cover
Article Per Year (5 Year)
All
Home Page
OAI Link
Editorial Team
Contact
Reviewer
Google Scholar
Contact Name
Putu Mega Putra
Contact Email
megabizland@gmail.com
Phone
+62361-222291
Journal Mail Official
info@ojs.stimihandayani.ac.id
Editorial Address
Br. Piakan, SIbangkaja
Location
Kota denpasar,
Bali
INDONESIA
Forum Manajemen
Published by Sekolah Tinggi Ilmu Manajemen Indonesia Handayani
ISSN : 08540616     EISSN : 25991299     DOI : -
Core Subject : Economy, Social,
Economics, Econometrics & Finance Social Sciences
FM memiliki fokus utama pada pengembangan ilmu-ilmu Manajemen. Lingkup ranah ilmu manajemen antara lain meliputi; tetapi tidak hanya terbatas pada: Manajemen Keuangan, Manajemen Pemasaran, Manajemen SDM, Manajemen Perkantoran, dan Manajemen Bisnis Pariwisata, dan Kesekretariatan.
Arjuna Subject : Bisnis, Menejemen, dan Akutansi (semua kategori) - Bisnis, Menejemen, dan Akutansi (Lain-Lain)
Articles 482 Documents
 45   46   47   48   49 
CRM Sosial, Responsivitas Layanan, dan Retensi Pelanggan: Model Struktural UKM F&B Perkotaan Ida Ayu Gede Wiwik Purnamayanti; Ida Bagus Ketut Surya Arnawa; Made Vera Kristanti Dewi
Forum Manajemen Vol 23 No 1 (2026): Jurnal Forum Manajemen April 2026
Publisher : STIMI Handayani Denpasar

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61938/fm.v23i1.670

Abstract

Transformasi digital mendorong UMKM untuk mengoptimalkan pengelolaan hubungan pelanggan melalui Digital Customer Relationship Management (Digital CRM) guna membangun loyalitas jangka panjang. Berlandaskan teori Relationship Marketing dan perspektif kapabilitas digital, penelitian ini menganalisis pengaruh Digital CRM terhadap loyalitas pelanggan pada UMKM coffee shop di Kota Denpasar. Menggunakan desain explanatory research, data dikumpulkan dari 150 responden melalui kuesioner terstruktur dan dianalisis menggunakan Partial Least Squares-Structural Equation Modeling (PLS-SEM) dengan SmartPLS 4. Hasil pengujian menunjukkan bahwa Digital CRM berpengaruh positif dan signifikan terhadap loyalitas pelanggan (Beta = 0,805, p < 0,001), dengan nilai R² sebesar 0,648 yang mengindikasikan kekuatan prediktif model yang moderat–kuat. Temuan ini menegaskan bahwa integrasi platform digital dalam strategi CRM tidak hanya memperkuat komunikasi dua arah, tetapi juga menjadi mekanisme strategis dalam meningkatkan retensi pelanggan dan daya saing UMKM sektor F&B. Implikasi teoretis dan panduan praktis bagi pelaku usaha serta pengembang kebijakan digital dibahas secara terperinci.   Digital transformation encourages MSMEs to optimize customer relationship management through Digital Customer Relationship Management (Digital CRM) to build long-term loyalty. Based on Relationship Marketing theory and a digital capability perspective, this study analyzes the effect of Digital CRM on customer loyalty in coffee shop MSMEs in Denpasar City. Using an explanatory research design, data were collected from 150 respondents through a structured questionnaire and analyzed using Partial Least Squares-Structural Equation Modeling (PLS-SEM) with SmartPLS 4. The test results show that Digital CRM has a positive and significant effect on customer loyalty (Beta = 0.805, p < 0.001), with an R² value of 0.648 indicating a moderate-strong predictive power of the model. This finding confirms that the integration of digital platforms in CRM strategies not only strengthens two-way communication but also serves as a strategic mechanism in increasing customer retention and competitiveness of MSMEs in the F&B sector. Theoretical implications and practical guidance for business actors and digital policy developers are discussed in detail.
Strategi Pengembangan Daya Tarik Wisata Budaya Desa Bangka Kuleng: Analisis SWOT untuk Destinasi Berkelanjutan di Manggarai Timur Ernestina Stika Mi’i; Ida Ayu Komang Juniasih; Sagung Agung Diah Pradnya Handayani; Ida Bagus Radendra Suastama; I Gusti Gde Oka Pradnyana
Forum Manajemen Vol 23 No 1 (2026): Jurnal Forum Manajemen April 2026
Publisher : STIMI Handayani Denpasar

