Garuda - Garba Rujukan Digital

Sya’bani, Mohammad

Unknown Affiliation

Author-ID : 9609965

Decision Sciences, Operations Research & Management Social Sciences Other

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PEMANFAATAN MEDIA SOSIAL YOUTUBE SEBAGAI SARANA BISNIS DIGITAL MARKETING Kamal, Bahri; Fauzi, Arief Zul; Widianti, Hesti; Sya’bani, Mohammad
JMM (Jurnal Masyarakat Mandiri) Vol 8, No 2 (2024): April
Publisher : Universitas Muhammadiyah Mataram

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31764/jmm.v8i2.22274

Abstrak: Tujuan Kegiatan PKM ini memberikan pelatihan digital marketing agar wawasan siswa yang lebih luas untuk masa mendatang dengan media social. Kita melakukan observasi dan wawancara dengan pihak sekolah tentang permasalahan penggunaan media sosial, kegiatan ini diikuti oleh 26 siswa di SMK NU 1 Islamiyah Kramat. Metode kegiatan yang kita laksanakan dengan ceramah pengenalan media sosial dan Praktik langung digital marketing melalui media youtube, Kemudian untuk siswa diajarkan secara langsung untuk mendaftar agar mendapatkan akun cahnnel youtube sebagai media pemasaranyauntuk memasarkan produknya karena banyak orang tua dari siswa itu wirausaha serta pelaku UMKM. Hasil kegiatan menunjukan bahwa kegiatan ini mendapatkan respon positif oleh guru dan siswa, Kemudian yang terakhir sistem evaluasi yang digunakan adalah memberi tugas upload video ke akun mereka, dari 26 siswa ada 21 yang mengumpulkan jadi pencapaian 81%.Abstract: The aim of this Community Service Activity is to provide digital marketing training so that students have broader insight into the future with social media. We conducted observations and interviews with the school regarding the problems of using social media. This activity was attended by 26 students at SMK NU 1 Islamiyah Kramat. The method of activity that we carried out is with a lecture introducing social media and direct practice of digital marketing through YouTube. Then students were taught directly to register to get a YouTube channel account as a marketing medium to market their products because many of the students' parents are entrepreneurs and MSMEs. The results of the activity showed that this activity received a positive response from teachers and students. Then, finally, the evaluation system used was to give them the task of uploading videos to their accounts. Out of 26 students, 21 had collected it, so the achievement was 81% of the number of participants.

A Collaborative Digitalization Model for Strengthening Sustainable Tourism Ecosystems: An Agency Approach to Tourism Enterprises in Central Java Widianti, Hesti; Yuwono, Setya Teguh; Ristanto, Himawan Ardhi; Aisyah, Alfiyani; Sya’bani, Mohammad
Ilomata International Journal of Management Vol. 7 No. 2 (2026): April 2026
Publisher : Yayasan Sinergi Kawula Muda

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61194/ijjm.v7i2.2053

Introduction. The global tourism sector, contributing 10.3% to world GDP (UNWTO, 2024), is undergoing structural shifts driven by digital transformation, sustainability demands, and evolving tourist expectations. Although the pentahelix model is positioned as an ideal multi-stakeholder framework, its top-down implementation often remains rhetorical and fails to translate into concrete actions—particularly in Indonesian destinations where collaboration tends to be ceremonial. Methods. This participatory action research applied a mixed-methods sequential explanatory design involving 85 tourism business operators in Central Java (January-November 2025). A five-phase intervention was implemented: awareness building, digital capacity development (presence, engagement, distribution, conversion), collaborative design workshops, technical implementation support, and continuous monitoring. Data were collected through pre–post competency tests, participatory observations, three FGDs, digital artifact analysis, and digital metrics tracking. Analyses used paired t-tests, thematic analysis, and methodological triangulation Results. Bottom-up, industry-initiated collaboration substantially improved sustainability competence by 41.9% (M=58.3→82.7; p<0.001; d=2.21). Digital engagement metrics increased markedly: likes +156%, comments +203%, shares +187%, reach +142%, and Google Business Profile views +134%. Five tangible outputs emerged: an integrated event calendar coordinating 24 events; eight cross-destination bundled packages generating IDR 387 million and increasing length of stay from 1.2 to 2.3 days; a shared digital platform attracting 3,847 unique visitors and 78 direct bookings; standardized service protocols; and peer-learning networks. Conclusion. Community-driven digital collaboration effectively shifts competitive mindsets toward cooperative partnerships, with digital tools functioning as coordination infrastructure. The “Industry as Trigger–Pentahelix as Enabler” framework demonstrates that pentahelix activation occurs organically when grounded in evidence. Future research should conduct longitudinal assessments and cross-destination comparisons.

A Collaborative Digitalization Model for Strengthening Sustainable Tourism Ecosystems: An Agency Approach to Tourism Enterprises in Central Java Widianti, Hesti; Yuwono, Setya Teguh; Ristanto, Himawan Ardhi; Aisyah, Alfiyani; Sya’bani, Mohammad
Ilomata International Journal of Management Vol. 7 No. 2 (2026): April 2026
Publisher : Yayasan Sinergi Kawula Muda

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61194/ijjm.v7i2.2053

Introduction. The global tourism sector, contributing 10.3% to world GDP (UNWTO, 2024), is undergoing structural shifts driven by digital transformation, sustainability demands, and evolving tourist expectations. Although the pentahelix model is positioned as an ideal multi-stakeholder framework, its top-down implementation often remains rhetorical and fails to translate into concrete actions—particularly in Indonesian destinations where collaboration tends to be ceremonial. Methods. This participatory action research applied a mixed-methods sequential explanatory design involving 85 tourism business operators in Central Java (January-November 2025). A five-phase intervention was implemented: awareness building, digital capacity development (presence, engagement, distribution, conversion), collaborative design workshops, technical implementation support, and continuous monitoring. Data were collected through pre–post competency tests, participatory observations, three FGDs, digital artifact analysis, and digital metrics tracking. Analyses used paired t-tests, thematic analysis, and methodological triangulation Results. Bottom-up, industry-initiated collaboration substantially improved sustainability competence by 41.9% (M=58.3→82.7; p<0.001; d=2.21). Digital engagement metrics increased markedly: likes +156%, comments +203%, shares +187%, reach +142%, and Google Business Profile views +134%. Five tangible outputs emerged: an integrated event calendar coordinating 24 events; eight cross-destination bundled packages generating IDR 387 million and increasing length of stay from 1.2 to 2.3 days; a shared digital platform attracting 3,847 unique visitors and 78 direct bookings; standardized service protocols; and peer-learning networks. Conclusion. Community-driven digital collaboration effectively shifts competitive mindsets toward cooperative partnerships, with digital tools functioning as coordination infrastructure. The “Industry as Trigger–Pentahelix as Enabler” framework demonstrates that pentahelix activation occurs organically when grounded in evidence. Future research should conduct longitudinal assessments and cross-destination comparisons.

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