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 2020...

Human Resources: Confronting a Labor Shortage

With the unemployment rate at its lowest level in decades (3.7%), what has always been a perennial problem for human resource professionals - labor shortage - is now reaching acute levels of concern. It is getting harder to find and recruit qualified applicants. Even finding candidates with the skills to succeed in entry-level positions has become an issue. In addition, employee turnover rates remain extremely high in the hotel industry. As a result of these problems, hotel HR managers are having to rethink their recruitment strategies in order to hire the right talent for the right job. First, hotels have been forced to raise their wages and offer other appealing perks, as a way to attract qualified candidates. Secondly, HR managers are reassessing their interviewing techniques, focusing less on the answers they receive to questions and more on observable behavior. Part of this process includes role-playing during the interview, so that the recruiter can gauge how a candidate works through specific problems and interacts with other team members. Additionally, some HR managers are also creating internal talent pools as a way to address labor shortages. Instead of utilizing department resources to find new hires with specific skills for needed positions, hotels are cultivating talent pools internally and preparing their employees to assume leadership roles whenever the time comes. They are also placing greater emphasis on a company culture that is more performance-based, as a way to curb employee turnover, increase employee satisfaction, and assure higher levels of customer service. Finally, recognizing the importance of employee retention as a way to lessen the impact of a tight labor market, some HR managers are instituting generous reward programs in order to retain their top performers. The March Hotel Business Review will explore what some HR professionals are doing to address these and other issues in their departments.