans call for the creation of a three-tiered certification process that would advance bartenders through successively higher skill levels: 1. CERTIFIED BARTENDER—requires training and testing in specific service skills as well as product, recipe and hotel brand knowledge.

2. ADVANCED BARTENDER—for Certified Bartenders desiring a greater level of skill and more recognition in the bartending craft.

Attaining this designation requires additional learning and testing.

3. MIXOLOGIST—involves passing both a written examination and live performance test, to affirm the candidate is adept at such expert skills as how to pour correctly and how to create a custom drink spontaneously for a guest.

“Earning the second- and third-tier certifications won’t be a requirement, but IHG aims to create a culture that supports ‘higher learning’ and certification in the fine art of Mixology,” Jean-Pierre notes. “Initial feedback from the bartenders we’ve talked with has been extremely positive.”

The IHG Bartender Academy will be piloted with certain InterContinental Hotels this fall and rolled out across the brand in North America in 2012. The second phase of the program will tailor certification requirements for the other three full-service IHG brands.

“The potential is huge—no other hotel company is doing this,” JeanPierre says. “Our vision is to brand the IHG Bartender Academy and make it a distinct point of difference for the company.”

IHG Bartender Academy Aims At Sharpening Skills and Distinguishing the Role 11

New Tools, Programs and Best Practices Top Meeting Agenda for F&B Commandos

GIVING INPUT A

t their first 2011 meeting, IHG’s F&B Commandos weighed in on a host of innovative new programs and initiatives that will impact food and beverage operations at full-service company hotels over the rest of this year and in 2012. The meeting was held at The Palazzo in conjunction with the annual Nightclub & Bar Convention and Trade Show in Las Vegas March 7-9.

The Commandos team comprises representatives from across all IHG full-service brands in North America. The group serves as a steering committee for the ongoing development of the World Class Beverage Program as well as other F&B-related initiatives.

Among the key agenda items were:

• An update on procurement/purchasing (InnSupply by IHG), focusing on bottled water, non-alcoholic beverages and food. New and improved agreements with suppliers of bottled water have been finalized, and hotels can expect to receive both Coca-Cola and bottled water promotional slicks in July.

• Implementation of Fintech, the company’s electronic payment vendor for beverage alcohol invoicing. Preliminary results from hotels with the system are quite positive, and details will be shared with the hotels later this year.

• Discussion of the beverage promotions planned for 2012 by iMi, the marketing agency that manages the World Class Beverage Program.

• Discussion of the new IHG Bartender Academy that is in development (see related story on Page 11). The Commandos provided guidance and suggestions for creating standard operating procedures and service “touch points” for this new bartender training and certification program that will debut in 2012.

• An idea session on enhancing the current version of the World Class Beverage Program website (see related article on Page 14). The Commandos recommended that the site be made more intuitive and interactive, to serve as a “go-to” tool for on-site F&B associates.

• The InterContinental Boston’s successful implementation of an environmental sustainability program offered by the Green Restaurant Association, a nonprofit organization promoting environmental responsibility for restaurants, manufacturers and consumers. The InterContinental Boston is piloting the program for IHG. The hotel’s Miel restaurant and RumBa bar are the first IHG outlets to earn the Green Certified Restaurant® designation from the GRA, and more are expected to achieve this soon.

• Steve Juscen, InterContinental Boston

• A new F&B Tools and Hotel Solutions website currently in development. The Commandos provided input on this new system, which will be designed for sharing best practices.

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The food and beverage directors who make up the Commandos include: • Danny Estevez, InterContinental Houston • Aaron Ball, Crowne Plaza Dallas • Edoardo Caneri, Crowne Plaza Redondo Beach • Doug Wu, Holiday Inn San Diego on the Bay • Dianna Stoffer, Brand Manager, Hotel Indigo Food & Beverage Two Beverage Specialists support and consult with the Commandos: • Adriana Tietz, Bar Manager, Hotel Indigo San Diego Gaslamp Quarter • Jason Deville, Assistant F&B Director, InterContinental Miami

Raising the

Profile

Expanding the Presence of the World Class Beverage Program

InterContinental Hotels GM Conference

Midscale Hotel GM Conference

Extending the reach of the World Class Beverage Program into non-F&B areas within the IHG organization is a priority for 2011. The goal: to demonstrate the Program’s impact beyond food and beverage and strengthen partnerships within the company.

