Handling Complaints
Critics or fan, the choice is yours!
This has to be one of the worst parts of a mangers job. No one likes confrontation; it is often uncomfortable for both parties. It is also important to realize that most people will only complain if they think they will be heard and it will make a difference, so in some ways if you are receiving a complaint it is a compliment to you as a manager because what they are saying is they have confidence in you as a manager to listen and make things better. I am not sure when it happened but sometime ago someone started this
awful rumour that when someone complains they are just looking for something free. Well let me assure you that this is not the case, 98% of the time 99% of the complaint is true and the other 1.9% of the time it is 50% true. In other words only .1% of the population will complain for the sake of complaining so don’t punish the other 99.9%. and don’t make rules and policies for such a small percentage?. There is always something in every complaint that needs your attention, no matter how much you may think they are exaggerating about the situation, don’t let that deprive you of an opportunity to make the operation better and stronger. After all that is what happens when you listen and react in a positive manner to these complaints, because in most cases that is all the guest is looking for, an opportunity to provide feed back so you can make the operation better.
Step #1 Take ownership
If you are receiving the complaint you have to take ownership of the problem. Never send them to another department or another person (unless they ask). They have chosen you to help them and that is an honour not a burden. So when talking to them make sure you use phrases such as “I will do” or ‘I understand”. This will reinforce the fact you have taken ownership of the issue and you will solve, correct or make amends for the situation on their behalf.
Step #2 Active Listing
The key to handling the complaint is listening. This sounds so easy but I see it being done poorly over and over again, if you are talking you can’t be listing. Sit back and let them speak, don’t interrupt, don’t try and offer an explanation before they’re finished, and don’t try and defend your staff, just LISTEN! After they are finished, then respond with “so this is what I understand to be your concern”. Get confirmation that what you heard is what they said, often there will be extra stuff they have put into the conversation that are not their concern but they have put it into the conversation simply to “stress” or highlight the other points I call them ‘complainatives”. Now that you have heard their concerns and confirmed what their concern’s are you can address them.
Step #3 A Little bit of Empathy goes a long way
The third part to addressing the issue is Empathy, NOT sympathy! The key here is focusing on treating the guest the way they want to be treated. One size does not fit all, so make sure you are not going to try and treat this the same way you treated the last issue you dealt with. Using your active listening skills you should have been able to pick up on what they are looking for, but if not don’t be afraid to ask for clarification. They are the ones that have fallen victim to a situation of unfavorable circumstances so don’t you feel that it is appropriate that they have a say in the solution? So ask, “What can I do to make you feel better” or “what can I do to make the situation better”. Sometimes they will ask for you to take things off the bill or for free stuff but if they are leaving happy and feeling that you have listened to them and respected them chances are they will come back again, and is that not what you want the outcome to be? Understand the individual needs of the guest and put yourself in their shoes, have an open mind and never pre-judge or assume.
Step #4 Addressing the Issues
When you are dealing with an issue in the dining room it is important that you try and isolate the situation. When possible bring the guest to an area outside the restaurant or to a less busy area. Make sure the guest is comfortable preferably sitting; make sure your body language is friendly and open (don’t have your arms crossed, or squinting your eyes). Start by making sure they realize you are on their side and you are here to help. When talking, chose soft and friendly words and remember “a positive question gets a positive response”. Now that you have taken ownership, listen to the concerns and applied empathy you are ready to discuss resolution. Don’t assume that they just want something for free, more often than not that is not the case. Most times all they want is to be heard and respected. Most complaints are brought foreword because the guest feels disrespected. Let’s look at some of the most common complaints you receive in a food service operation along with how it may make the guest feel as a result.
Slow service = you don’t respect the value of my time
Poor food quality = you don’t respect my appreciation of food
Poor Value = you don’t appreciate my hard earned money
No matter how hard we try things are going to go awry sometimes but with a positive outlook on the situation and open ears we will grow stronger and wiser if we have the willingness to listen and learn. Sometimes your biggest critics are your biggest fans in disguise.
New Experiences for Your Golfers
As a golfer you are always looking for something new on the course to eat or drink (most of us anyway) and as a manager you are looking for new products to offer the guests and members as a way to increase the experience (o.k. and maybe revenue). As manufacturers you are looking to produce new products to increase profits and market share. So it goes with reason there is never a shortage of new products being introduced to the market place, some good, some great, some not even worth mentioning. Let’s look at some of these new products that I think are interesting and that could be a good fit at most golf courses.
