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 October 2019...

Revenue Management: Focus On Profit

Revenue Management is still a relatively new profession within hotel operations and as such, it continues to evolve. One significant trend in this area is a shift away from using revenue as the foundation to generate key performance indicators (KPIs) and to instead place the emphasis on profit. Traditionally, revenue managers have relied on total revenue per available room (TrevPAR) and revenue per available room (RevPAR) as the basis of their KPIs. Now, some revenue managers are using gross operating profit per available room (GOPPAR) as their primary KPI. This puts profit at the center of revenue management strategy, and managers are increasingly searching for new ways to increase the profitability of their hotels. Return on Investment is the objective of any hotel investment, so it is only logical that profitability and ROI will be emphasized going forward. Another trend is an expanded focus on direct hotel bookings. Revenue managers know that one way to increase profitability is to steer guests away from online travel agencies (OTAs) and book directly with the hotel. This tactic also reinforces brand identity and loyalty, and encourages repeat business. In addition, it provides a valuable platform to market the hotel directly to the customer, and to upsell room upgrades or other services to them. Another trend for revenue managers involves automation in their software programs. Revenue management systems with automation are far more desirable than those without it. Automating data entry and logistics increases efficiency, allowing managers to spend more time on formulating strategy. As a bonus, an automated system helps with aggregating and interpreting data. The October issue of the Hotel Business Review will address these developments and document how some leading hotels are executing their revenue management strategies.