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 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.

White collar crime is increasingly prevalent in various corporate sectors and causes significant financial losses and damage to public trust. This type of crime includes embezzlement of funds, manipulation of financial statements, bribery, insider trading in the capital market, and theft of customer personal data. Although it occurs a lot, the prevention of white collar crime is still not optimal and the perpetrators are rarely prosecuted properly. This paper aims to analyze the various determinants that influence the occurrence of white collar crime in order to formulate policy recommendations and prevention strategies in the future. A systematic approach is used by applying the fraud triangle theory which focuses on the three main elements that cause fraud, namely pressure, opportunity and rationalization. The results of the study show that pressure to meet high performance targets and large bonuses often encourage individuals to commit fraud. Meanwhile, weak supervision and lack of transparency create opportunities for fraud. Perpetrators also often justify their actions, for example by assuming that they will not be caught or the value of the loss is small. The complexity of modern corporate operations also increases opportunities for white-collar crime. Effective prevention efforts must be comprehensive by involving various parties and strengthening a number of aspects as controls. The role of internal and external supervisors (auditors) of companies needs to be continuously improved, supported by modem fraud detection technology tools. Whistleblowing mechanisms need to be strengthened in every company and kept confidential to encourage early reporting of fraud indications.