Glaceau Vitamin Water
This product was born in NYC on the Upper East Side back in 1996 and was purchased by Coke and brought into Canada June 2008 on a trial basis and fully rolled out this summer. So what is vitamin water? Vitamin water is marketed as a “wellness beverage” (starting a whole new beverage category, I guess) and is a low calorie beverage that is packed with nutrients. The packaging is very institutional looking – no impulse purchasing draw with that label. But the really cool thing about this drink is each flavour has different vitamins to offer a different health benefit. But because of these health benefits you can’t just put this product in any fridge displayed next to a bottle of Diet Coke. Coke insists that it be displayed on its own and in its own fridge. This is not a cheap product but with all the bad press these days about drinking bottled water I think Coke has done a great job finding a replacement. I think we should expect to see Coke expand this category quickly and I am sure it is only a matter of time before Pepsi comes out with its own version of vitamin water.
Cost: $1.25-$1.45
Selling price: $2.25-$3.25
What’s best: $ profit potential
What’s worst: unattractive packaging and the requirement for another fridge
Competition: PowerAde and Gatorade
What’s interesting: different health benefits with the different flavours
Overall Rating: 8.5 this is a must have
Naked Real fruit smoothie
Although packaged smoothies have been on the market for a few years now this one is brought to you by Pepsi and comes with a lot of marketing support unlike a lot of the other smoothies on the market. Available is 3 flavours, Berry Blast, Mighty Mango and Green Machine, all containing a unique blend of fruits, and, in the case of the Green machine, fruits and vegetables. The market is strong and promotes that each 296 ml bottle contains more than ½ pound of fruit. Which sounds like a lot and leads you to believe that one little bottle with fill you up or could act as breakfast or a snack. But when you consider that an average piece of fruit (banana, apple, peach, pear, orange) is between 6-8 oz the drink does not fill you up or act as a full meal replacement. If you are trying to make a meal replacement take a few sips then add a few scoops of yogurt, shake well then drink. Regardless of whether you are looking for a healthy drink or something to hold you over for a while on the course, this is a great product. The ingredient list is very simple and straightforward and you can even pronounce everything on the ingredient list. My only question is why does “natural flavour” show up as an ingredient?
Cost: $1.60-$1.75
Selling Price: $2.95 – $3.75
What’s best: marketing and support
What’s worst: needs to be refrigerated at all times and has a short shelf life
Competition: Arthur’s
What’s Interesting: my kids love the Green Machine but I think it is more about grossing out the other kids at school.
Overall Rating: 7.0 carry if you have room
Far Coast Coffee
This is Coke’s attempt at getting into the hot beverage category and it is not just a dabble; they jumped in with both feet and are doing a great job. Coke has come up with a complete easy to use one step hot beverage system that is fast and easy to operate and keep clean. There’s no doubt that the hot beverage category is huge and just getting bigger by the hour so why should the largest beverage company not enter into this market? The branding is high quality, the machines are high quality, the product is high quality. I can’t see how this can be anything but a success for Coke. I have tried the coffee and tea in several locations throughout the city and the consistency is perfect. I have trained staff to use it in five minutes with confidence (just for the record, I am used to the traditional manual machines). We have it at 6 ClubLink locations now and the customer feedback has been amazing and because it is so easy to use the service staff are not afraid to suggest a cappuccino rather than just a regular coffee. The machines come in 3 different sizes depending on the estimated volumes and how much space you have. Each machine can produce, coffee, cappuccino, latté, espresso, hot chocolate, a variety of teas, tea lattés, iced teas and iced coffees as well. Each machine was designed and built in Italy and they all use fresh milk. All of this would mean nothing without a high quality coffee bean and tea leaf and they nail this as well. The coffee is processed in a precision dual grind espresso-based blend and the tea varieties are premium infused long-leaf.
Cost: $1.00-$1.15
Selling Price: $2.95 – $4.25
What’s best: one machine offers a huge selection, great profit and revenue opportunities
What’s worst: can’t get the product from your regular suppliers, needs to come from Far Coast.
Competition: not sure if anyone offers all that this does
What’s Interesting: how many more premium coffees you can sell when you offer a choice of more than one.
Overall Rating: 9.0 must have
Arnold Palmer is back! Yes, that is correct. After being pulled from the Canadian marketplace for a year Arizona Ice Tea has brought back the very popular Arnold Palmer. For those of you that may not be familiar with this, it is half iced tea and half lemonade. It’s a great thirst quencher blend that leaves you feeling satisfied and hydrated. Now I’m not someone who has a sweet tooth or drinks a lot of sweet beverages, (I even drink my coffee black) so for the most part I drink water or PowerAde on and off the golf course. However, I know sometimes I need a little sugar to make it through the round, or to get through the day, and this has a nice contrast with sweetness at the beginning and a nice tart finish. Last time this was available in Canada you could only get it at the golf course but now you will see it everywhere.