To that end, the Corporate Food & Beverage team arranged for the Program to be an agenda item at several key meetings of both operational teams and functional groups. These included: • InterContinental Hotels General Managers Conference: Held in April in Boston, this gathering comprised more than 30 General Managers of both owned/managed and franchised hotels. The Corporate F&B team disseminated information on progress of the World Class Beverage Program at InterContinental Hotels, updating an in-depth presentation made to this group last fall, and also provided one-on-one follow-up with representatives of specific hotels.

Finance & IT Conference

• IHG Human Resources Director Conference: The educational aspects of the World Class Beverage Program were demonstrated at this March meeting of approximately 60 Human Resources directors from company-owned/managed InterContinental, Crowne Plaza and Holiday Inn hotels. Attendees viewed a short video on the IHG TIPS program’s 2011 VIBE Awards win for Best Responsible Alcohol Service Training. Participants also received a jump drive containing a presentation on the World Class Beverage Program and the training and education opportunities it offers.

• I HG Finance and IT Conference: Approximately 230 controllers and IT directors from company-managed and some franchised full-service IHG hotels in the Americas attended this meeting in San Juan in May. Corporate F&B Vice President Jean-Pierre Etcheberrigaray gave a presentation on Fintech, a new beverage alcohol invoice processing system that produces an extensive range of information on products purchased by the hotels, helping identify trends and sharpen the World Class Beverage Program’s ability to provide the best value in its offerings.

• IHG Midscale Hotel General Managers Conference: Management training and the importance of being “BrandHearted” were the themes of this April meeting in Atlanta of more than 30 Americas GMs from owned and managed Holiday Inn and Holiday Inn Express hotels. Attendees received brochures on the 2011 Program as well as promotional slicks for use in the hotels’ F&B outlets.

Plans are to continue to maintain a higher profile within the company for the World Class Beverage Program through additional presentations. “Now that both our food and beverage community and the World Class Beverage Program have established a strong foundation, we are reaching out to become more visible in other areas,” says Jean-Pierre. “The Program is a proven contributor to our hotels, and we want the rest of the company to know that it’s about much more than serving as a wine and spirits purchasing resource. It’s a strategic approach to the role of beverages in providing a memorable guest experience at each of our full-service brands.”

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S

ince it was launched seven years ago to support IHG’s World Class Beverage Program, the ihgbeverage.com website has served as a repository for the program’s standards and resources. It also became home for two other key components of the Program: the quarterly Spirited magazine and more recently, the FB Confitdential blog.

The tremendous changes in online technology during that time—particularly within the past three years—have prompted a complete renovation of the website to make it more accessible and user-friendly.

The Corporate F&B team and iMi, the agency who manages the World Class Beverage Program for IHG, sought input about the 14

site from the F&B Commandos, assessed usage patterns and statistics and collected other feedback from IHG F&B directors across the U.S. and Canada. They then commissioned Silvermoss Partners, original developer/designer of the current website, to conduct the overhaul, with the objective of better integrating the Program’s various e-components, as well increasing usage. The revamped website launched in July 2011.

“Our goal is to transform the website from information source to online community,” says Jean-Pierre Etcheberrigaray, Vice President of Food & Beverage. “The changes are designed to foster more collaboration among hotels by facilitating sharing of F&B best practices. We want the site to be a place where F&B directors can get answers to their questions 24/7 and find ways to help them do their jobs better.”

Tapping the Social Network New website features support that objective. An enhanced search function makes it easier to find things within the updated site. It’s now compatible with mobile browsers, smart phones and tablets such as the iPad and is fully integrated with Facebook, LinkedIn and other social networking sites.

Posting ideas and sharing files that previously would have involved a phone call or email message can be accomplished with the click of a mouse. The site easily accommodates uploading of video and streaming of the FB Confitdential blog.

“The ihgbeverage.com site is now a platform where all the ‘moving parts’ of the World Class Beverage Program come together,” JeanPierre adds. “ Because it’s easier to post ideas and share files via the website, it will be able to function more as a tool to serve our IHG food and beverage community. Through the site, F&B team members can do everything from collaborate via Facebook to view a YouTube video to attend a webinar on how to create certain drinks. ”

A New Look for Spirited Aesthetic enhancements to the website include a new ihgbeverage.com logo and a more contemporary, open design for Spirited, which has transitioned from newsletter to magazine in terms of approach, content and appearance. Visitors can now browse through the online publication more easily and search the magazine archives by topic.

