Name: 為什麼美國人不愛酒店迷你吧？ (Why Americans Fell Out Of Love With The Hotel Minibar)
Uploaded: 2025-06-23T02:56:03.000Z
Duration: 7 min 25 s

We've all been there, countless hours of traveling, arriving at a hotel at odd hours, tired, hungry, and tempted by the ultimate convenience the hotel has to offer, the minibar.

我們都有過這樣的經歷：無數個小時的旅行，在零點到達酒店，又累又餓，還被酒店提供的終極便利--迷你吧所誘惑。

But a can of soda, a bag of stale chips, and a candy bar at 3 a.m. adds up.

但是，一罐汽水、一袋過期的薯片和一塊糖果在凌晨 3 點的時候加起來也不少。

In fact, it costs about 80% to 400% more than what you paid for at the store.

事實上，它的價格要比你在商店裡買的貴 80% 到 400%。

You wanted it and then you see the bill two days later.

你想要它，兩天後卻看到了賬單。

Initially the minibar was put in rooms, it was a novelty, and then it sort of devolved into an annoyance, and minibars got the comedic punchline of being undersized and overpriced.

最初，迷你吧出現在客房裡是一件新鮮事，後來就變成了一件煩心事，迷你吧也就成了尺寸過小、價格過高的喜劇笑料。

But the sentiment around minibars wasn't always negative.

但是，迷你吧並不總是負面的。

In its heyday, minibars were often paired with the feeling of luxury and the allure of traveling.

在其鼎盛時期，迷你吧往往與奢華的感覺和旅行的誘惑力相得益彰。

But the convenience factor wore off, becoming a hassle for guests, and an even bigger hassle for hotels.

但這種便利因素逐漸消失，給客人帶來了麻煩，也給酒店帶來了更大的麻煩。

Traditional minibar operation would never be profitable, they would always lose money.

傳統的迷你吧經營永遠不會盈利，他們總是虧損。

It is seen to be one of the worst operations at the hotel level.

它被認為是酒店一級最糟糕的業務之一。

Operational costs climbed, theft was rampant, food spoiled, and guest preferences shifted.

營運成本攀升、盜竊猖獗、食物變質、客人喜好改變。

CNBC looked at why the once-essential amenity became obsolete.

CNBC 研究了這種曾經必不可少的便利設施為何會過時。

The minibar didn't go global until 1974, when a Hilton hotel in Hong Kong started stocking its in-room fridges with tiny liquor bottles, inspired by airlines.

直到 1974 年，香港一家希爾頓酒店受到航空公司的啟發，開始在客房冰箱裡擺放小酒瓶，迷你吧才開始走向世界。

Then comes cocktail time, offered with the compliments of your host airline.

隨後是雞尾酒時間，由東道主航空公司提供。

Drink sales soared 500% that year, boosting Hilton's overall revenue by 5%.

當年，飲料銷售額飆升了 500%，使希爾頓的整體收入增加了 5%。

Soon, minibars expanded beyond alcohol, adding sodas, snacks, and candy.

很快，迷你吧的種類就不再侷限於酒類，還增加了蘇打水、零食和糖果。

Hilton even standardized offerings so guests could expect the same selections no matter where they stayed.

希爾頓甚至將產品標準化，讓客人無論住在哪裡，都能享受到同樣的選擇。

Guests that travel want to see items that they would find in their own fridge at home.

旅行的客人希望看到自己家裡冰箱裡的物品。

That's why when you have Coke items or M&Ms, it would always be a bit more profitable.

這就是為什麼當你有可樂產品或 M&Ms 時，利潤總是會更高一些。

In the early days, operations were simple.

Guests or hotel staff would make no of what the guests had taken.

客人或酒店工作人員都不知道客人拿走了什麼。

As hotels began to fill each room with minibars, the amenity became a burden.

隨著酒店開始在每個房間都配備迷你吧，這種設施就成了一種負擔。

By the early aughts, some chains began phasing out the minibar altogether, citing rising operational costs and declining usage as primary drivers.