In case you are wondering, yes, Arnold Palmer did come up with this mix of lemonade and iced tea. Back in the early ‘90s at my first Canadian Open I heard one of the players ask the bartender for an Arnold Palmer. The bartender quickly mixed iced tea and lemonade without hesitation. Afterwards I asked the bartender how he knew what an Arnold Palmer was and he replied, “that is what all the pros drink.”
What’s Interesting: The bottle presentation looks awesome!
What’s Different: less sugar and calories than most regular iced teas
What’s best: Great marketing opportunities at the club
What’s worst: The glass bottle. Aluminium bottle would have been a better choice for the product, the environment and the customer
Average Cost: $1.10-1.25
Average Selling price: $2.95-3.95
If you’re on the service side of the golf industry you don’t have to go back far in the past to remember what a lot of food & beverage managers might refer to as ‘simpler, less stressful times.’ Within the structure of overall operations the food and beverage portfolio was considered a club amenity, a necessary albeit secondary function boards of directors more than willingly subsidized as part of the annual club budget.
Break even? Quite often that was considered a successful season for F & B especially if a year was punctuated by a run of bad weather, a late start or an early wind up. Miracles were never expected nor were huge profit margins.
Times have clearly changed. Today, food & beverage has become primary to operations, so much so that in these leaner times the department is now expected to help subsidize the golf side of the business while running independently as a stand alone business.
Larry Ross has seen both ends of the F & B spectrum. The multiple Florida restaurant owner and Ph.D. at Florida Southern College sees the mounting pressures being placed on food and beverage managers in the areas of control function, menu, plate costing, purchasing and inventory and service levels. Asked as part of a PGA Merchandise Show Educational seminar this year whether enough buffer is being built in for F & B operations today, his answer was quick and concise.
“When you say enough I’m going to ask you, is any being built in at all, and more often than not the answer is no,” Ross says. “F&B has become a pressure filled, no margin for error business today. The challenges facing golf clubs is dramatic. We’re an industry that relies on discretionary income. That’s for people to be members of a club or to play their golf through local public facilities. But are they coming in to eat after golf now? Are they having one drink instead of two? Even if membership dwindles F&B still has to do numbers. You’re still expected to show profit. They still want you to pull that rabbit out of your hat.”
Ross insists F & B’s Cycle of Control – from menu costing to purchasing, to receiving, to storing, to issuing, to production, to service to analyzing sales – is a complex, dynamic process without a lot of moving parts. A simple menu change for example alters every aspect of the cycle. Because F&B is tightly controlled by an adherence to specific standards, it’s imperative for F&B managers today to look for options – as challenging as that can be at times.
“I know one restaurant owner who could not figure out what was happening with his inventory. Then he realized: he wasn’t locking the back door. He didn’t have control of his access. Once he did his numbers changed almost overnight.” Ross says. “You have to look in every nook, every cranny. One club in my area had an F & B manager who was awful proud of how he reduced his costs year over year. Only one problem: as he reduced costs he reduced quality. Members began staying away. Play that game and you’re walking the wrong way on a one way highway.”
Marketing is high on Ross’ priority list. During his Orlando presentation he spent a good amount of time on the virtues of marketing for F&B managers at golf clubs and the kind of returns one can expect from investing in it. Admittedly he thinks golf clubs don’t pay enough attention to marketing the F & B operation. That places the onus on the managers to make a strong case for its implementation.
“Marketing is quite often done on the F & B side as an afterthought by administration. People on this side of the business need to step up,” he says. “They need to make a case for its inclusion in regular communications to members. If, for example, you’re not using your menu as a marketing tool you’re missing a major opportunity to increase business. If you don’t know how to market find someone who can. It will be worth your time.”
Staying with menu Ross believes strongly in regular trash audits. Mention of this got him some puzzled looks from the assembled audience but he quickly made his point explaining what F & B managers can learn from doing, as he calls it, “a CSI on the garbage.”
“Take out the trash and look at what members aren’t eating. To me that can be as valuable a piece of information as what they are. If something is showing up regularly it may require an adjustment,” he says. “It’s not necessarily a pleasant exercise but there’s information there you need to have.”
Purchasing is an area of F & B that can promote operational stability – or keep it teetering on the edge of uncertainty. Cash flow problems, increased storage costs, quality deterioration, theft, added costs of emergency delivery and loss of volume discounts are all components of ineffective purchasing. Even one of those Ross says will be detrimental to the bottom line. He encourages a regular review of quality and quantity standards, evaluation of convenience products, combining orders and larger volume, co-operative purchasing, promotional discounts and discontinuing unnecessary services. As for sales reps he expects people to ask about alternatives.
