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All Journal Business Innovation and Entrepreneurship Journal Journal of Artificial Intelligence and Digital Business Jurnal Pengabdian Masyarakat dan Riset Pendidikan Devotion: Jurnal Pengabdian Kepada Masyarakat
Sonnya Marliani
Universitas Nusa Cendana
Humanities Computer Science & IT Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Electrical & Electronics Engineering Engineering Environmental Science Languange, Linguistic, Communication & Media Law, Crime, Criminology & Criminal Justice Mathematics Social Sciences Other

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Omnichannel Marketing Strategies For Tourism Destinations: Implications For Industry Practices Olaf Tri Wilopo Simanjuntak; Eunike M. Gegung; Sonnya Marliani
Jurnal Inovasi Bisnis dan Kewirausahaan Vol 7 No 2 (2025): Business Innovation and Entrepreneurship Journal (May)
Publisher : Entrepreneurship Faculty, Universitas Garut

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35899/biej.v7i2.953

Abstract

The advancement of technology has affected many sectors including the tourism industry. Adopting omnichannel marketing has become indispensable to enhance customer engagement and provide seamless, personalized experiences. Omnichannel marketing integrates multiple communication channels, such as websites, social media, mobile apps, and in-person interactions, into a unified system, offering a consistent and cohesive brand experience across all touchpoints. This strategy stands in contrast to traditional multichannel marketing, where channels often operate in isolation. Omnichannel marketing has been extensively studied in retail and e-commerce, while its application within the tourism sector is still emerging. This article explores the benefits and challenges of implementing omnichannel strategies in tourism destinations, drawing on case studies, industry reports, and academic literature. The findings indicate that omnichannel marketing can significantly enhance customer loyalty, increase revenue, and improve brand equity for tourism destinations. Examples such as Lake Toba in Indonesia, and Disneyland theme parks highlight the potential of omnichannel strategies to deliver integrated, frictionless experiences that increase customer satisfaction and drive repeat visitation. However, challenges such as data privacy concerns, adaptation of technology and budget constraints, must be addressed to elevate practices within the industry.
Implementasi Total Quality Management (TQM) dalam Pemberdayaan Masyarakat melalui Gerakan Bersih Pantai di Pantai Lasiana, Kupang: Pengabdian Ravel Anwar; Sonnya Marliani; Yudi Adrian; Emilia Gie; Eunike Martha Gegung; Junita Cestilia Nenabu; Sari Angriany Natoni; Septimus Adrianus Mali; Johanis Oenunu; Abram Danial Lubertus Laleb; Theddy Bashkara Foenale; Viktor Amos; Rena Saputri Hilaria Sitanggang; Maria Karmelita Delistiani Sambang; Yunita Chrisna Riane Antonia Bere; Lukas Hattu; Erna Eryani Giri; Yoan Maureen Darianty Dara Odrada; Dendi Sigit Wahyudi
Jurnal Pengabdian Masyarakat dan Riset Pendidikan Vol. 5 No. 1 (2026): Jurnal Pengabdian Masyarakat dan Riset Pendidikan Volume 5 Nomor 1 (Juli 2026 -
Publisher : Lembaga Penelitian dan Pengabdian Masyarakat

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31004/jerkin.v5i1.7318

Abstract

Kegiatan pengabdian kepada masyarakat ini bertujuan untuk mengimplementasikan dan mengevaluasi efektivitas pendekatan Total Quality Management (TQM) dalam mengatasi problematika limbah padat komersial di kawasan pesisir Pantai Lasiana, Kota Kupang. Program intervensi aksi ini diinisiasi oleh kelompok mahasiswa kelas 4B dan 4E Program Studi Administrasi Bisnis, Universitas Nusa Cendana, dengan menggandeng pelaku usaha mikro (pedagang) setempat sebagai mitra kolaborasi utama. Metode pelaksanaan difokuskan murni pada eksekusi fisik partisipatif secara langsung tanpa penyelenggaraan sesi diskusi maupun forum tanya jawab formal. Tahapan operasional mencakup pemetaan lokasi, persiapan logistik, pemberian instruksi taktis berlandaskan prinsip efisiensi operasional, serta eksekusi pembersihan pantai secara serentak. Hasil kegiatan menunjukkan bahwa peniadaan birokrasi komunikasi formal terbukti mampu mengoptimalkan alokasi waktu dan tenaga partisipan. Keberhasilan ini dibuktikan dengan terevakuasinya lebih dari 100 kilogram limbah (setara 20 kantong polibag besar) yang langsung disortir ke dalam kategori plastik sekali pakai dan organik komersial, menghasilkan transformasi visual kebersihan kawasan pesisir secara seketika dan drastis. Kesimpulannya, penerapan TQM melalui aksi gotong royong langsung terbukti efektif mengatasi pencemaran lingkungan pesisir sekaligus menumbuhkan rasa kepemilikan kolektif (sense of belonging) di kalangan pelaku usaha, sehingga meletakkan fondasi tata kelola pelestarian ekosistem yang berkesinambungan.
Gerakan Bersih Pantai Oesapa Sebagai Upaya Pengurangan Sampah dan Edukasi Masyarakat Aprianus Paskalius Taboen; Eunike Gegung; Olaf Tri Wilopo Simanjuntak; Sonnya Marliani
Devotion: Jurnal Pengabdian Kepada Masyarakat Vol. 3 No. 2 (2026): Juni
Publisher : Lembaga Penelitian dan Publikasi Ilmiah, Yayasan Yuta Pendidikan Cerdas