Overall, the retooled website encourages a much higher level of interaction, Jean-Pierre notes. “The changes will allow us to bring our F&B community together in ways not afforded before,” he says.

“We encourage everyone to visit the updated site, check out the new features and let us know what they think.”

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“The detail you’ll find in Yelp critiques is astonishing. Though your perception may be that the site contains mostly complaints, Yelp analysis suggests otherwise.”

Social Marketing 101 for Hotel F&B In this issue we’re introducing a periodic guest column featuring IHG food and beverage consultant Ned Barker, President of Grill Ventures Consulting, Inc. Here Ned provides the first part of a primer on putting social marketing and social media to work as part of your overall F&B marketing program.

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restaurant, give you honest feedback, positive and negative, and support you in forming and maintaining relationships with your customers.

Promote your bar and restaurant Begin by setting up your listing for your Yelp site(s). To do this, go to https://biz.yelp.com/support and follow the instructions. If your bar and restaurant are both already listed, be sure to “unlock” the free features available.

Along with your basic business information, you can add photos (don’t forget descriptive captions!), a detailed business description, up-to-date information, history and specialties. You can even announce special offers and upcoming events. Did I mention that this is all FREE? Want more ideas on what information to include? Check out what your competitors are posting on Yelp.

Ned’s articles have appeared in industry publications such as HOTELS and in the Mix Magazine. He also authors the eff&bee blog.

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aybe you’ve heard about the restaurant chain that captured thousands of new Friends and generated tens of thousands of dollars by offering a free breadstick to customers via Facebook. If not, you’ve likely heard similar stories, and you’re thinking, “What’s the right promotion for me? How can I get thousands of Friends?”

But you may be asking the wrong question. And doing so will get you headed quickly in the wrong direction. “Where do I start?” That’s the right question. There are two simple but important steps you can follow to launch your social marketing strategy for success.

STEP 1 – LISTEN Look no further than Habit 5 of best-selling author Stephen Covey’s The 7 Habits of Highly Effective People: “Seek first to understand, then to be understood.” In other words, LISTEN. What are people saying about your bar and restaurant? Is there buzz? Are there complaints? Do customers love that new drink menu? Or hate it?

So how, exactly, do you “listen” to the Internet? Actually, it’s quite easy. Go to Google Alerts and “tell” Google to alert you whenever your restaurant or bar is mentioned. The site is www.google.com/ alerts. (Bonus Tip: set up an alert with your competitors’ names, too.)

STEP 2 – EMBRACE YELP You may think that Yelp is a “complaint” site over which you have no control. But in fact Yelp is your friend. Without any cost, and with little effort on your part, Yelp will help you promote your bar and

Get honest feedback IHG’s new HeartBeat guest feedback system provides a lot of useful information from hotel guests. But what are your local customers thinking and feeling about your bar and restaurant?

The detail you’ll find in Yelp critiques is astonishing. Though your perception may be that the site contains mostly complaints, Yelp analysis suggests otherwise. The graph (shown top left) of reviews on Yelp as of August 2010 indicates that most Yelp reviews are positive overall (http://www.yelp.com/faq). But imagine the power of customers suggesting ways for you to improve!

Form and maintain relationships with your customers The biggest mistake made by businesses on Yelp is failing to engage their reviewers. Not responding to a critical comment says, “I agree” or “I don’t care” or “I don’t respect my customers enough to listen to them” – or all of the above. If that same customer said those words to you in person, would you remain silent? Of course not.

Did you know that you can respond privately as well as publicly on Yelp? Moreover, reviewers may go back and update their reviews, and even add stars. They can also message you back. Take advantage of this, and respond to compliments (publicly) as well.

Finally, encourage your customers to comment about you on Yelp.

Why? More reviews equals more credibility, more reservations, more attention. For additional ideas here, search “Yelponomics.”

By the way, you can invite friends to join you on Yelp with a customized message: click on the “Invite Friends” tab in the header of any page on Yelp.

Do the two-step. Now.