“You might be amazed at what the reps can do for you but you have to ask,” he says. “You never know. If you find a substitute for something on your menu at a reduced price while still maintaining the quality you’re looking for, you’ve made a big step.”
Ross does not envy F & B managers in the industry today. The high pressures of the position dictate sound decision making, intuitive insight for menu options, quality controls, purchasing, storage and inventory turnover. He’s a big believer in an ‘Analyze, Act and Evaluate’ philosophy.
“First you set the standards then you measure the results and then you analyze and act,” he says. F & B places bigger demands on those of us in this industry now. It’s all about staying one step ahead of the game.”
Healthy options continue to top the list of what is hot in the marketplace today. The challenge is how to bring healthy food into the marketplace so that it will sell and appeal to the golfing community. Here are a few ideas that may appeal to your guests. Firstly look at how the product is being cooked; more poached items and braised meats is a great start. Work more with seasoning rather than heavy sauces. Include healthy toppings to add interest to a “not so good for you” meal e.g. adding roasted peppers and sun-dried tomatoes to a hamburger. Or better yet have a multi grain bun as an option. A burger seems to be a staple at a golf course so maybe have available a bison burger or perhaps a turkey burger (house-made of course). Although healthy eating is at the top of the list in food trends don’t think that everyone is eating healthy all the time and will never indulge. Take a realistic approach to your menu and focus more on providing” healthier” options rather than trying to create a 100 per cent “good for you” menu.
Service Excellence
When looking to achieve a higher level of customer satisfaction, don’t look too far as it is just under your feet. Often the issue with low guest satisfaction levels is low staff engagement and unclear staff objectives with a mixed purpose. One of the biggest things you can do to address all of these issues is simply develop a Vision and Purpose statement so everyone knows the direction of the company and what your expectations are. The staff members are aware that they are only a piece of the service puzzle, but the better they understand how they fit into the big picture the better they can meet the expectations of management and the guests. Now that you have developed this clear understanding, direction and purpose make sure your house policies support the purpose statement. There is nothing worse than saying one thing and having a conflicting statement in your policy or procedures. This type of conflict will quickly be noticed by the staff and can add confusion. Supporting the vision statement on a regular basis will help develop the culture of great customer service and also foster a work environment that that will cultivate greatness in the staff. Have the statement printed on the job description, staff board, and business cards for the staff members to carry around with them. Discuss at orientation and, most importantly, add it to the pay stubs on a regular basis. This serves as a constant reminder by ensuring it is at the forefront of the staff members’ minds each and every day.
Money Matters
No one is in business to lose money or just to pay the bills, so why do we feel the need to be shy about it? It is possible to provide a great guest experience while selling them all your products and services. In fact it only makes sense. While you have them “captured” at your property make sure you are communicating a reason to come back. Posters in the locker room, information on the carts, letters in the locker, and information at the bottom of the sales receipts are good ways to advertise what you offer. Also, make sure to collect email addresses. All of these are opportunities to touch the member or guest letting them know their business is important to you and that you want them to come back. Sometimes it is the simple things that will bring the guest back over and over again. Regardless of what it is that brings them back, the business model of a returning guest or creating a regular guest, is a profitable and sustainable business model that everyone should be working towards. At best, if you do a good job in servicing your guests when they are at your property you will end up in the rotation of other places they like to visit. Focus on creating the best overall experience in all aspects of the operation including the beverage cart, halfway house, lounge, and of course the golf shop and golf course. If you want to move up in the ranking of how often they will visit your place give them a reason to come back. Maybe it is for a special event you are putting on or a special offer to fill a slower time. Placing an ad in a local paper can be expensive, and radio ads……forget it. Focus on marketing to the people you already have on your property.
What’s New
Smart Water from Glaceau
This is a great new product that I am sure is going to take off. Launched under the Glaceau brand, this is nothing like Dasani. It is a premium water unlike anything else on the market. I am sure Coke will not be marketing it specifically to golfers but all of its benefits and attributes speak to the golfing community. It has all the benefits of an isotonic beverage without all the flavouring, colouring and calories. Smart Water will do well in the restaurant, halfway house and beverage cart. I would even make it available at the golf shop counter if you have room. With the decline in the popularity of bottled water for environmental reasons, this product actually provides a purpose to buying bottled water. If we can get Mother Nature to cooperate with the weather this season this is sure to be a hot seller.
