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<title>2025</title>
<link>http://repository.president.ac.id/xmlui/handle/123456789/13746</link>
<description/>
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<dc:date>2026-04-06T10:54:06Z</dc:date>
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<item rdf:about="http://repository.president.ac.id/xmlui/handle/123456789/13852">
<title>AN ANALYSIS OF THE RELATIONSHIP BETWEEN ORGANIZATIONAL COMMITMENT TO EMPLOYEE PRODUCTIVITY: A CASE STUDY AT  BEACH RESORT XYZ</title>
<link>http://repository.president.ac.id/xmlui/handle/123456789/13852</link>
<description>AN ANALYSIS OF THE RELATIONSHIP BETWEEN ORGANIZATIONAL COMMITMENT TO EMPLOYEE PRODUCTIVITY: A CASE STUDY AT  BEACH RESORT XYZ
Wisesa, Bunga Ayu Roro
The hospitality industry is a highly competitive industry, so it is necessary to ensure&#13;
that employee productivity is at an optimal level in order to maintain service quality.&#13;
At Beach Resort XYZ, there are several problems that affect employee productivity,&#13;
therefore it is necessary to understand organizational commitment to employee&#13;
productivity. This research aims to analyze the relationship between organizational&#13;
commitment, which consists of affective, normative, and continuance commitment,&#13;
on employee productivity at Beach Resort XYZ. This study uses a qualitative&#13;
method because it focuses on a deep understanding of the subjective experiences of&#13;
employees and also because there have not been many previous studies that use&#13;
qualitative methods for research on related topics and also those that directly&#13;
discuss Beach Resort XYZ. In this study, data was obtained through semi-structured&#13;
interviews with selected employees as respondents. The respondents in this study&#13;
were non-managerial operational staff who were selected using purposive sampling&#13;
techniques. Moreover, the data obtained through the interviews were analyzed using&#13;
thematic analysis with NVivo software. To enhance validity of findings,&#13;
triangulation method used by comparing and then conducted member checking. The&#13;
findings reveal that strong organizational commitment can enhance employee&#13;
productivity, while lack of organizational commitment often results&#13;
decreased productivity.
</description>
<dc:date>2025-01-01T00:00:00Z</dc:date>
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<item rdf:about="http://repository.president.ac.id/xmlui/handle/123456789/13851">
<title>THE EFFECTS OF SOURCE CREDIBILITY AND INFORMATION QUALITY IN EWOM ON GEN Z’S PURCHASE INTENTION FOR BEAUTY PRODUCTS ON TIKTOK SHOP: THE CONDITIONAL MEDIATING ROLE OF UGC</title>
<link>http://repository.president.ac.id/xmlui/handle/123456789/13851</link>
<description>THE EFFECTS OF SOURCE CREDIBILITY AND INFORMATION QUALITY IN EWOM ON GEN Z’S PURCHASE INTENTION FOR BEAUTY PRODUCTS ON TIKTOK SHOP: THE CONDITIONAL MEDIATING ROLE OF UGC
Tjandi, Vanessa Febriartha
Indonesia’s rapid digitalization and the dominance of Gen Z in social commerce,&#13;
particularly on TikTok Shop’s beauty segment, highlighting the main role of&#13;
Electronic Word of Mouth (E-WOM) in shaping Purchase Intention. However,&#13;
persistent trust gaps in e-commerce underscore the need to know how source&#13;
&#13;
credibility and information quality influence Gen Z’s decision-making, with user-&#13;
generated content (UGC) potentially mediating these effects. This study employed&#13;
&#13;
a quantitative survey with N = 257 Gen Z consumers in Indonesia and analyzed&#13;
the data using SmartPLS. The results indicate that source credibility (β = 0.384,&#13;
p&lt;.001,95% BCa CI [0.281, 0.494]) and information quality (β = 0.299,&#13;
p&lt;.001,95% BCa CI [0.207, 0.393]) significantly influence purchase intention (R2&#13;
= 0.517). Both source credibility (β = 0.460, p&lt;.001) and information quality (β =&#13;
0.175, p = .010) also increase UGC, which in turn predicts purchase intention (β =&#13;
0.175, p&lt;.001). A comparative analysis further confirmed that source credibility is&#13;
a significantly stronger driver of purchase intention than information quality (Δ =&#13;
0.124, p=.004). UGC partially mediates the effect of source credibility on&#13;
purchase intention, but mediation of information quality via UGC is not&#13;
supported. The model demonstrates moderate predictive relevance for UGC&#13;
(Q2&#13;
predict =0.311) and substantial predictive relevance for PI (Q2&#13;
&#13;
predict = 0.483),&#13;
confirming its out-of-sample predictive power. These findings contribute to a&#13;
deeper understanding of E-WOM dynamics in social commerce and provide&#13;
practical insights for beauty brands in optimizing TikTok-based marketing&#13;
strategies.
