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 October 2020...

Revenue Management: Maximizing Profit

Hotel Revenue Management continues to evolve at a blistering pace. Driven by technological innovation and new distribution channels, there are some dynamic opportunities for expansion in this fast-growing field. The technology is primarily designed to help revenue managers further refine their operations and pricing models to maximize hotel profit. For example, hotels can't be all things to all people, so a key strategy is to precisely identify their target audience. By employing geo-targeting techniques and analyzing behavior such as previous bookings, on-property purchases and online shopping practices, there is an increased capability to define guest demographics. By segmenting customers in more specific ways, hotels are able to create more personalized experiences which, in turn, allow managers to optimize their room rates. It is also an effective way to fulfill the unique needs and preferences of the individual. Another methodology is to consistently monitor the competition's pricing strategies. There are software tools that analyze a competitor's current rates, and then allow a hotel to make its own pricing adjustments. It is also a useful means to conduct forecasting models. Other technologies that are being integrated into a revenue manager's toolkit include Artificial Intelligence in the form of automated algorithms, and Voice Recognition (VR) for data inquiries, rate changes, and booking behavior. Predictive and analytic software programs are also being leveraged to provide more forward-looking data, instead of the usual reliance on historical performance. These metrics allow managers to be more proactive - rather than reactive - with their revenue strategy. The October issue of the Hotel Business Review will examine these developments and report on how some leading hotels are executing their revenue management strategies.