What’s Interesting: It is vapour distilled and enhanced with electrolytes
What’s different: It is unflavoured water enriched with calcium, magnesium and potassium – everything you need to re-hydrate on a hot day at the golf course
What’s best: The taste
What’s worst: The plastic bottle. Although it looks nice it should be in an aluminium bottle.
Average Cost: $1.30-$1.50
Average Selling Price: $2.50-$3.50
One of the great wine service stories occurred in Calgary a number of years ago.
A customer had ordered a rare bottle of 1982 Chateau Petrus, reputedly the world’s most expensive Bordeaux that was on the Chicago Chophouse wine list for $10,000. The waiter at the high-end downtown Calgary eatery gingerly went about securing the wine from the wine cellar and was carefully bringing the bottle to the table when the unthinkable happened. The waiter tripped and sent the bottle smashing to the floor. The most expensive bottle of wine that anyone in Calgary can remember opening, was gone in a matter of seconds.
Ironically, the waiter did not get fired. The restaurant parlayed the accident into a front-page story and photo, bringing media attention to the Chophouse that was worth more than the wine.
You can bet, however, that outcome is rare. If you are planning to have a wine program at your golf club this year, you want to take every precaution so that a) your inventory ends up in the belly of your customers, not on the floor, and b) it’s served exactly as it should with staff that is well trained for most situations.
Making a commitment to have a decent wine program is a big investment that can pay huge dividends. It will boost sales in the dining room and raises the prestige of your club. But, you can’t have a decent wine selection without the fine details of good stemware, basic wine knowledge from your staff and, of course, how to serve wine to your customers.
Here are some basic tips on wine service.
Serving Wine:
Once a client or host has chosen a wine from the wine list, the server then needs to choose the right glasses for the kind of wine that’s being served. Here are some general rules:
- Wine glasses should be made of glass or crystal and have a stem to hold the glass without warming the wine with the heat of your hands.
- Red wine glasses are wider than white wine glasses with a large bowl, since red wine needs to be swirled around to come in contact with the oxygen.
- White wine glasses are generally tulip shaped and smaller than red wine glasses. The reduced surface area of contact with the wine prevents the white wine from warming up too fast.
- Sparkling wine glasses are tall and thin with a reduced surface area of contact that keeps the wine colder and the flute shape allows for the proper development of bubbles.
Wine Temperature:
The temperature of the wine you serve is very important. The general rule is to serve reds at room temperature and whites chilled. Once you have brought the clean glasses and the wine to the table, show it to the person (host) who ordered it and make sure it is the wine they ordered. Once it is accepted you can now open the wine. The server should step back from the table before carefully removing the cork from the bottle. After that, place the cork in front of the host (this is more ritual than practical, but all part of wine service).
Now it’s time to pour the host a small taste to make sure that the wine is not tainted. Once you have approval, you can pour for everyone at the table, moving clockwise, starting with women first and finishing with the host.
When pouring wine, make sure you have enough to go around. A normal 750 ml bottle of wine is enough for five full pours. Adjust accordingly and make sure you have an equal pour for the host.
Wine should be filled only up to slightly below the widest section of the glass (usually less than half a glass), so that guests can swirl the wine without risk of spillage. Once you have filled all the glasses at the table, leave the red wine on the table. With white wine, place it in a chiller with a napkin hanging over the edge.
As your customers enjoy the wine, you can top up their glasses, but not aggressively. Never fill the glass full.
Though far too young to appreciate it at the time, I remember clearly that night in 1968 when our house was crammed full of Canadian Open revellers and at least one PGA star of the day.
I grew up in Toronto’s west end, very close to St. George’s Golf and Country Club in Etobicoke, host of the 2010 Canadian Open and home of the 1968 Open. My father, Roy, was a member of the Mississaugua Golf and Country Club, itself a frequent host to the Canadian Open in those days, and a friend to more than a few PGA tour players. He decided, as an avid golfer and a good neighbour, to host a party for tour players and friends during Canadian Open week.
The party was held on a rainy Saturday night on the weekend of the Open. Not a lot of tour players showed up even though play had been suspended because of rain at St. George’s. One player who did arrive was the gregarious Julius Boros, a popular and entertaining presence on the tour in those days. I remember he handed me an autographed American bill as a tip for leading him into our house under cover of an umbrella.
The party was a huge success and Boros was one of the last to leave even though he was teeing off early the next day (he had his best round of the week Sunday at the 1968 Open that finished on a Monday because of rain, and was won by lefty Bob Charles). His drink was scotch, lots of scotch, as most libations in those days consisted of hard liquor and very little in the way of fine wine, unless, of course, you consider Baby Duck fine wine.
