Ekodestinasi

Strategi Pengembangan Agrowisata Desa Rantau Kermas Kabupaten Merangin dengan Metode SOAR

Dwi Hastuti — 2026-05-11

This study aims to analyze and formulate the direction of agrotourism development in Merangin Regency using the SOAR (Strengths, Opportunities, Aspirations, Results) approach. The research method used is descriptive with a qualitative approach. Data were obtained through observation, interviews, documentation, and literature studies, then analyzed to identify strengths, opportunities, aspirations, and development results. The analysis results show that Merangin agrotourism has strengths in the form of abundant natural resource potential, beautiful landscapes, and local community support. Development opportunities are also quite large, supported by the increasing interest in nature-based tourism, government policies, and the development of digital technology. Based on the results of the SOAR calculation, the Strengths (9.3), Opportunities (9.4), Aspirations (9.45), and Results (9.42) scores were obtained. These values indicate that the aspirations and results aspects have the highest scores, indicating that the development of Merangin agrotourism has a clear strategic direction and targets. However, the strengths aspect still needs to be strengthened to be able to support the achievement of aspirations and results optimally. Thus, the development of Merangin agrotourism is directed at optimizing local potential, increasing human resource capacity, strengthening promotion, and sustainable management.

Penerapan Teknik Pengendalian Food Cost Untuk Mengurangi Pemborosan Bahan Baku pada Pastry di Padma Resort Legian Kuta Bali

Ni Made Dwi Puspita Anggreni — 2026-05-11

The hospitality industry requires effective cost control to maintain operational efficiency, particularly in the Food and Beverage department. The pastry section is highly vulnerable to waste due to its use of high-cost and perishable raw materials. This study aims to analyze the implementation of food cost control techniques to reduce raw material waste in the Pastry Department at Padma Resort Legian, Bali. This research uses a qualitative descriptive approach with field research methods. Data were collected through observation, interviews, and documentation involving pastry staff, supervisors, and cost control personnel. The results show that food cost control techniques have been applied through standard recipes, portion control, inventory management using forecasting and FIFO methods, variance analysis, and waste monitoring. However, several obstacles were identified, including human error, inconsistent implementation of SOPs, inadequate procurement specifications, and unstable storage conditions. To overcome these challenges, the department implemented corrective actions such as waste tracking systems, yield optimization, improved coordination, and regular staff briefings. Overall, the implementation is effective but requires stronger consistency and supervision to achieve optimal efficiency.

Peran Kitchen Management dalam Penerapan FIFO pada Operasional Dapur di Hotel Padma Resort Legian

I Nyoman Arta Ribawa Gunawan — 2026-05-11

This study aims to identify the obstacles in implementing the FIFO (First In First Out) system and to analyze the role of kitchen management in supervising and controlling its implementation in kitchen operations at Padma Resort Legian. The research employed a descriptive qualitative method with data collection techniques including observation, interviews, and documentation. The informants consisted of 8 individuals: Executive Chef, Executive Sous Chef, Junior Sous Chef, Chef de Partie, and Commis. Data analysis was conducted through data reduction, data presentation, and conclusion drawing. The results indicate that FIFO implementation has been carried out according to standard operating procedures through proper storage arrangement, labeling, and inventory recording, but it is not yet optimal. The main obstacles include high operational workload, limited storage space, lack of staff consistency, inadequate labeling, and insufficient supervision. Kitchen management plays a crucial role in ensuring effective FIFO implementation through SOP planning, direct supervision, inventory control systems, and staff training. Therefore, improved supervision, coordination, and continuous training are necessary to optimize FIFO implementation.

Strategi Manajemen dalam Meningkatkan Kualitas Pelayanan Pramusaji di Sky Light Rooftop Bar Kuta Beach Hotel

I Made Putra Mertha Sedana — 2026-05-11

This study aims to analyze the management strategy in improving waiter service quality at Sky Light Rooftop Bar, Kuta Beach Hotel. The background of this research is based on fluctuations in guest visits and inconsistencies in service quality, which indicate that service standards have not been fully implemented optimally. This research uses a qualitative field research approach. Data were collected through observation, interviews, and documentation with Food and Beverage management staff. The data analysis technique used is descriptive qualitative analysis through data reduction, data presentation, and conclusion drawing. The results show that management has implemented several strategies such as training and development, daily briefing, and periodic performance evaluation. However, the implementation of these strategies is not yet fully consistent, especially during peak hours. Several obstacles were found, including limited product knowledge of waiters, inconsistency in SOP implementation, high workload during busy hours, and lack of utilization of guest feedback. Therefore, it can be concluded that waiter service quality at Sky Light Rooftop Bar is still in the development stage and requires more systematic and sustainable management improvement strategies.

Upaya Manajemen dalam Meningkatkan Kualitas Pelayanan Pramusaji di Café Del Mar Canggu Bali

Ni Komang Suriani — 2026-05-12

This study examines the gap between expected and actual service quality and analyzes the role of management in improving waiter performance at Café del Mar Canggu Bali. This research addresses this gap by integrating the SERVQUAL framework with management functions to understand service quality as an outcome of organizational practices.This study employs a qualitative descriptive approach. Data were collected through observation, in-depth interviews, and documentation involving managers, supervisors, and waiters directly engaged in service operations. The data were analyzed to identify patterns of service inconsistency and managerial responses in addressing operational challenges.The findings reveal that service quality gaps primarily occur in responsiveness, reliability, and empathy dimensions, particularly during peak operational conditions. These issues are not solely caused by individual performance, but are also linked to coordination weaknesses, uneven competency distribution, and limitations in training implementation. Management responses include training programs, daily briefings, supervision, performance evaluation, and SOP enforcement, supported by operational adjustments such as staff addition during peak seasons and improved team communication. The study highlights that service quality consistency is strongly influenced by the integration of managerial systems and operational execution.This research contributes to hospitality management literature by extending SERVQUAL analysis through a managerial process perspective, positioning service quality as a systemic outcome rather than an individual performance issue.

Strategi Meningkatkan Kualitas Pelayanan Pramusaji

Ni Made Anggita Pratiwi — 2026-05-14

This study aims to examine management efforts to improve the quality of waitstaff service, identify the challenges faced, and analyze the solutions implemented at Mozzarella By The Sea Restaurant, The Bandha Hotel & Suites Legian, Bali. The study employs a qualitative descriptive approach, utilizing data collection techniques such as observation, interviews, and documentation. A total of six research informants were selected through purposive sampling, consisting of the Assistant Food and Beverage Manager and the Restaurant Manager as key informants, as well as waiters/waitresses and daily workers as supporting informants. The results of the study indicate that management has implemented various efforts to improve the quality of waitstaff service through daily and monthly briefings, product knowledge training, and the implementation of Standard Operating Procedures (SOPs) such as repeat orders. Additionally, management provides training on personal grooming to enhance the professionalism of the waitstaff. However, several challenges exist, such as low waitstaff awareness regarding attendance at briefings, limited retention of training materials, and individual skill disparities, which continue to result in service errors. To address these challenges, management has implemented personal evaluations, repeated training content during briefings, and work schedules tailored to waitstaff capabilities. These efforts are deemed sufficiently effective in improving service quality, although consistent implementation remains necessary.