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Bali, as an international tourism destination, serves as a space for cross-cultural interactions that require effective communication skills, particularly in the hospitality sector. Hotel Masa Inn serves predominantly international guests, requiring front office staff to adapt to cross-cultural communication. This study aims to analyze the process of cross-cultural communication adaptation between Hotel Masainn employees and international guests through the perspective of Willingness to Communicate (WTC). A descriptive qualitative approach was employed using observation, structured interviews, and document analysis. Informants were selected purposively from front office staff. The findings indicate that communication adaptation is carried out through basic English proficiency, the use of nonverbal communication, active interaction, and intrinsic motivation to improve language skills. However, this process also faces challenges in the form of communication anxiety and situational pressure, particularly when dealing with repeater guests. Within the WTC framework, employees’ willingness to communicate is influenced by self-confidence, motivation, anxiety, and interactional context, which collectively contribute to service quality and international guest satisfaction.  

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.