It was like that at most clubs back then. Vodka, gin, rye, Scotch, bourbon, beer and the like were the staples behind the bar, with dinner, and after the meal on the patio with a big, fat stogie. Wine was scarce and certainly not something that was even considered in those bad old days.
Well, these aren’t the bad old days anymore.
That’s why it’s so impressive to see the wine list at St. George’s today. It truly is a well-rounded list that appeals to anyone who appreciates wine with a good selection from around the world at all price points.
Clubs, whether private or not, are recognizing the importance of wine in their dining rooms and bars.
Robin Kemp, the new food service manager and sommelier at St. George’s, has put together in a short amount of time a well-rounded wine list with an inventory in access of $100,000 in the cellar.
While cocktails ruled the day back in the ‘60s, they’re now the private club’s lowest seller, says Kemp, who puts most of his beverage energy into a dynamic list of wines that appeal to a broad spectrum of members and guests.
St. George’s has an eclectic list of wines from around the world with special emphasis on California, Italy, France and a growing interest in Niagara wines. Prices range from $30 for a crisp Sauvignon Blanc from France or Niagara, all the way up to $950 for a bottle of Chateau Lafite-Rothschild (Bordeaux) 1983 from the St. George’s cellar.
In between is a vast selection of wines, many of which you won’t find at the LCBO or Vintages. Kemp has put together one of the finest wine lists I have seen at a golf course. His exquisite selection from California (“our members are partial to California wines,” he says) is quite impressive with all the major players from Napa Valley represented, as well as many hidden gems that are just hard to find anywhere, let alone Ontario.
Also successful, says Kemp, is the “by the glass” program that allows diners to purchase wonderful wines by the glass. The temptation with a program like that is to put two or three wines on ice or left opened on the counter, but St. George’s has a broad selection of wines at different price points. It allows diners to try different pairings with the food without buying a full bottle.
“Mike Weir (wine) by the glass sells like crazy,” he says.
Kemp has only been at St. George’s a few months but has already made his presence felt with an aggressive wine program that seems to have captured the attention of members’ tastebuds. His biggest task is yet to come with the Canadian Open returning next year.
His plan is to attend the Open at Glen Abbey and get a feel for what the professional tour players are looking for in terms of wine choice and work toward building an even better selection than what the club has now.
I like the fact that St. George’s has a wine menu that is affordable (starting at $28), has some wonderful collectible wines, draws from the main wine regions of the world, jumps on the newest trends in wine drinking (South America) and includes some great Canadian wines.
Your wine list should be a reflection of your menu and have the diversity needed to match the food your chef is whipping up on any given day. The whites off the list at St. George’s have it all — oaky Chardonnays, crisp Sauvignon Blancs and Rieslings, and interesting white blends.
The red list, as well, hits all the right notes with the lighter Pinot Noirs, sweeter Italian reds, refined Bordeaux, big Shirazes and a selection of full-bodied reds from Ontario. The selection can easily satisfy anything on the menu.
On top of all that is a great selection of champagne including Veuve Cliquot, Mumm’s and Dom Perignon.
No doubt there will be a lot of that going around come Sunday at the 2010 Canadian Open at St. George’s. They may want to stock up on the champagne.
Got a question about your wine list? Email me at:rickwine@hotmail.com
Wine has been steadily catching up to beer as the beverage of choice in North America for years. And many predict beer will be passed by wine in the very near future as the drink of choice.
Is your golf course ready for the revolution?
Chances are you could be selling a lot more wine if you stocked an attractive list that appeals to the greatest number of people. No one is saying that a cold beer will suddenly be supplanted by a well-chilled Chardonnay but chances are you can attract more golfers and keep them in your lounge longer with a decent wine list.
The problem with most golf courses is in the choice of wines. Keeping a couple of cheap red and white wines behind your bar only minimizes the kind of profits that are out there.
Golfers by nature have a little more cash to part with than your average beer-and-hotdog sports fan. And with more and more women teeing it up, a selection of wines is a must.
So where to start?
1) Evaluate your wine list. If you don’t have the knowledge or you are not a wine drinker yourself, seek help from your members or regular golfers and ask them what they like to drink after a hard day on the links, or later relaxing with a good meal in the dining room. If you need further help there are several ways to go about it.
• Contact your liquor board (for most provinces in Canada, a governing liquor board such as the LCBO has consultants on hand to help you come up with a list that is practical for you).
• Get help from a wine agency (there’s a pretty good list of Ontario wine agents here: www.gremolata.com/wineagents.htm Keep in mind that you want an agent that is big enough to provide the diversity you want on your list. Also, keep in mind that the agency you choose will obviously only recommend wines in its portfolio, which is fine if it has a large portfolio, but not good if it’s small. You can check out the wines each agency has in its portfolio by checking the individual websites.
