I can see the idea looking attractive on paper, or more likely on a powerpoint presentation by a newly employed Bright Young Thing. But in practice it falls into silliness.

Where there are wide variations in the provision of any service, it's best to avoid "dumbing down" those who are at the top end of the distribution: that risks annoying regular client of the top-enders.

Rather, the idea should be to lift low performers up to a minimum level.

Perhaps that's what IHG intended. But in the same way they've attempted to police the "no club for Spires" rule at CP and HI properties, I'm told they've been quite bullish about telling hotels NOT to go beyond the new brand standard.

Some hotels ignore or adapt the standard. As mentioned, Frankfurt continues in its own way - it must have one of the highest return client rates, and it knows what they want; Abu Dhabi adopts another strategy, supplying the canapés but also setting out an attractive spread of buffet foods; so, from memory, do KL and Singapore. San Francisco simply didn't hear the message , but Berlin dumbed down to follow the brand standard: canapés and cheese.

For me, a major charm of Intercontinentals was a quirkiness at some properties, with local colour, flavours and the hotels interpretation of what guests wanted. Steam-rolling the whole thing into a Holiday Inn type experience of standard greeting, standard club lounge service and standard toiletries wasn't the smartest move from that perspective.

I'm not a shampoo geek, but my heart sinks when I see Agraria. Hat's off to those hotels that provide locally sourced, high quality alternatives.