What makes a hotel wine, beer, and spirits program successful?
The most important element of a beverage program is to offer discerning guests the best and widest selection, both in terms of flavor and price points for their beverage of choice, be it wine, beer, spirits, or nonalcoholic beverages. A program cannot work in isolation but is an integral part of the overall dining experience.

You have a beverage program in place for India. Does it apply to your international markets?
Our consolidated group-wide beverage program was initiated about five years ago and evolves to meet the ever-changing needs of guests and worldwide trends. It does not apply to international markets, as the liquor regulations surrounding various products and the availability of certain brands differ geographically. We do, however, have broad guidelines in place for them to meet the brand promise of Taj. We work with more than 20 beverage importers and distributors and encourage the growth of smaller, newer players. Before working with an importer, we undertake a comprehensive evaluation of their management and ability to deliver on promises. Given the uncertain scenario surrounding storage and transportation conditions India is plagued with, importers and distributors must pass stringent physical checks before we do business with them. Our program has exceeded expectations; we have surpassed the average growth rate of the imported beverage business in India since its inception.

Will you include a wine flight minimum standard in the future?
In India, wine flights have been slow to take off. We have introduced them in select restaurants and cities to gauge response, and feedback leads us to conclude that this is a segment that will become more popular.

Do you intend to initiate a food flights program?
Food flights as a concept is something India has used for a very long time, especially in Indian food with the concept of the thali, which is a selection of different dishes, usually served in small bowls on a round tray. This has, of course, been adopted by western cuisines in the form of degustation menus. Having said that, while we also offer traditional flights, there is a growing interest in the varied expression of one ingredient, and we are looking at introducing these as well.

Do you think in terms of New World and Old World wines when developing a program?
Given our wide palette of hotels aimed at almost all market segments, we use different approaches when developing a wine program. For luxury hotels, the approach is more traditional and follows the Old World/New World philosophy. This extends to service philosophies as well as ways to format and present the wine list. For premium hotels (upper upscale) aimed more at the business traveler from a slightly younger demographic, the approach is to offer the best each country has to offer with a wide range of flavor profiles and attractive price points. For our new Gateway brand (mid-scale), the emphasis is on popular wines and wines that are a good value. In all cases, the list is supported by an extensive by-the-glass offering. Most of our wine-consuming guests are more interested in the grape varietal approach to discovering wines. Having formed their own opinions on what varietals they like, they look forward to exploring wines from geographies they have not tried.

What is your approach to beverage training?
We believe our people are our greatest strength, and we invest heavily in training them. We invite world class master sommeliers to India to hold focused sessions; we sponsor visits to Vinitaly, Vinexpo, and other educational events; and we even send colleagues for extended learning programs to leading institutes outside of India. In 2006, Aman Sharma was sent for six months to the CIA at Napa Valley for wine training. Attrition is the grim reality of every industry in an emerging market. This does not deter a group like ours from investing in resources, however. We believe that, should some of our colleagues leave us and join competing hotels, we are contributing to raising service and knowledge standards as a whole.

How do you see your hotel beer, wine, and spirits business changing globally?
We are of the opinion that in the short to medium term, as the market matures and the beverage consumers develop those palates, there will be a demand for softer forms of alcohol, unique expressions of each beverage type, and fresh fruit-based beverages and/or mixers. The need for F&B managers to be aware of global trends and use their experiences to forecast these trends will become critical when designing beverage programs. The familiar will still find its place with the mature drinkers, but, as the current generation grows up, they will express a need for innovative offerings.

How did you enter the hospitality business?
I took up hotel management when it was not a popular choice, especially for women. After completing my degree in hotel management, I joined the Taj Mahal Palace & Tower Mumbai as a trainee. Thereafter, my journey of more than three decades, solely with the Taj Group, has included F&B assignments such as banquet manager and F&B manager in two properties, including the Taj Mahal Palace & Towers, Mumbai. I later moved into business development. When the group created the corporate F&B function three years ago, I was offered my current role as VP of F&B.

What are your favorite wines and why?
I prefer Bollinger Champagne; Cakebread Cellars Sauvignon Blanc; Joseph Phelps Insignia; Château Pontet-Canet; Château Margaux; and Clarendon Hills Moritz Shiraz.

Fred Tibbitts & Associates Inc. is a leading wine-by-theglass consultant, working with and promoting chains around the world. Contact Fred at fredbev@fredtibbitts.com.