Bar-Maid offers a
professional line of silent minibars and refrigerators in many sizes for free-standing
and built-in, with changeable door panels to match every decor. Using the latest
cooling technology, Bar-Maid
Silent minibars and refrigerators are completely silent, energy efficient (EE)
and maintenance-free with absolutely no moving parts.
Our hotel mini bars are green operating compliant.
A Hotel Mini-Bar
is a relatively small (compared to household refrigerators), private snack and beverage bar often found in
hotels and motels across the globe. A mini-bar comes
in the form of a counter and small refrigerator stocked with a
precise inventory. The room's guests can take a beverage or
snack at any time during their stay. The bar is usually stocked
with small bottles of alcoholic beverages, soft
drinks, candy, cookies,
crackers and other snacks. Prices are
generally higher to similar items purchased in a store. Since
the guest is paying for the convenience of the items and
mini-bar management and upkeep
of the bar.
Hotel Mini Bar History
company Siegas introduced the first refrigerated mini-bar in the
early 1960s. Earlier mini-bars did not have refrigerators, so
the idea likely stretches back at least to the early 1950s.
introduced the first mini refrigerator in the early 1950s, it
was not until Robert Arnold who as Director of Food and Beverage
and his team of hotel executives, including Joe Wu, EAM Ian
Duncan and Senior Vice President and General Manager of Hilton
International Ken Moss that the Hong Kong Hilton in 1974 first
experimented with the idea of introducing honesty mini bars to
the Hotel industry.
then came across the miniature liquor bottles when flying from
Bangkok to Hong Kong on Thai International in 1974. On arrival
in Hong Kong, Arnold arranged for samples of all miniatures to
be sent to him. The miniatures were too expensive to use in the
daily operation of the bars and then other ideas were thrown
around for other uses.
The Hong Kong
Hilton at that time had 840 rooms and suites and ran at an
occupancy of 97% year round and was the most profitable hotel
within Hilton International at that period. The hotel had small
refrigerators in every room in which soft drinks and mineral
water was given away to the guests. This cost of free drinks was
costing the hotel a considerable amount of money and gaining no
The F&B team
headed up by Arnold came up with the idea of a small shelf to
hold 2 of each type of Spirit and place these mini shelves into
the rooms and fill the refrigerators with beer, wine, champagne,
mixes and soft drinks, which would be sold to the guests on an
honesty usage factor.
One floor was
initially installed with the mini bars concept after
considerable research was done as to how the bars could be both
controlled for sales and costs. The team by this time had
expanded to also include the Executive House keeper, the Front
Office Manager and the Bell Captain.
As part of the
control system a mini bar operator was trained to refill all
bars on a daily basis, (new for used) and fill out a master form
of usage. The bill was placed adjacent to each bar in which the
guest would fill out their usage. This bill was collected by the
mini bar operator and taken to the Front Office for collating
into the guest's bill portfolio.
It took the team
almost three months to get the system working with minimal
losses and was shown to generate excellent drinks revenue for
the rooms. Drinks sales improved quite a bit over normal room
service sales. The General Manager then agreed to install all
rooms and suites with the system. Arnold arranged with the
beverage suppliers to do the initial fill of the mini
refrigerators on a complimentary basis as they all saw the
enormous potential sales of their products.
At the end of the
first full months of operations, losses amounted to only 5% of
costs against a very high revenue factor. The General Manager in
his monthly report to corporate headquarters in New York
announced the introduction of the mini bars and the profit
revenue it achieved in the first month and predicted that this
profit would increase the bottom line of the hotel by nearly
another 5%. New York obviously saw this potential and introduced
this honesty system to all its hotels worldwide, which was then
copied by all the other international chains.