到了二十世紀八十年代初，一些連鎖酒店以營運成本上升和使用率下降為主要原因，開始逐步取消迷你吧。

But besides the financial losses, the logistical nightmare of constantly checking and restocking proved to be a strain on hotels.

但除了經濟損失外，不斷檢查和補貨的後勤噩夢也給酒店帶來了壓力。

One factor that led to the, I guess, the demise of the fully stocked minibar, and that's rising labor cost and the cost replenishing these in addition to cleaning the rooms.

我想，導致迷你吧存貨不足的一個因素是勞動力成本上升，以及在清潔客房之餘補充存貨的費用。

One minibar attendant can visit about 100 rooms per day.

一名迷你吧服務員每天可巡視約 100 間客房。

Since not every guest would consume from the minibar, it could take days before a guest or hotel staff discovered that the content of the bottles wasn't actually vodka or whiskey, but instead water or tea.

由於不是每位客人都會使用迷你吧，是以客人或酒店工作人員可能需要好幾天才能發現瓶子裡裝的其實不是伏特加或威士忌，而是水或茶。

Guests would dispute all charges, contributing to a time consuming and costly headache.

客人會對所有收費提出異議，造成費時費力的麻煩。

For years, one of Marriott's largest locations in Times Square had eight full time staffers working its 150 minibars.

多年來，萬豪酒店在時代廣場最大的一家分店有 8 名全職員工負責 150 個迷你吧。

But by 2004, that location moved all of them.

但到了 2004 年，這個地方把所有的人都搬走了。

The proliferation of smart minibars was an effort to improve efficiency.

智能迷你吧的普及是為了提高效率。

Everything is online and you would know where to go to visit those rooms to refill those items instead of going to visit every single room in the hotel.

一切都在網上進行，你會知道去哪裡的房間補充這些物品，而不是去酒店的每個房間。

Bartek is one of the leaders in smart minibars.

Bartek 是智能迷你吧的領導者之一。

The company works with 1,400 hotels worldwide.

該公司與全球 1 400 家酒店合作。

Majority of them are luxury and high end properties.

其中大部分是豪華和高端物業。

Only about one in three guests use a minibar if available to them.

只有三分之一的客人會使用迷你吧。

So for a hotel with 100 rooms, roughly 33 of them generate about $400 in revenue on a daily basis.

是以，對於一家擁有 100 間客房的酒店來說，其中大約 33 間客房每天的收入約為 400 美元。

Despite their modest usage, automated minibars pay themselves in 9 to 18 months and typically last up to a decade.

儘管使用率不高，但自動迷你吧在 9 至 18 個月內就能收回成本，使用壽命通常長達十年。

Today, manually operated minibars are pretty much obsolete.

如今，手動迷你吧已基本過時。

Agario believes they're underused in mid-scale hotels because the value customer can't justify spending at the minibar.

Agario 認為，在中型酒店中，迷你吧的使用率很低，因為超值顧客無法證明在迷你吧消費是合理的。

The average daily rate is the most important factor.

For example, if the room rate was $75 per night, it's unlikely you would purchase a $5 room.

例如，如果房價是每晚 75 美元，您就不太可能購買 5 美元的房間。

Between 2007 and 2012, minibar revenues at hotels dropped by 28 percent, while hotel lounge bars saw a 5 percent rise.

2007 年至 2012 年間，酒店迷你吧的收入下降了 28%，而酒店休息室酒吧的收入則上升了 5%。

Surveyed U.S. travelers ranked minibars as their least desired amenity at a hotel.

接受調查的美國旅客將迷你吧列為最不需要的酒店設施。

Eventually, hotels emptied their minibars altogether, letting guests use them for their own food and drinks.

最後，酒店完全清空了迷你吧，讓客人自己使用迷你吧購買食物和飲料。

Instead, lobbies are becoming more of a focal point.

相反，大堂越來越成為一個焦點。

When you think about hotel lobbies, they went through three stages and I call them three C's, communication, commerce and community.

回想一下酒店大堂，它們經歷了三個階段，我稱之為三個 C：溝通、商業和社區。

So in the beginning, hotel lobbies were just a place for you to communicate with, you know, desk agent.

