Rio Quente Resorts: how self-pour let it add points of sale without adding staff

The context: hospitality at real scale

Located in Goiás, Brazil, Rio Quente Resorts combines hotels and a water park in one of the largest tourism operations in the country. The complex receives about 1 million visitors a year, mostly families and couples.

The footprint is large: six hotels connected to the park, multiple leisure areas and consumption points spread far apart, a classic challenge for operations that need to deliver good service without creating bottlenecks.

The challenge: peak consumption, scarce staff and lines

Before adopting self-pour, the operation faced recurring problems:

• Long lines between 5 p.m. and 7 p.m., when the park closes
• Bottlenecks caused by complex orders competing with quick drinks
• Heavy reliance on labor in a region with a shortage of workers
• High turnover and daily commuting of employees from distant cities
• No standardization in how draft beer was poured
• Waste caused by human error
• Difficulty opening new points of sale without adding staff

In a resort of this size, every new bar is a cost, not just an opportunity.

The solution: self-pour as distributed infrastructure

myTapp was implemented with the goal of growing sales without growing staff, using technology as the quiet foundation of the operation.

The adopted model includes:

• RFID wristband on a pay-per-use model
• Real-time monitoring of consumption and inventory
• Integration with the resort's internal systems
• Distributed operation in multiple formats:
  • Beer Wall in a cold room
  • Automated Wet Bar
  • Roaming electric cart
  • Mini cold rooms being rolled out

The system allows operation without a dedicated attendant, with automatic standardization of volume and foam head.

Data that supports decisions

Average consumption per point

• Wet Bar: ~25 liters/day
• Beer Wall (8 taps): ~40 liters/day
• Roaming cart: ~2,000 liters/month

Beer Wall – Praia do Cerrado

• Average: 1,200 liters/month
• Average price per liter: R$ 48
• Estimated revenue:
  • R$ 60,000 to R$ 70,000/month

In addition, the operation now has:

• Exact control down to the milliliter
• Reliable data for ROI calculations
• Expansion decisions based on actual consumption

Direct impact on the guest experience

For visitors, the change was clear:

• Shorter lines at peak times
• Immediate service
• Total freedom in consumption
• Technology that blends naturally into leisure
• More time enjoying pools and attractions

The experience became smoother without feeling “automated.”

Strategic gains for management

From the resort's perspective, the main gains were:

• Less need for dedicated staff at the bars
• Predictable consumption by location and time
• Optimized keg logistics
• Ease of creating new points of sale
• Scalability for high season and internal events

Self-pour became a growth lever, not an added cost.

What other resorts can learn

The Rio Quente case shows that:

• Self-pour enables expansion without depending on labor
• Spreading out points of sale increases total consumption
• Data is essential for scaling decisions
• Operational efficiency improves the guest experience

In hospitality, growing without losing quality takes planning, not improvisation.

FAQ: Self-pour in resorts

Does it work in family environments?
Yes. The model is intuitive and well accepted by diverse audiences.

Does it reduce the need for staff?
Yes. Especially at bars and quick-service consumption points.

Can it operate in multiple formats?
Yes. The system supports beer walls, Wet Bars and mobile stations.

Does it help increase revenue?
Yes. By creating new points of sale without raising fixed costs.

Is it scalable for high season?
Yes. The operation adapts to higher traffic with predictability.