• Get help from an independent consultant. You can ask a wine expert’s opinion of what should be on your wine list and he or she will tell you how to go about ordering the wines. The wine expert can assist with all aspects of your wine program from choosing the wines, to making tasting notes on the wines, to hints on storing the wines, and even helping staff serve the wines. A good place to start looking for a consultant is at the Wine Writers’ Circle of Canada (www.winewriterscircle.ca) which is a professional association of Canadian beverage alcohol writers armed with enough wine knowledge to help you build a good wine program. Prices for these consultants will vary depending on what you need.
2) Know your limitations. That involves knowing your clients and what they want. The goal is to have an alternative to rum and coke, Caesars and draught beer, but not replacing them completely. A good wine list can ramp up profits if it’s an attractive lineup of wines. But a good list doesn’t necessarily mean a big list. Golf courses just don’t have the space to store wines that, for the most part, have a shelf life and need to be consumed before they turn to vinegar, or you close for the season. Consider these basic realities.
• You need to be able to keep track of the wines you have (along with help from your agent) and monitor what sells and what doesn’t. Most golf course managers have enough to deal with without having so large a wine list that they can lose track of what’s selling and what’s not. Keep it simple with a few wines, both red and white, that are interesting enough to help increase sales.
• Keeping it simple. My own head golf professional at the Rideauview Golf and Country in Manotick, Ont., Paul Sherratt, likes to tell me how much he loves the wonderful Montrachets from France. Let’s see, a quick check at www.lcbo.com shows a Louis Latour Batard-Montrachet Grand Cru 2002 on sale for the bargain basement price of $296.50. That’s per bottle! Even Sherratt isn’t suggesting selling the world’s best Chardonnay at Rideauview. But there is a decent, affordable one for sale there. And all sorts of other popular grape varietals such as Cabernet Sauvignon, Merlot, Shiraz, Pinot Noir for the reds and Pinot Grigio, Sauvignon Blanc and Riesling for the whites.
• Price. You need to find a really good “house wine” that appeals to the most people for the least amount of money. Find a brand that has both a popular red and white. After that, stock wines at different price points up to a threshold you think your golfers can handle. In other words, a well-used public course in the middle of cottage country is not likely to sell many $50 bottles of wine. Adjust accordingly.
3) And finally, have fun with your wines. It’s made for the pure enjoyment of consumers looking to relax and unwind. It’s not rocket science. Stock some funky brands such as Fat Bastard, Goats Do Roam and other quirky names from reputable brands that will grab the attention of consumers. And make sure to have some Greg Norman, Mike Weir, Wayne Gretzky and Dan Aykroyd wines on hand. They’ll sell like hot cakes!
Questions? I’d be happy to help. Contact me at:
rickwine@hotmail.com
“The countdown is on” – that is what my friend Judith Venaas up in Inuvik tells me, referring to the fact that they are down to only 5 hours of darkness per night. It won’t be long before there are 24 hours of daylight throughout the Northwest Territories and that will last through the late summer to early fall.
If you are a Breakfast Television watcher, as I am, you may have seen the latest Tropicana commercial that coincides with Inuvik’s annual Sunrise Festival. As a “Lot’s of Pulp” Tropicana guy, and a fan of the Territories, the ad certainly caught my attention.
The filming of the commercial was very exciting for the people of Inuvik and as the orange juice is known to “brighten up mornings” the glitz and glamour in the production of the commercial certainly did that for the locals at a time when anything bright is most welcome. Kudos to Tropicana for providing every household in the town with a carton of Tropicana Pure Premium Orange Juice. This might not mean much to us in the south but up there a carton goes for about $13.00.
About 2 hours (as the crow flies) slightly north east of Inuvik across the Amundsen Gulf (part of the Arctic Ocean) lies the cozy little Hamlet of Ulukhaktok where, in addition to the anticipation of 24/7 daylight, there is also great anticipation for one of the longest running golf events in the Northwest Territories.
From July 16th to 18th 2010 the hamlet of just under 400 people will play host to the 23rd annual Billy Joss Open.
Other than the return of the sun, it is likely the most anticipated event of the year, not only for the locals but also for others that venture to the far reaches for the overall experience.
Back on April 6 an email came across my desk from Geir Utskot whom I met at the event last year. He said, “just found out that the Billy Joss is Fri Jul 16th to 18th this year and thought I would let you know in case you get a chance to go.” Geir, a Norwegian fellow, is an arctic manager for Schlumberger Canada, a leading oil services provider that on a regular basis supports and participates in this community event.