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.62282/devotion.v3i2.110-125

Abstract

Kegiatan “Gerakan Bersih Pantai Oesapa” merupakan program pengabdian kepada masyarakat yang bertujuan mengurangi sampah pesisir sekaligus meningkatkan kesadaran dan partisipasi masyarakat dalam pengelolaan lingkungan berkelanjutan. Kegiatan dilaksanakan di Pantai Oesapa, Kota Kupang, menggunakan pendekatan Participatory Action Research (PAR) dengan melibatkan 39 mahasiswa, 4 dosen, masyarakat sekitar, pedagang pesisir, dan pengunjung pantai. Metode pelaksanaan meliputi tahap persiapan, aksi bersih pantai, edukasi lingkungan berbasis experiential learning, serta evaluasi melalui pre-test dan post-test. Hasil kegiatan menunjukkan bahwa sebanyak lebih kurang 140 kg sampah berhasil dikumpulkan pada area lebih kurang 3.000 m² dengan kepadatan sampah lebih kurang 0,047 kg/m². Komposisi sampah didominasi plastik sebesar 61,9 persen, diikuti sampah organik 21,0 persen dan sampah lainnya 17,1 persen, yang menunjukkan bahwa plastik masih menjadi pencemar utama kawasan pesisir. Kegiatan ini juga meningkatkan pemahaman dan kesadaran lingkungan peserta sebesar lebih kurang 73 persen, dari rata-rata nilai 48,5 pada pre-test menjadi 83,9 pada post-test. Hasil tersebut menunjukkan bahwa pendekatan partisipatif dan pembelajaran berbasis praktik efektif dalam membangun perilaku ramah lingkungan. Kegiatan ini memberikan kontribusi nyata bagi masyarakat melalui penguatan edukasi lingkungan, peningkatan partisipasi kolektif, serta pembentukan model pengelolaan sampah pesisir berbasis komunitas yang kolaboratif dan berkelanjutan. Oleh karena itu, kegiatan ini berpotensi direplikasi di wilayah pesisir lainnya.
Pengaruh Lingkungan Kerja Non Fisik, Kompensasi Non Finansial, Kepuasan Kerja, Motivasi Kerja, dan Budaya Organisasi terhadap Loyalitas Karyawan pada PT. Kencana Amal Tani PKS – Seberida Yudi Adrian; Sonnya Marliani
RIGGS: Journal of Artificial Intelligence and Digital Business Vol. 5 No. 2 (2026): Mei-Juli
Publisher : Prodi Bisnis Digital Universitas Pahlawan Tuanku Tambusai

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31004/riggs.v5i2.11671

Abstract

His study aims to analyze the influence of the non-physical work environment, non-financial compensation, job satisfaction, work motivation, and organizational culture on employee loyalty at PT. Kencana Amal Tani PKS – Seberida. The study population consisted of all 98 factory employees, all of whom were included in the sample (census method). Data analysis was conducted using multiple linear regression with the aid of SPSS version 25. The results indicate that, simultaneously, the five independent variables have a positive and significant effect on employee loyalty (F-calculated = 52.345 > F-table = 2.31; Sig. 0.000). Individually, each variable also exerts a positive and significant influence, with work motivation being the most dominant variable (beta = 0.268; t-calculated = 3.551). The R-Square value of 0.769 indicates that 76.9% of the variation in employee loyalty can be explained by these five variables, while the remaining 23.1% is explained by variables outside the model. These findings confirm that improvements in the non-physical work environment, non-financial compensation, job satisfaction, work motivation, and organizational culture will collectively enhance employee loyalty. The study recommends that the company prioritize boosting work motivation through recognition, challenging work, and a supportive environment, as well as strengthening an organizational culture based on togetherness and integrity.
Co-Authors Abram Danial Lubertus Laleb Aprianus Paskalius Taboen Dendi Sigit Wahyudi Emilia Gie Erna Eryani Giri Eunike Gegung Eunike M. Gegung Eunike M. Gegung Johanis Oenunu Lukas Hattu Maria Karmelita Delistiani Sambang Nenabu, Junita Cestilia Olaf Tri Wilopo Simanjuntak Ravel Anwar Rena Saputri Hilaria Sitanggang Sari Angriany Natoni Septimus Adrianus Mali Theddy Bashkara Foenale Viktor Amos Yoan Maureen Darianty Dara Odrada Yudi Adrian Yunita Chrisna Riane Antonia Bere