Quality of life and cultural heritage

We can divide customers into several different groups according to their reasons for choosing to imbibe in a public setting:

䡲 Diners at restaurants where drinks are served. These diners come to enjoy a good meal and a drink, whether in the form of a cocktail, wine, an after-dinner drink, or all three. Each enhances the enjoyment of the total experience. Al-though the food may be the primary focus at a restaurant, people often want to drink an alcoholic beverage, too. Restaurants that do a flourishing business with-out alcohol are the exception rather than the rule.

䡲 Drop-in customers who are on their way elsewhere. They usually want refresh-ment, a quick pick-me-up or a stress reliever after a day’s work. In this case the drink is the focus; the customer has one or two at most, then is on the move again. People who are waiting to board a plane or a train or are meeting someone at the bar also belong to this group. Bars near office buildings or factories and in train or bus stations, airports, and hotel lobbies typically cater to this category of customer.

䡲 Meet-and-go customers. These individuals are looking for a relationship con-nection, whether a date for the evening or a longer-term plan. They go to singles bars or ‘‘meet bars’’ that are attractive to others like themselves. They stay long enough to meet someone whom they would like to spend the evening with, and the two may or may not move on to a place where the food and / or the enter-tainment is more suitable for leisurely conversation and an evening together.

Today most singles bars include dancing and very-late-night hours.

䡲 Entertainment seekers looking for relaxation, stimulation, or a change of pace. They frequent bars, lounges, clubs, and restaurants where entertainment is offered, such as country-and-western music, games, and / or dancing. These individuals want to meet new people or keep up with social trends. They may visit several places or spend a whole evening in only one place if the entertain-ment, the drinks, and the company are to their liking.

䡲 Sports fans. In almost every major city, you’ll now find at least one sports bar, featuring big-screen television viewing from every angle and special promotions for championship games, boxing matches, and so on. Another newer trend is the cigar bar, where guests can puff away at priced cigars and enjoy high-end liquors to go with them. The idea is that people want to commune with individuals who share their interests, whether that means a great game or a great smoke. (Despite the growing number of states that make smoking in public places illegal, there are still cigar bars, as well as states in which bars [but not restaurants] are exempt from the no-smoking regulations.)

䡲 Regular patrons of neighborhood bars and taverns. They are interested in en-joyment and relaxation, too, but their primary desire is for companionship: being with people whom they know and like, feeling comfortable, feeling that they belong.

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Most customers fall into one or more of these groups. The moods, tastes, and interests of the groups differ, and the people tend to differ in background and lifestyle as well, although some individuals cross group lines at times. A diner or entertainment seeker at home might be a drop-in customer on a business trip because the mood and purpose have changed. Generally though, in spite of some crossover, these groups are not especially compatible. A customer from one group visiting a bar frequented by another group is prone to think of the others as ‘‘the wrong crowd’’ people who certainly are not dangerous, but different enough to make the ‘‘outsider’’ feel somewhat uneasy and out of place. In this case the outsider does not experience the venue as having a friendly atmosphere, even if the bar personnel are friendly and the drinks are great. The outsider will not stay long—

or come back.

Within these broad groups, however, are many subgroups, divided loosely ac-cording to lifestyle, interests, age, income level, family status, occupation or social status, even gender. A few of the largest and most common subgroups are defined in the following subsections.

Women.

As purchasers and consumers of alcoholic beverages, women exert a pow-erful influence, which is destined to become even greater in the years to come.

More than 196 million women in the United States are of legal drinking age, rep-resenting a huge opportunity for the hospitality industry. Today’s female customer is better educated and marries later in life or not at all. Women today also make up a large portion of the workforce, which means that they have discretionary income. They are responsible in large part for the increase in popularity of so-called white goods—the clear liquors, such as gin and vodka—and first claimed the Cos-mopolitan (vodka and cranberry juice) as their own, wildly popular invention in the 1990s.

Many women form groups to share regular, informal dinners or drinks weekly or monthly at a favorite place. Still, for many women, going to a bar (especially alone) can be an uncomfortable experience, so the savvy bar owner will make an effort to put them at ease. Something as simple as acknowledging the customer within the first 30 seconds of her arrival in the establishment is a major factor in raising her overall comfort level. Cleanliness and unquestionable quality of ingre-dients also rank as higher priorities among female customers than male customers.

For instance, surveys reveal that many women regard hanging glasses above the bar as unsanitary, particularly if smoking is allowed there. Servers should always offer clean napkins with a drink, a courteous touch that women expect and ap-preciate. In short a female clientele is observant and knowledgeable, awarding loy-alty to places that earn it.

Latino Customers.

More than 35 million Americans are of Hispanic origin. About 20 million of them are from Mexico—in the 1990s, the number of U.S. residents of Mexican ancestry jumped by 53 percent—but others are from Cuba, Puerto Rico, and the nations of Central and South America. Finally, many distillers and brewers have acknowledged this trend by advertising in Spanish, and more can be done to adequately address this customer category. To build lasting relationships

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with this broad and diverse group, we must develop an understanding of the in-tricate differences that distinguish one ethnicity from the next. In some commu-nities there is little push to assimilate into the melting pot, with widespread Spanish-language media and generalized support for the various Hispanic cultures.

Often they can continue to live and work within native-language environments.

But one thing is clear: community, family, and tradition are powerful Hispanic values. In October 1997, Paul Mediata, the Hispanic Marketing Coordinator for Coors Brewing Company, said in Market Watch magazine, ‘‘In the Anglo culture, a business relationship is developed first, then a friendship. In the Hispanic culture, it is the opposite.’’ Words to the wise for anyone aiming to serve this fast-growing clientele.

Baby Boomers.