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61938/fm.v23i1.671

Abstract

Pengembangan destinasi wisata budaya di daerah pedesaan Indonesia sering terhambat oleh ketimpangan antara potensi alam-budaya dan kesiapan tata kelola. Penelitian ini bertujuan merumuskan strategi pengembangan Desa Bangka Kuleng sebagai daerah tujuan wisata melalui analisis faktor internal dan eksternal. Menggunakan pendekatan kualitatif dengan studi kasus, data primer dikumpulkan melalui observasi partisipatif, wawancara semi-terstruktur dengan pemangku kepentingan kunci, dan dokumentasi. Analisis matriks SWOT mengidentifikasi kekuatan utama berupa keunikan artefak sejarah (Compang, Ngencung, Alu) dan atraksi budaya Manggarai, sementara kelemahan terletak pada keterbatasan pemandu lokal, SDM pariwisata, dan fasilitas pendukung. Peluang pengembangan didukung oleh rencana infrastruktur pemerintah dan potensi promosi digital, namun ancaman mencakup rendahnya kesadaran masyarakat dan risiko degradasi keaslian budaya. Strategi prioritas yang dirumuskan menekankan pemberdayaan SDM lokal, kolaborasi multipihak, dan promosi berbasis kearifan lokal. Temuan ini memperkaya literatur perencanaan destinasi pedesaan dengan menunjukkan bahwa keberlanjutan pariwisata budaya bergantung pada keseimbangan antara preservasi makna sakral dan adaptasi tata kelola modern.   The development of cultural tourism destinations in rural Indonesia is often hampered by the imbalance between natural and cultural potential and governance readiness. This study aims to formulate a strategy for developing Bangka Kuleng Village as a tourist destination through an analysis of internal and external factors. Using a qualitative approach with a case study, primary data was collected through participant observation, semi-structured interviews with key stakeholders, and documentation. A SWOT matrix analysis identified key strengths as the uniqueness of historical artifacts (Compang, Ngencung, Alu) and Manggarai cultural attractions, while weaknesses lie in the limited availability of local guides, tourism human resources, and supporting facilities. Development opportunities are supported by government infrastructure plans and the potential for digital promotion, but threats include low public awareness and the risk of degradation of cultural authenticity. The formulated strategic priorities are emphasizing local human resource empowerment, multi-stakeholder collaboration, and local wisdom-based promotion. These findings enrich the literature on rural destination planning by demonstrating that cultural tourism relies on a balance between preserving sacred meaning and adapting to modern governance.

Page 49 of 49 | Total Record : 482

 45   46   47   48   49 

Filter by Year

2006 2026


Reset
Filter By Issues
All Issue Vol 23 No 1 (2026): Jurnal Forum Manajemen April 2026 Vol 23 No 2 (2025): Jurnal Forum Manajemen October 2025 Vol 23 No 1 (2025): Jurnal Forum Manajemen April 2025 Vol 22 No 2 (2024): Jurnal Forum Manajemen Oktober 2024 Vol 22 No 1 (2024): Jurnal Forum Manajemen April 2024 Vol 21 No 2 (2023): Jurnal Forum Manajemen Vol 21 No 1 (2023): Jurnal Forum Manajemen Vol 20 No 2 (2022): Jurnal STIMI Vol. 20 No. 2 - 2022 Vol 20 No 1 (2022): Jurnal STIMI Vol. 20 No. 1 - 2022 Vol 19 No 2 (2021): Jurnal STIMI Vol. 19 No. 2 - 2021 Vol 19 No 1 (2021): Jurnal STIMI Vol. 19 No. 1 - 2021 Vol 18 No 2 (2020): Jurnal STIMI Vol. 18 No. 2 - 2020 Vol 18 No 1 (2020): Jurnal STIMI Vol. 18 No. 1 - 2020 Vol 17 No 2 (2019): Jurnal STIMI Vol. 17 No. 2 - 2019 Vol 17 No 1 (2019): Jurnal STIMI Vol. 17 No. 1 - 2019 Vol 16 No 2 (2018): Jurnal STIMI Vol. 16 No. 2 - 2018 Vol 16 No 1 (2018): Jurnal STIMI Vol. 16 No. 1 - 2018 Vol 15 No 2 (2017): Jurnal STIMI Vol. 15 No. 2 - 2017 Vol 15 No 1 (2017): Jurnal STIMI Vol. 15 No. 1 - 2017 Vol 14 No 2 (2016): Jurnal STIMI Vol. 14 No. 2 - 2016 Vol 14 No 1 (2016): Jurnal STIMI Vol. 14 No. 1 - 2016 Vol 13 No 2 (2015): Jurnal STIMI Vol. 13 No. 2 - 2015 Vol 13 No 1 (2015): Jurnal STIMI Vol. 13 No. 1 - 2015 Vol 12 No 2 (2014): Jurnal STIMI Vol. 12 No. 2 - 2014 Vol 12 No 1 (2014): Jurnal STIMI Vol. 12 No. 1 - 2014 Vol 11 No 2 (2013): Jurnal STIMI Vol. 11 No. 2 - 2013 Vol 11 No 1 (2013): Jurnal STIMI Vol. 11 No. 1 - 2013 Vol 10 No 2 (2012): Jurnal STIMI Vol. 10 No. 2 - 2012 Vol 10 No 1 (2012): Jurnal STIMI Vol. 10 No. 1 - 2012 Vol 9 No 2 (2011): Jurnal STIMI Vol. 9 No. 2 - 2011 Vol 9 No 1 (2011): Jurnal STIMI Vol. 9 No. 1 - 2011 Vol 7 No 1 (2009): Jurnal STIMI Vol. 7 No. 1 - 2009 Vol 6 No 2 (2008): Jurnal STIMI Vol. 6 No. 2 - 2008 Vol 6 No 1 (2008): Jurnal STIMI Vol. 6 No. 1 - 2008 Vol 4 No 2 (2006): Jurnal STIMI Vol. 4 No. 2 - 2006 More Issue