Food and Drink International - Winter 2016 Volume 1 - 92

h

HOSPITALITY

Greenwood Hospitality Group

Kohl attributes the company's success to the hands-on nature of the corporate team, in particular to the three principals who own the company: Kohl himself, Thomas Conran
and Aik Hong Tan. All three are constantly on the road acting as resources for the employees inside the hotels.
The owners are accessible to investors as well, Kohl says,
responding immediately to phone calls and questions. This
level of owner-involvement is how Greenwood stays nimble.
"We don't have any bureaucracy in the company," he adds.

Food-Focused Approach
Greenwood's strategy to hotel acquisition is to be opportunistic. Sometimes a seller is looking to monetize a successful
asset; other times they want to cut their losses on a building
Imenutech Few operators have a dedication towards innovating the guest experience when revamping hotel restaurants like Greenwood Hospitality. They carefully
consider the modern guest with modern needs and how to connect with people more
thoroughly. Their commitment to exceeding expectations led them to Menuvative by
Imenutech in 2013. Since then, Imenutech has been a proud partner in Greenwood's
innovative F&B vision. Using Menuvative to reduce costs, increase sales, and engage
guests more effectively, Greenwood proves that best-in-class dining experiences begin with best-in-class menu experiences. Congratulations on your growth and success
Greenwood! Imenutech appreciates the opportunity to serve you and your guests.

92

food & drink international * winter 2016 volume 1 * www.fooddrink-magazine.com

that needs significant investment. Whatever the situation,
Greenwood completes a full analysis of the hotel's position
in the market, its potential and how the restaurants should be
positioned to create a signature perception.
Several aspects factor into the hotel's food and beverage
assessment. Greenwood considers the guest profile: Does
the hotel attract blue-collar travelers looking for fast and
inexpensive dining options, or senior corporate executives
who demand higher-end experiences? What's the surrounding market like? If there are already three Italian restaurants
in the immediate area does it make sense to compete headto-head or is there a hole in the market that the hotel can fill?
Greenwood faced that decision two years ago when it
began repositioning the Hilton in Harrisburg. The Pennsylvania capital lacked a high-end steak restaurant so the company worked with Executive Chef John Reis to open 1700
Degrees Steakhouse within the hotel. The restaurant's fine
steaks and large wine selection has since made it one of the
best-reviewed restaurants in the city.
Greenwood's restaurants aim to distinguish themselves
with not only high-caliber food, but also an equally impressive roster of drinks, cultivated by Adam Greiner, Greenwood's vice president of food and beverage. The company
has an aggressive wine-by-the-glass program that enables
local wine connoisseurs to test their taste buds. "We think if
you can make an overture into the wine communities in those
markets those are people who dine out frequently and will
come to your restaurants," Kohl explains.
Restaurants frequently feature a variety of craft beers and
signature cocktails, some of which are even barrel-aged on
site where possible. When choosing which cocktails to feature, Kohl says it is a function of doing what the staff can
deliver. Other bars may have more elaborate cocktails, but
they take more time to concoct and delay service. "You have
to have it organized and structured to execute it," he says.
"No matter how good a drink is, if I have to wait 20 minutes
to drink it I'm not happy."
In some markets, Greenwood operates hotels located along highway exits. The company knows those hotel
restaurants are never going to be seen as destinations for
the local community, so it instead focuses on the overnight
guest's dining experience. "If we're not going to be the iconic restaurant we want to at least be best in class," Kohl says.
Third-party restaurant operations have their place for
hotel owners who don't want to get into the food business,
but Kohl says there are some disadvantages. By running its
own restaurants, Greenwood can share the kitchen for room
service and banquet business, allowing it to better support
hotel operations.


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Table of Contents for the Digital Edition of Food and Drink International - Winter 2016 Volume 1

Contents
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