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 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.