Americans born between 1946 and 1964 are considered baby boomers, the last generation to grow up in an American society in which drinking was the norm. Members of this generation are now reaching their fifties and are in the prime of their careers. Unlike their parents, boomers refuse to think of them-selves as old or even middle aged. According to the National Restaurant Association this age group spends more money dining out than any other demographic cate-gory: 23 percent more than the average person on restaurant dining. Although boomers might not be crazy about exercise, many work out to stay in shape, at least partly so they can continue to enjoy certain foods and beverages, including beef, pastries, eggs, and, yes, alcohol—in moderation. Boomers in general are re-laxed and open about drinking, and they do not hesitate to take their children with them when they dine out; these attitudes have affected the dining industry. Today a whole group of casual but slightly upscale ‘‘adult-fast-food’’ eateries are designed to cater to boomer families; TGI Friday’s, Applebee’s, Chili’s, to name just a few, appeal to these time-crunched, child-toting, beverage-savvy boomers, who enjoy relaxing over a fairly quick but well-prepared meal that features both drinks from the bar and a children’s menu.

Baby boomers also tend to be partial to intense flavors in their foods and bev-erages, and they are willing to pay higher prices for specialty beers and premium wines and liquors. They are both knowledgeable and critical about their foods and beverages, so servers themselves need to know a lot about the wine, beer, and cocktails available because they will be asked.

Generations X and Y.

No one knows quite how to describe the wave of legal-age customers who entered the market as the twenty-first century began. Simple defi-nitions elude this group of nearly 33 million, raised with the Internet as a playmate.

They have been dubbed either Generation X (ages 25 to 29) or Generation Y (ages 21 to 30). They constitute 21 percent of the workforce, quickly moving from college (many have at least Bachelor’s degrees) into jobs and incomes that took their parents years to achieve. Web-based marketing is a critical component of any marketing plan for these technologically savvy consumers.

About 68 percent of this information-saturated group drinks alcohol: 50 percent prefer beer; 36 percent, distilled spirits; and 10 percent, wine. The rest drink all three. The group also represents some of the most frequent imbibers, with 13

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FIGURE 3.1 Many bars and restaurants serving alcohol cater to families. Courtesy of PhotoDisc, Inc.

percent having a drink once a week, and 26 percent once a month. However, they have also grown up with the ‘‘Just say no’’ mentality, which includes a clear message to drink responsibly, by assigning a designated driver or accepting a cab ride if they have overindulged.

This group has grown up knowing about microbrewed beers and gourmet cof-fees, so they are adventurous and not especially brand-loyal—although this doesn’t stop the beverage industry from trying. In recent years Kahlua has been an example of beverage-industry efforts to introduce cordials and liqueurs, with their sweetness and ‘‘mixability,’’ to entry-level drinkers who shy away from the more traditional scotches and bourbons. The American sibling of Remy-Martin has introduced RemyRed, a line of cognac-base liqueurs for the Generation Y group. Similarly the logo on Beefeater’s Gin has changed. The stodgy London guardsman is much younger: His beard is dark instead of gray!

Beer-makers are also vigorously courting Gen X and Gen Y customers because this age group is incredibly important to the industry. Traditional media outlets (network television, radio, print, and billboards) are being augmented by computer games, web sites, and cable television. The ads also appear on sports programs other than football games, including hockey, surfing, soccer, and snowboarding.

When it comes to wine, this demographic appears to be more interested in the sensual aspects of the beverage and knows that it is not just for special occasions, but is an everyday beverage to be sipped with burgers, pizza, and gourmet meals.

The Wine Brats, an organization founded in 1995 by the grown children of some

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of California’s top wine producers, have attempted to spark interest in their age group, and it seems to be working. Today’s young consumer doesn’t mind paying

$6 or more for a wine-by-the-glass program.

Connoisseurs and Sophisticates.

You will always find a certain number of custom-ers who are truly well informed, enjoy food and wine as a serious hobby or vo-cation, and often know more than most bartenders or servers. Offering these customers a wide selection of wines or spirits is simply not enough, so some bars and restaurants have decided to specialize in a particular area and use that as a hook to attract a specific, upscale clientele. They hire a sommelier, build a wine cellar, and stock an impressive selection of old-growth Bordeaux, for example. The trade press regularly covers events in bars populated by these lively, well-heeled crowds. The sophisticated customer is willing to pay for style, cleanliness, and a well-trained service staff. The bar must be stocked with wide selections of flavored vodkas, classic single-malt Scotches, cutting-edge single-barrel bourbons, and even some new gins, rums, and tequilas. We’ve also seen a renewed interest in bar professionalism, exemplified by people like Dale DeGroff and Tony Abou-Ganim, who pour and shake with pride, creativity, and dedication to the craft.

Catering to the high-end customer includes touches like V.I.P. memberships, such as the Altitude Club at Top of the Hub in Boston. Member perks include bypassing long wait lines at the door, assurance of a window seat once inside, and a subscription to the restaurant’s quarterly newsletter.

Any bar manager who runs a premium-spirits program will tell you that the customers it attracts are worth having. They will return and bring friends along.

However, while offering a selection of high-end beverages can bring both prestige and profit to the business, it also increases the cost of inventory and requires a serious commitment to education, both for the staff and the guests. This commit-ment comes in the form of tastings, classes, seminars, multiple-course wine dinners, and the related publicity for these types of events. Suppliers and distributors are usually willing to help with these efforts, and you’d be wise to take advantage of the guest speakers and sample bottles they can provide for these occasions. If your concept allows it, consider the benefits you may incur from selling high-end bev-erages.

In document E XPERIMENTAL STUDY OF THE INTERACTION OF NATURAL AND MAN - MADE EXPLOITATION SYSTEMS WITH THE ENVIRONMENT (página 183-200)