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This study aims to analyze the role of Human Capital Management in enhancing the operational activities of the MSME Wizzmie in Medan, serving as an example of human resource management practices in small-scale enterprises. A descriptive qualitative approach was employed, with data collected through in-depth interviews, participatory observation, and document analysis of HR practices within the MSME. The findings indicate that human resource strategies such as selective recruitment, routine training to improve employee competencies, structured task allocation, and performance-based reward systems significantly enhance employee discipline, skills, and service quality. Improvements in these areas contribute positively to smooth daily operations, customer satisfaction, and sales growth. Despite facing challenges, such as occasional lapses in employee discipline, management implements solutions including coaching programs, direct guidance, and a graduated warning system to address these issues. These results underscore that Human Capital Management is not merely an administrative function but plays a strategic role in fostering work efficiency, customer loyalty, and the sustainability of MSMEs. Consequently, effective human resource management emerges as a crucial factor for the success and competitiveness of small enterprises in a highly competitive business environment. The study highlights the importance of aligning HR practices with strategic business objectives to ensure long-term operational effectiveness and growth.

The background of this study is based on the importance of implementing CRM strategies in the hospitality industry, particularly in facing business competition challenges and meeting the ever-evolving needs and expectations of customers. In the context of sharia tourism, which is beginning to develop in West Sumatra, good service and long-term relationships with guests are significant added values for the sustainability of a hotel. The objective of this study was to determine how the CRM concept is implemented at Hotel Royal Denai Bukittinggi, and to what extent CRM contributes to building customer loyalty. This study uses a qualitative approach with a descriptive method. Data was collected through in-depth interviews with the Human Resource Development (HRD) department, direct observation of guest service activities, and relevant documentation studies.The research findings indicate that the implementation of CRM at Hotel Royal Denai is still not optimal. The hotel does not yet have an integrated customer data management system, and its communication strategies with guests remain conventional and lack sustainability. Additionally, certain aspects of service, such as the completeness of room facilities, the speed of response to guest complaints, and the friendly attitude of staff, still need improvement. However, the management acknowledges the importance of CRM as a key strategy for enhancing customer satisfaction and fostering long-term relationships with guests.

The increase in customer complaints in e-commerce services requires an effective excellent service strategy to maintain customer trust and loyalty. This study aims to analyze the complaint handling strategy at PT. XYZ. This study uses a descriptive qualitative method with in-depth interview techniques on four respondents who have different roles in customer service management. The results show that the most common complaints include product discrepancies, delivery delays, and slow refund processes. The main challenges include limitations in digital systems, interdepartmental coordination, and limited human resources. This study suggests optimizing customer service technology, strengthening internal coordination, and enhancing human resources to support 24/7 service and reinforce the company's image. Product discrepancies often arise from miscommunication between the sales and warehouse departments, leading to customers receiving products that do not match their expectations or the descriptions provided. Delivery delays are a common frustration, particularly during high-demand periods, affecting customer satisfaction and leading to negative reviews. Additionally, slow refund processes create frustration for customers, especially when dealing with returns or faulty products. These delays hinder the company's ability to provide excellent service and detract from the customer experience. One of the primary challenges identified in the study is the limitation in the digital systems used for customer service management. PT XYZ’s current system is not fully optimized to handle high volumes of complaints, leading to delays in responses and resolutions. Interdepartmental coordination is also a significant issue, as different departments such as logistics, sales, and customer service often operate in silos, making it difficult to resolve customer issues promptly.

Human Resource Management (HRM) plays a strategic role in supporting the increase in customer loyalty as one of the indicators of business success. Customer loyalty is not only influenced by the quality of products or services, but also by the interactions carried out by employees in various business lines, such as customer service, sales, and marketing. Customer service-oriented employee training is an important aspect of this strategy. By providing the right training, employees can better understand a customer's needs, respond effectively, and create a positive, memorable experience. In addition, the development of a corporate culture that focuses on superior service and employee empowerment also contributes to increased work motivation, which has a direct impact on the quality of interactions with customers.

The Covid-19 pandemic and the hospital class transition caused a decrease in the number of outpatient visitors at the Pandan Arang Hospital, Boyolali, except for the Gastroentero Hepatology (GEH) clinic. This study aims to determine the service quality by management to create patient satisfaction and loyalty, especially at the GEH clinic. In this study, the factors of service quality, customer experience, and customer perceived value that link trust and customer satisfaction to customers loyalty to find out motivate consumers or patients in the selection of hospitals. The methodology in this research is a mixed-method approach to Sequential Exploratory design, starting with interviews with the management and consultant doctors of GEH, followed by distributing questionnaires to GEH clinic patients with a total of 307 respondents at different and sequential times. The results of the study are Pandan Arang Hospital prepared infrastructure and competent human resources according to type B hospital qualifications. During the pandemic era, Pandan Arang Hospital provided outpatient services according to the recommendations of WHO and the Ministry of Health with a separate service flow between Covid-19 and Non-Covid-19 patients. The results of quantitative research found a positive and significant relationship between service quality, customer experience, customer perceived value on trust; a positive and significant relationship between service quality, customer perceived value, and trust in customer satisfaction; the positive and significant relationship between customer satisfaction and customer loyalty.