</description>
<dc:date>2025-01-01T00:00:00Z</dc:date>
</item>
<item rdf:about="http://repository.president.ac.id/xmlui/handle/123456789/13850">
<title>BUSINESS PLAN OF MARGO JOYO PECEL LELE</title>
<link>http://repository.president.ac.id/xmlui/handle/123456789/13850</link>
<description>BUSINESS PLAN OF MARGO JOYO PECEL LELE
F, Dinda Maulina
Margo Joyo Pecel Lele is a proposed culinary business based in Subang, West Java, offering&#13;
a modern dining experience for traditional Indonesian street food lovers. With a focus on&#13;
authentic flavors, affordability, and customer comfort, the business targets middle-to-lower&#13;
income consumers, particularly Gen Z and Millennials who seek convenient and satisfying&#13;
meals. Backed by strong industry trends, such as rising catfish consumption, increased food&#13;
spending, and the continued popularity of traditional dishes, Margo Joyo presents strong&#13;
potential for sustainable growth. The menu features pecel lele, pecel ayam, pecel bebek, fried&#13;
rice, and seafood, with sambal customization, free teh tawar for dine-in, and a spacious,&#13;
hygienic environment as key differentiators. Marketing efforts combine offline strategies with&#13;
digital engagement through TikTok, Instagram, and delivery apps like GoFood and&#13;
GrabFood. Supported by a loyalty program and efficient operations, the business is expected&#13;
to reach profitability and recover its initial investment within approximately 3 years and 7&#13;
months. With future expansion in mind, Margo Joyo Pecel Lele aims to preserve Indonesia’s&#13;
culinary heritage while embracing the demands of a modern market.
</description>
<dc:date>2025-01-01T00:00:00Z</dc:date>
</item>
<item rdf:about="http://repository.president.ac.id/xmlui/handle/123456789/13849">
<title>THE INFLUENCE OF THE MARKETING MIX ON CUSTOMER SATISFACTION AT LALASSA BEACH CLUB, PANDEGLANG (BANTEN): A PLS-SEM  STUDY</title>
<link>http://repository.president.ac.id/xmlui/handle/123456789/13849</link>
<description>THE INFLUENCE OF THE MARKETING MIX ON CUSTOMER SATISFACTION AT LALASSA BEACH CLUB, PANDEGLANG (BANTEN): A PLS-SEM  STUDY
Wahyudi, Rafli
Tourist destinations sustain the economy, but some, such as Lalassa Beach Club&#13;
(LBC) in Pandeglang, Banten, have been suffering from declining tourist visits,&#13;
inadequate facilities, perceived price disparity, limited accessibility, and weak&#13;
promotion. This study examined the influence of the marketing mix (4Ps: product&#13;
(PD), price (PR), place (PL), and promotion (PM)) on customer satisfaction (CS) at&#13;
Lalassa Beach Club. A quantitative design was employed, utilizing an online survey&#13;
with 306 valid respondents who had visited Lalassa Beach Club within the prior six&#13;
months. Data were collected during July to August 2025 using purposive sampling,&#13;
with respondents reached via social media platforms. Participation was voluntary,&#13;
and informed consent was obtained in line with IRB requirements. The survey used&#13;
a 5-point Likert scale, and results were analyzed with Partial Least Squares&#13;
Structural Equation Modeling (PLS-SEM) using SmartPLS 4.0. Findings showed&#13;
that all four variables significantly influenced customer satisfaction, with Place&#13;
(PL) (β = 0.310, p &lt; 0.05) emerging as the strongest predictor, followed by Price&#13;
(PR) (β = 0.255, p &lt; 0.05), Product (PD) (β = 0.249, p &lt; 0.05), and Promotion (PM)&#13;
(β = 0.180, p &lt; 0.05). Collectively, these variables explained 77.9% of the variance&#13;
in customer satisfaction (CS) (R2 = 0.779). The results highlight the importance of&#13;
accessibility, affordability, quality facilities, and multi-channel promotion in&#13;
shaping tourist satisfaction. A key implication is that managers should invest in&#13;
improving accessibility and facility standards while refining pricing fairness cues&#13;
to sustain competitiveness in mid-sized coastal resorts.
</description>
<dc:date>2025-01-01T00:00:00Z</dc:date>
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