Editorial Board   Guest Author

Mr. Bowen

John T. Bowen

Dean & Barron Hilton Distinguished Chair at the Conrad N. Hilton College, University of Houston

John Bowen is Dean of the Conrad N. Hilton College of Hotel and Restaurant Management. He has presented marketing courses and seminars in Asia, Australia, Central America, Europe, Mexico and South America, and has published over 100 articles on marketing. He is also the North American Research Director for World Wide Hospitality Trends. Dr. Bowen is a coauthor of Marketing for Hospitality and Tourism, the leading hospitality marketing textbook in the world. Currently, it is published in nine languages. He is also the coauthor of Restaurant Marketing for Owners and Managers. A recipient of numerous awards for both his teaching and research, Dr. Bowen is a three-time recipient of CHRIE's Wiley Research Award, formerly the Van Nostrand Reinhold Research Award, which recognizes lifetime research achievements in the hospitality field. His research focus is on customer service, customer loyalty and electronic distributing systems for service industries. Dean Bowen's industry experience is in the area of food and beverage. He has worked in hotels, freestanding restaurants and as the corporate food and beverage manager of a hotel management company. For 15 years, he owned and operated Theodore Zinck's in downtown Dallas. A dedicated educator, Dr. Bowen started his teaching career in 1978 at Del Mar College's Restaurant Management Program. He was an assistant professor at the Hilton College from 1980 to 1990. In 1990, he left to teach at Bond University in Australia and returned to the United States in 1993 to take a position at the University of Nevada, Las Vegas. He returned to the Hilton College as Dean in 2003. Expertise & Research Interests • Customer Satisfaction • Customer Loyalty • New Product Development • Casino Player Behavior Selected Publications - Kotler, P., Bowen, J. & Makens, J. (2006). Marketing for Hospitality and Tourism (4th ed.). Upper Saddle River, N. J.: Prentice Hall. Published in eight languages. - Shock, P. Bowen, J. & Stefanelli, J. (2004). Restaurant Marketing for Owners and Managers. New York: John Wiley and Sons. Published in three languages. - Mayer, K. Bowen, J. & Moulton, M. (2003). A Proposed Model of Service Descriptors, The Journal of Services Marketing, 17(6), 621-639. - Sparks, B., Bowen, J. & Klag, S. (2003). Restaurants and the Tourist Market. International Journal of Contemporary Hospitality Management, 15(1), 6-13. - Bowen, J. & Ford, R. (2002). Does Having a Thing Make a Difference? Journal of Management, 28(3), 447-469. - Lucas, A. & Bowen, J. (2002). An Analysis of Slot Promotions. International Journal of Hospitality Management, 21(2), 189-202. Received the W. Bradford Wiley Research Award for Superior Research in Hospitality and Tourism. - Su, W. & Bowen, J. (2001). Restaurant Customer Complaint Behavior. Journal of Restaurant and Foodservice Marketing, 4(2), 35-65. - Bowen, J. & Shaing-Lih C. (2001). The Relationship Between Customer Loyalty and Customer Satisfaction. International Journal of Contemporary Hospitality Management, 13(5), 13-17. Awarded Best Article for 2001. - Nelson, K. & Bowen, J. (2000). Employee uniforms: Their impact on customer and employee satisfaction. Cornell Hotel and Restaurant Quarterly, 41(2), 86-95. - Bowen, J., & Shoemaker, S. (2003). Loyalty: A Strategic Commitment. Cornell Hotel & Restaurant Administration Quarterly, 44(5/6), 31-46. Awarded the W. Bradford Wiley Research Award for Superior Research in Hospitality and Tourism. - Makens, J. & Bowen, J. (1996). Increasing Profits Through Product Merchandising. The Cornell Hotel and Restaurant Quarterly, 37(1), 72-79.

Mr. Bowen can be contacted at 713-743-0209 or jtbowen@Central.UH.EDU

Coming up in March 2019...

Human Resources: An Era of Transition

Traditionally, the human resource department administers five key areas within a hotel operation - compliance, compensation and benefits, organizational dynamics, selection and retention, and training and development. However, HR professionals are also presently involved in culture-building activities, as well as implementing new employee on-boarding practices and engagement initiatives. As a result, HR professionals have been elevated to senior leadership status, creating value and profit within their organization. Still, they continue to face some intractable issues, including a shrinking talent pool and the need to recruit top-notch employees who are empowered to provide outstanding customer service. In order to attract top-tier talent, one option is to take advantage of recruitment opportunities offered through colleges and universities, especially if they have a hospitality major. This pool of prospective employees is likely to be better educated and more enthusiastic than walk-in hires. Also, once hired, there could be additional training and development opportunities that stem from an association with a college or university. Continuing education courses, business conferences, seminars and online instruction - all can be a valuable source of employee development opportunities. In addition to meeting recruitment demands in the present, HR professionals must also be forward-thinking, anticipating the skills that will be needed in the future to meet guest expectations. One such skill that is becoming increasingly valued is “resilience”, the ability to “go with the flow” and not become overwhelmed by the disruptive influences  of change and reinvention. In an era of transition—new technologies, expanding markets, consolidation of brands and businesses, and modifications in people's values and lifestyles - the capacity to remain flexible, nimble and resilient is a valuable skill to possess. The March Hotel Business Review will examine some of the strategies that HR professionals are employing to ensure that their hotel operations continue to thrive.