所以一開始，酒店大堂只是你與前臺代理溝通的地方。

And then the advent of putting in revenue generating amenities in the lobby so that you can have a bar, you might have a little grab and go, a little restaurant.

然後，在大堂設置創收設施，這樣就可以有一個酒吧、一個小餐廳。

And then in the most recent redo of hotel lobbies, a lot of brands have realized that they also need communal spaces.

在最近的酒店大堂改造中，很多品牌都意識到他們也需要公共空間。

Over the years, you've seen the evolution, much like an open floor plan, really coming and also with a little bit of labor, thinking that there could be more synergies and that you could start to really fuse together.

多年來，你已經看到了這一演變，就像開放式平面圖一樣，它真的來了，而且還需要一點勞動力，認為可以有更多的協同作用，你可以開始真正地融合在一起。

And it's hard to distinguish, really, am I sitting in the bar or am I sitting in the lobby?

我是坐在酒吧裡，還是坐在大廳裡？

All of this is really to draw guests out of their room.

這一切其實都是為了吸引客人走出房間。

In recent years, delivery apps have seen a rise in popularity among hotel guests, offering easy access to plenty of options among local restaurants without the need to leave the hotel room.

近年來，外賣應用程序在酒店住客中的受歡迎程度不斷上升，無需離開酒店房間，就能輕鬆獲得當地餐廳的豐富選擇。

Wyndham teamed up with DoorDash in 2019, offering $0 delivery fees and 2,000 signup points at its over 3,700 locations in the U.S.

溫德姆在 2019 年與 DoorDash 合作，在其位於美國的 3,700 多家分店提供 0 美元的配送費和 2,000 點註冊積分。

Marriott and Uber began its partnership in 2021, letting guests earn hotel points when ordering with Uber Eats from designated hotels.

萬豪酒店和 Uber 於 2021 年開始合作，客人在指定酒店使用 Uber Eats 點餐時可獲得酒店積分。

In 2024, Hilton named Grubhub its go-to delivery service, giving guests perks like a free month of Grubhub Plus.

2024 年，希爾頓將 Grubhub 命名為自己的首選外賣服務，併為客人提供一個月免費的 Grubhub Plus 等福利。

For example, the share of Uber Eats Marriott customers grew twice as much as non-Marriott customers between 2019 and 2025.

例如，2019 年至 2025 年間，Uber Eats 萬豪客戶的份額增長是非萬豪客戶的兩倍。

Instead of having room service open till 2, 3 in the morning where they might get very few orders, they used to basically have guests order room service from the entire location.

以前，客房服務一直營業到凌晨 2、3 點，可能只有極少數訂單，而現在，他們基本上會讓客人在整個酒店訂購客房服務。

So if you're in a city, all restaurants in town that deliver are on your room service menu.

是以，如果您在一個城市，城裡所有能送餐的餐廳都會出現在您的客房服務菜單上。

While value and mid-scale hotels have done away with the minibar almost entirely, there are some segments that still find a need for them at their hotels.

雖然超值酒店和中型酒店幾乎已經完全取消了迷你吧，但仍有一些細分市場的酒店需要迷你吧。

Boutique hotels have reinvented the minibar concept by replacing generic snacks and drinks with curated displays of local goods.

精品酒店重塑了迷你吧的概念，用精心挑選的當地商品取代了普通的零食和飲料。

Luxury hotels have gone even further, offering specific guests fully customized minibars that they could choose from.

豪華酒店甚至更進一步，為特定客人提供完全定製的迷你吧，供他們選擇。

With delivery apps and lobby marketplaces offering more convenient options, the once iconic minibar must now evolve or risk becoming obsolete altogether.

隨著外賣應用程序和大廳市場提供更多便利選擇，曾經的標誌性迷你吧現在必須進化，否則就有可能被徹底淘汰。

每三位客人中就有一位會消費。

But if you have to check in every room, you will lose the house even if you sell cokes for $10.

但是，如果你必須檢查每個房間，那麼即使你賣 10 美元的可樂，你也會失去這所房子。

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為什麼美國人不愛酒店迷你吧？ (Why Americans Fell Out Of Love With The Hotel Minibar)

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