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Coca-Cola Aluminum Bottles: A Collaboration of Art & Science

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hey began as pop art. The sleek aluminum bottles of Coca-Cola®, Diet Coke®, Coke Zero® and Sprite® that have been making waves with guests in full-service IHG hotels over the past two years started off as a marketing initiative and packaging experiment.

The Coca-Cola Company created its first aluminum contour bottles in 2005 as a hip collector’s item aimed at trendsetting young adults in Europe and other major markets outside North America.

While “straight-wall” aluminum bottles had been used by a few other beverage brands, Coca-Cola was the first to work with bottle manufacturers to develop a fully shaped aluminum body.

Studios from around the world were commissioned to create five exquisite designs for the aluminum printed bottles— dubbed M5 for “the magnificent five”—using special inks that illuminated under black light. The bottles were launched into the nightlife channel, with accompanying video, music and other marketing, and were positioned as a limited edition to increase their premium cachet.

“The bottles were wildly popular,” says Cami Simmons, Senior Manager, Strategic Partnership Marketing, for The Coca-Cola Company. “The appealing shape, cold feel and sexy look of the aluminum bottle generated immediate consumer interest.

Two years later, we introduced the contour aluminum bottle to North America.”

Heightening Demand The Coca-Cola strategy on this side of the pond was similar to the global introduction of the unique new package: to reinforce brand equity and the “badge value” of the iconic Coca-Cola contour bottle. The launch here centered on the company’s four core trademark brands, with the goal of driving consumer interaction and experience with the product versus taking the “collectibles” approach used for the M5 versions.

Distribution is focused on upscale on-premise locations, Cami notes, such as hotels, full-service restaurants, event venues, bars and nightclubs. “Our aluminum bottles allow operators 18

to enhance the end-to-end premium guest experience,” she says. “Now everything they offer communicates quality to the consumer—the property, the service, the food, the surroundings, even the beverage packaging.”

The bottles are resealable, 100 percent recyclable and, at 8.5 ounces, smaller than standard cans and bottles, helping fill a consumer desire for a smaller serving size. They also command a premium price, further allowing operators to boost beverage revenues and maximize profitability.

Guest response at IHG hotels using the bottles has been enthusiastic. “The aluminum bottles are a novelty and a conversation piece, because they can’t be found in regular outlets. Guests tend to take extras with them as souvenirs from banquets, meeting breaks and the minibars,” says Jason Deville, Assistant Food & Beverage Manager for the InterContinental Miami. “As a result, our volumes are up. And the rich colors and streamlined shape of the bottles create a big impact in our break presentations. We’ve even used them in VIP amenity packages.”

Coca-Cola and IHG are developing a turnkey kit, to be rolled out this fall, for hotels to use in merchandising the aluminum bottles.

“The kit will provide ideas for effectively displaying the packaging in a variety of outlets—as part of a signature catering break, at poolside, in the bar and in the minibars. It will also include some Coke-themed specialty items, such as coolers,” Cami says.

Appeal of the Contour The unique new packaging continues to be in the news and in the spotlight, showing up in media coverage of such celebritystudded events as the New York Food & Wine Festival, Mercedes Benz Fashion Week, American Idol and throughout the West Coast film and television industry awards season.

“The aluminum bottles resonate with people of all ages,” Cami says. “Some see them as a contemporary interpretation of the iconic Coca-Cola glass contour. Others are attracted by the packaging’s uniqueness and upscale feel, and still others love the ‘cool factor.’ In every case, the appeal is strongly aligned with our brands, and the bottles create a positive consumer experience.”

Cool & Beautiful

“The aluminum bottles resonate with people of all ages. Some see them as a contemporary interpretation of the iconic Coca-Cola glass contour. The appeal is strongly aligned with our brands, and the bottles create a positive consumer experience.�

Cami Simmons Senior Manager, Strategic Partnership Marketing The Coca-Cola Company

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The Official Magazine of the World Class Beverage Program Jean-Pierre Etcheberrigaray | Vice President, F&B Americas Laura Hammer | Office Manager, F&B Americas Pamela Tweedell | iMi Agency Ann Wilson | Writer & Editor Silvermoss Partners | Art Direction & Layout World Class Beverage Program Contact/Support: 770.604.8283 | laura.hammer@ihg.com

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