Publication Search

This study aims to examine the application of heart-centered communication based on Nonviolent Communication (NVC) Theory in interactions between employees and guests at the Masainn Hotel, Kuta, Bali. NVC, developed by Marshall Rosenberg, stresses empathetic engagement built on four core components: observation, feelings, needs, and requests. Using a descriptive qualitative approach, data were collected through in-depth interviews with guests and direct field observations of daily service interactions. The findings indicate that employees consistently apply empathy-driven communication by offering warm greetings, attentive service, and genuine emotional presence. These behaviors help create a family-like environment that makes guests feel comfortable and emotionally connected to the hotel. Notably, one guest reported returning to the hotel for three consecutive years, having been introduced by a friend who has been a loyal customer for nine years. This demonstrates that NVC-based communication contributes significantly to guest satisfaction, trust, and long-term loyalty. Furthermore, the study highlights the strategic role of emotional intelligence and compassionate communication in shaping service quality within the hospitality industry. By integrating NVC principles into daily service practices, hotels can foster stronger interpersonal relationships, enhance guest experiences, and build sustainable customer retention.

This study aims to analyze the strategies implemented by Hotel Abadi in Serang City to maintain its image and reputation amidst the increasingly competitive hotel industry and pressures caused by the COVID-19 pandemic. A descriptive qualitative approach was used with a SWOT analysis technique to identify the strengths, weaknesses, opportunities, and threats facing the hotel. The results show that Hotel Abadi still relies on the strength of social relationships and loyalty of existing customers as reputation capital, but has not been able to manage its image comprehensively in accordance with the principles of image management theory. The communication strategies used are still conventional, such as banners and direct promotions, and have not yet touched on the realm of digital branding and professional management of customer feedback. On the other hand, the threat from new, more modern hotels that are more adaptive to technological developments is an urgent external challenge that requires a strategic response. Hotel Abadi must also pay more attention to service quality, not only from the physical side but also the overall customer experience. Given the rapid development of technology, management needs to formulate a more targeted and effective digital communication strategy to reach a wider audience through social media and websites. Hotel Abadi is advised to undertake a strategic transformation that is not only promotion-oriented, but also includes strengthening brand identity, improving service quality based on customer needs, and structured reputation management with an image management approach.

This study aims to analyze the role of communication in Customer Relationship Management (CRM) systems in creating customer satisfaction at PT Bangkit Jaya Teknik Indonesia, a business-to-business (B2B) cold storage installation service company. The research background lies in the increasing number of customer complaints during 2022–2024, mainly due to delayed responses, suboptimal after-sales service, and the absence of a centralized communication record system. This study employed a qualitative approach with a case study design. Data were collected through observation, semi-structured interviews with internal parties (marketing project, project manager, project PIC) and customers, as well as company archival documentation. The findings reveal that responsive, open, and two-way communication plays a significant role in enhancing customers’ sense of being valued, trust, and loyalty, which ultimately fosters satisfaction. However, communication barriers such as delays in after-sales service, gaps between customer expectations and company procedures, and the lack of a communication database remain major challenges. To overcome these, the company has initiated strategies including the development of a customer communication database, improved after-sales monitoring, and the adjustment of communication standard operating procedures to align with customer needs. These results reinforce the relevance of Relationship Management theory and the IDIC model, both of which emphasize communication as the core of CRM. Theoretically, this study contributes to organizational communication studies, while practically, it provides recommendations for B2B service companies to prioritize communication in CRM strategies to strengthen customer satisfaction and loyalty.