The whole town rallies around this event which is a 3 day party. The locals not playing golf have fire pits stoked up and serve players and spectators alike delicious servings of musk-ox, caribou, arctic char, bannock and whale blubber. (As if I need any more blubber!)
Anyone wanting to participate in the 2010 BJO should contact Adele Okheena at the hamlet office 867-396-8000. Accommodations in Ulukhaktok are available through the Arctic Char Inn www.arcticcharinn.com or 867-396-3501.
A number of things stood out for me during my visit to the BJO. One was the overall enthusiasm of the people participating in the sport of golf as they know it. Believe me, it is a different style of golf from what we are accustomed to on lush green grass. Second, was the friendliness and open arm welcome by all the locals and visitors. And third, was the quality of golf demonstrated by some of the younger participants in the event.
You have to wonder what a kid like Curtis Bankland might do on a real course! And will he ever get that chance. Curtis was the overall champion averaging 2 over par for the 3 days. How good could these kids become if they had proper equipment and the opportunity to practice? Will they ever have a chance at a golf scholarship? Adrian Kagyut was the youth champion and he scored better than the Masters Champion (me!)
I won’t be there to defend my Masters Division title this year but hope to return in 2011. I am hoping to make the trek up there with thoughts and corporate support for the youth of the Northwest Territories. They deserve the opportunity that kids in the south have to further their game and education through the sport that we so dearly enjoy.
Anyone that may have an interest in supporting youth golf in the Northwest Territories should feel free to contact me at 1-800-250-3080 or email lakeview@rogers.com
For more information on the Northwest Territories in general, please visit: www.spectacularnwt.com
Just a hop, skip and a few nine irons from the Canadian border, Jay Peak is proving that it’s much more than a sensational ski resort.
Turns out the golf at the course, in its fifth year of operation, is spectacular, too.
Golfers are finding out that the Jay Peak Championship golf course, a Graham Cooke design, is a thing of beauty.
Both playable and enjoyable, Jay Peak, in a fully wooded area, stretches out to 7,000 yards from the tips, with five sets of teeblocks. The course also offers its challenges (from the back, the rating is 73.1, with a slope of 138).
“We’re a mountain course, but we’re different than many others,” says Jay Peak’s GM of Golf Operations Jaime Stenger. “Often, you’ll see a lot of blind shots around corners, you get that target type of golf. (Our course) is straightforward. And only two holes are side by side.”
A walk along the course is serene, yet exhilarating. There’s plenty of wildlife as the course winds through brooks and streams, with a backdrop that’s breathtaking.
“On No. 7, it’s a slight dogleg right and when you come around the dogleg, suddenly you’re looking right at the mountains. It’s beautiful,” says Stenger.
So what’s the signature hole?
“Everybody asks that question. But, really, every hole is unique. It’s hard to pick one,” says Stenger. “Treeline to treeline, the course is very playable.
Much of the golf course’s business – 65-70 per cent of it – comes from Canada.
“We’re (eight kms) from the Canadian border,” says Stenger. “There are a quarter of a million people within 40 minutes.”
To see the course is to love it.
“To this day, 80-90 per cent (of our business) are first-time golfers here. And they’re just blown away,” says Stenger. “We’ve got the three main ingredients here: Incredible scenery, a grounds crew that’s second to none and the course is challenging.”
Jay Peak is fast building its reputation as a place to go for great golf.
“From a ski aspect, we’re very well known,” says Stenger. “We are known as a skier’s mountain where the hardcore skiers come. “Similar to that, it’s a course true golfers will enjoy. It’s not just, ‘hey, we made a golf course, come and golf,’ this is a true golfer’s paradise.”
Golf packages, including golf and accommodation, start at $99 per day (early and late in the golf season).
A 60-suite hotel opened in December (there are also 300 condos and townhouses on the mountain). Another 120-suite hotel will open in February, 2012 (attached will be a 35,000 sq-ft waterpark). A 13,000 sq-ft clubhouse (with a full-service restaurant) will open at the golf course in June. And an NHL-sized arena, with seating for 500, is also opening this spring.
On site, you’ll find a delicious Vermont-keyed menu, with plenty of locally grown foods, served up at Alice’s Table. And if you want to sip on a beverage or two, The Tower Bar is the place for you.
There’s no question Jay Peak has plenty of reasons for you to visit — year round.
For more info, check out jaypeakresort.com
Links Marketing Group Inc.
1371 Marshall Crescent
Milton, ON Canada L9T 6N4
Tel: 905 636 1400 Fax: 289 878 3925
BLOGS
