Editorial Board   

Mr. Shoemaker

Stowe Shoemaker

Associate Dean of Research, Conrad Hilton College of Hotel and Restaurant Management

Stowe Shoemaker is the Associate Dean of Research at the University of Houston's Conrad Hilton College of Hotel and Restaurant Management. Stowe also is on the executive education faculty at the Cornell University where he teaches courses in strategic marketing for hotels and restaurants, revenue enhancement through strategic pricing, and customer loyalty. Prior to moving to the University of Houston, Stowe taught at the University of Nevada, Las Vegas. Stowe has extensive experience in the hospitality industry working for both an independent hotel in Vermont and a hospitality consulting firm in Southern California. Major clients while working in the research business included Taco Bell, Foodmaker (Jack-in-the-Box), Marriott Corporation (all divisions), Stuart Anderson's Black Angus, Carl's Jr., Baker's Square Restaurants and Bob Evans Farms Restaurants. Minor clients included a variety of Los Angeles advertising agencies. Responsibilities included all aspects of project management from research design, questionnaire development, data collection, to analysis and final written report. As in-house statistician, was responsible for all multivariate analysis. Since earning his PhD, Stowe has worked with major international hotel firms on customer loyalty and pricing issues. His research interests include the antecedents and consequences of consumer loyalty, loyalty programs, and strategic pricing and revenue management. His research has appeared in the Journal of Pricing and Revenue Management, Journal of Travel Research, Cornell Hotel and Restaurant Administrative Quarterly, International Journal of Hospitality Management, International Gaming and Wagering Business, and Journal of Restaurant and Foodservice Marketing. Stowe is co-author of a Harvard Business School Case Study on Hilton HHonors. Stowe's research has won numerous awards. He is currently writing a text book on hospitality marketing with Robert Lewis and Peter Yesawich. The book will be published by Prentice Hall in July 2006. He holds a Ph.D. from Cornell University in the School of Hotel Administration, an MS from the University of Massachusetts and BS from the University of Vermont.

Mr. Shoemaker can be contacted at 713-743-7371 or sshoemaker@uh.edu

Coming up in May 2019...

Eco-Friendly Practices: Corporate Social Responsibility

The hotel industry has undertaken a long-term effort to build more responsible and socially conscious businesses. What began with small efforts to reduce waste - such as paperless checkouts and refillable soap dispensers - has evolved into an international movement toward implementing sustainable development practices. In addition to establishing themselves as good corporate citizens, adopting eco-friendly practices is sound business for hotels. According to a recent report from Deloitte, 95% of business travelers believe the hotel industry should be undertaking “green” initiatives, and Millennials are twice as likely to support brands with strong management of environmental and social issues. Given these conclusions, hotels are continuing to innovate in the areas of environmental sustainability. For example, one leading hotel chain has designed special elevators that collect kinetic energy from the moving lift and in the process, they have reduced their energy consumption by 50%  over conventional elevators. Also, they installed an advanced air conditioning system which employs a magnetic mechanical system that makes them more energy efficient. Other hotels are installing Intelligent Building Systems which monitor and control temperatures in rooms, common areas and swimming pools, as well as ventilation and cold water systems. Some hotels are installing Electric Vehicle charging stations, planting rooftop gardens, implementing stringent recycling programs, and insisting on the use of biodegradable materials. Another trend is the creation of Green Teams within a hotel's operation that are tasked to implement earth-friendly practices and manage budgets for green projects. Some hotels have even gone so far as to curtail or eliminate room service, believing that keeping the kitchen open 24/7 isn't terribly sustainable. The May issue of the Hotel Business Review will document what some hotels are doing to integrate sustainable practices into their operations and how they are benefiting from them.