Lobby bars make a statement

Nation's Restaurant News, Nov 12, 1990 by Mort Hochstein

Lobby bars make a statement

About a year and a half ago, Marriot Corp. surveyed public perception of its operations. One result stood out:

"We found that that the lobby bar is the best-defined segment in terms of the public vision of our hotels," says Joe Falocco, manager of bar promotion and marketing for Marriott Corp.

"Customer don't know what to expect of our restaurants and nightclubs because they're all different. In a lobby bar, however," he observes, "guests know what to expect. They are prepared to pay a premium price and know they'll get a premium offering in return."

Whether the lobby with a well-run bar seats 50 people or 200, it makes an important statements to guests as well as a major contribution to profit. bill Hulbert, vice president for food and beverage operations for Marriott, calls such bars "generally the most popular and consistently profitable of all ou hotel bars. When you've got everything in place to provide the proper atmosphere, food, beverage and general 'value- added amenities,' customers will pay a good price and feel they have gotten their money's worth."

A successful lobby bar starts with the basics of ambience -- attractive furnishings, plants and flowers -- but it also must include other elements of good hospitality, including appealing, sophisticated food; fine drinks in stylish stemware with fresh, appetizing garnishes; attractive, non-intimidating uniforms; and live piano or harp music.

But more than anything else, any food and beverage director will tell you, it must be built on service. "The secret of success," says Gerhard Tratter of the Marina Del Rey Doubletree Hotel, "is that you create an atmosphere of friendly, smiling service, catering and caring for the needs of the guest.

"If you have a cocktail waitress or bartender approach you sincerely and give outstanding service, you relax and enjoy it whether you have just checked in and are upset because your room isn't ready or whether you just came down for a drink or afternoon tea."

That sort of service benefits all parties, Tratter says, adding: "We train and encourage our staff to spend time and explain things to their guests. It allows them a little contact, the guest enjoys it, the server builds a tip and my sales go up.

"Everything," Tratter emphasizes, "starts with training and caring for your employes. Hotel are almost all alike. They have nice marble lobbies and good furniture, nice soft tone and beautiful rooms. What sets then apart is the people working in them. Invest in training and sincerity, and you'll get your increase as well."

Improvements that made the lobby more congenial paid off with a dramatic 40-percent increase in revenues in the past 10 years at the Westin Crown Center in Kansas City, MO., according to food and beverage director Charles Satkewich. "the lounge has become the principal gathering place," he explains, noting that members of one recent convention group had spent three consecutive nights fraternizing in the lobby rather than in a bar.

"People," he emphasizes, "enjoy the gregariousness of the lounge, and they like the music." At the Boca Raton Resort and Club, assistant manager Frederick Pedrocaraballo also cites the contribution music makes to the atmosphere. "If you don't have a piano player, it can be very boring. We have music from 2:30 to 9 at night, and with iit, things get very quiet." Most operators agree that music should be part of the ambience, but it should be background rather than dominant.

Food should be upscale, easy-to-eat items, usually cold, quick and, simple to prepare, serve and present. Since most lobby bars are far from a kitchen, preplatable items, such as fruit and cheese plates, dips and primarily finger foods, are preferable. Marriott's suggested lobby bar menu includes such upscale items as mushroom pate and caviar dip.

Dean Chininis, food and beverage director at Westin's showcase Century Plaza in Los Angeles, has more options since his lobby is adjacent to the hotel's Garden Restaurant and he can offer hot foods. Chininis uses the lobby to impress visitors with a quality and variety of the hotel's food.

"We do a huge, themed buffet, changing it frequently, and we put this lavish, free spread near the doorway. It's the First statement we make to people as they enter," Chininis declares.

The measurable return varies with local pricing and traffic. At the Novotel in Manhattan, food and beverage director Frank Mentesana estimates the average guest spends about $7 in the lobby bar. Tratter in Marina del Rey says the average amount of money spent in the lobby is $9.25 on beverages, $7.65 on food.

The final element is in-house promotion, and that starts at the front desk. If it's not visible and not promoted, it will not do business, says Pedrocaraballo of Boca Raton, who stresses that is is essential for reception to direct waiting guests to the lobby bar. Many smart hoteliers will treat the guest to a drink if there is any delay at chek-in.