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All Journal Jurnal Ilmiah METADATA International Journal of Applied Finance and Business Studies
Sontina Griche Tambunan
Akademi Pariwisata Medan Hotel School, Indonesia
Religion Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Law, Crime, Criminology & Criminal Justice Social Sciences

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STRATEGIC SYNERGY BETWEEN HUMAN RESOURCE MANAGEMENT AND MARKETING MANAGEMENT TO ENHANCE COMPETITIVE ADVANTAGE Andre Wijaya Bermana; Muhammad Arif Ritonga; Dewi Ratna Bulan Siregar; Sontina Griche Tambunan
Jurnal Ilmiah METADATA Vol. 8 No. 2 (2026): Edition May 2026
Publisher : LPPM YPITI

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.47652/metadata.v8i2.1106

Abstract

This study aims to analyze the strategic synergy between Human Resource Management and Marketing Management in improving competitive advantage within organizations. In the increasingly competitive business environment, companies are required to integrate internal resource management with effective marketing strategies to achieve sustainable organizational performance. This research uses a quantitative approach with data collection techniques through questionnaires distributed to employees and management involved in human resource and marketing activities. The data were analyzed using multiple linear regression analysis to determine the influence of Human Resource Management and Marketing Management on competitive advantage. The results of the study indicate that Human Resource Management has a positive and significant effect on competitive advantage through employee competency development, work motivation, and organizational commitment. In addition, Marketing Management also significantly influences competitive advantage through customer-oriented strategies, innovation, and market expansion. Simultaneously, the synergy between Human Resource Management and Marketing Management contributes significantly to strengthening organizational competitiveness. This study concludes that strategic collaboration between human resource management and marketing management can create sustainable competitive advantages and improve organizational performance in facing business competition.
The effect of hotel facilities and guest satisfaction on customer loyalty at the Sibayak Hotel Berastagi Sontina Griche Tambunan; Daniel Sihombing
International Journal of Applied Finance and Business Studies Vol. 13 No. 4 (2026): March: Applied Finance and Business Studies
Publisher : Trigin Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35335/ijafibs.v13i4.463

Abstract

This study aims to determine: (1) the influence of hotel facilities on customer loyalty at the Sibayak Berastagi Hotel in Karo Regency. (2) the influence of guest satisfaction on customer loyalty at the Sibayak Berastagi Hotel in Karo Regency. (3) the influence of hotel facilities and guest satisfaction on customer loyalty at the Sibayak Berastagi Hotel in Karo Regency. This research approach is quantitative research using a questionnaire. The population in this study were 300 customers at the Sibayak Berastagi Hotel in July to September 2025. From a population of 300 customers using the Slovin formula and a significance level of 10%. Based on the calculation, a sample of 75 customers was obtained. Direct hypothesis testing was used with the F test and partially with the t test. Based on the results of the study are as follows: (1) Partially the first hypothesis states that there is an influence of hotel facilities on customer loyalty at the Sibayak Berastagi Hotel. (2) Partially the second hypothesis states that there is an influence of guest satisfaction on customer loyalty at the Sibayak Berastagi Hotel. (3) Simultaneously, hotel facilities and guest satisfaction together have a significant influence on customer loyalty at the Sibayak Berastagi Hotel. (4) The effective contribution generated is 0.651, meaning that 65.1% of the independent variables contribute an effective influence on the dependent variable, while the remaining 34.9% is influenced by other factors.
Local wisdom-based hotel management strategy in strengthening the destination branding of Tanah Karo tourism Daniel Sihombing; Sontina Griche Tambunan
International Journal of Applied Finance and Business Studies Vol. 14 No. 2 (2026): Applied Finance and Business Studies
Publisher : Trigin Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35335/ijafibs.v14i2.512

Abstract

Tourism development increasingly emphasizes local wisdom as a strategic asset in strengthening destination identity and competitiveness. This study analyses a local wisdom-based hotel management strategy at Sibayak Berastagi Hotel and its contribution to the destination branding of Tanah Karo. An interpretive qualitative case-study design was applied to a structured dataset comprising 18 role-based informants: three managers, five operational employees, six hotel guests, one tourism-office representative, one Karo cultural leader, and two local micro-enterprise actors. Data were analysed through open, axial, and selective coding using an interactive qualitative analysis approach. Source and method triangulation, a codebook, an audit trail, an evidence matrix, and contextual description were used to strengthen trustworthiness. The analysis identified four interconnected themes: cultural orientation in management, the translation of mehamat into service behaviour, cultural products and spatial identity, and community collaboration. These practices create culturally meaningful guest touchpoints that strengthen perceived authenticity and destination differentiation. The study proposes a Cultural Hospitality–Destination Branding pathway that links local values, managerial translation, guest experience, and destination-brand outcomes.
Co-Authors Andre Wijaya Bermana Daniel Sihombing Dewi Ratna Bulan Siregar Muhammad Arif Ritonga