This study aims to know the implementation of the environmental management system (EMS) and determine the relationship of awareness of EMS and imlementation of EMS of the front office department at Hotel Le Meridien Bali Jimbaran. The data collection methods of this research were observation and questionnaire. The sampling technique in used was the saturated sampling technique with a total sample of 35 respondents. Data was collected using online questionnaires distributed to the respondents using QR barcodes. The questionnaire data were processed with the help of SPSS 25 software for windows. The data analysis technique uses frequency, mean, and standard deviation. In addition, correlation analysis technique was used to determine how far the front office employee awareness relates to EMS implementation. The results show that implementing EMS in the front office department was maximal. The correlation analysis results in employee awareness and the implementation of EMS in the front office department is moderate. The need to improve awareness of the front office department is thus considerably important

This study aims to identify the market segment of Ibis Styles Bali Legian Hotel and to find out the digital marketing strategy through the mobile application in increasing room sales. This study used descriptive qualitative research methods and used primary data through interviews, observations, documentation and questionnaires. The results showed that the market segments at Ibis Styles Bali Legian were mostly FIT (Free Independence Travelers) from the Distribution and inbound segments, and the majority of tourists from Australia. The digital marketing strategy through the mobile application in increasing room sales were through promotion of products and services for brand awareness, strengthening online reputation and traffic growth, through social media, online banners on the landing page, optimization of SEO, SEM and keywords to facilitate searches/browses, collaborate with influencers and travel bloggers as well as provide extra benefits in transactions made through mobile applications. With this strategy, impacting the reservations via mobile applications is dominating the market segment by 85% of the total market and increase the sales from year to year.

This study aims to examine the resilience of the management of the Bongkasa Pertiwi Badung tourist village in the midst of the COVID-19 pandemic. The resilience of the management of the Bongkasa Pertiwi Badung tourist village is a form of resilience and adaptation to the empowerment of tourism villages through BUMDes. In particular, this research is expected to be able to produce a model of institutional capacity development for the successful management of Bongkasa Pertiwi Badung tourism village through BUMDes in the tourist village. There are 455 BUMDes that manage tourist villages under tourism awareness groups (Pokdarwis) in Bali which are engaged in various productive sectors, so the approach used in this study is a combination of qualitative and quantitative approach. The qualitative approach is case study. The quantitative approach is descriptive by displaying statistical data where the data collection method uses a questionnaire-based interview. Data analysis methods consist of scoring and weighting with the PCA method, quadrant important-performance analysis, and correlation analysis. Therefore, this research was conducted in the midst of the COVID-19 pandemic which focused on the level of resilience in the management of the Bongkasa Pertiwi Badung tourist village to the impact of the COVID-19 pandemic. As a tourist destination area that receives tourist visits, the analysis is reviewed from the aspect of attractions, activities and amenities. The tourism component is reviewed based on two important respondents in the tourism business, namely visitor/tourist respondents (attractions-activities) and business actors (amenities). The formulation of the indicators for tourism village management resilience in this study was carried out according to the cleanliness, health, safety, and environmental sustainability (CHSE) framework where the benchmark used focused on the 3rd pillar, which is related to social, cultural, and environmental capacity. The review of the "community" context in this study is related to the community in the tourism business, namely visitors/tourists and small and medium enterprises/SMEs.

The main task of tourism department according to the regulation of Bali Governor no 51 of 2008 is to formulate technical policies in the field of tourism, to manage and facilitate the field of tourism, to issue licenses and to carry out public services in the field of tourism, fostering the implementation of tasks in the field of tourism and to carry out administrative affairs. In line with the importance of tourism and to develop tourism in order to achieve social welfare, then, the regional government has established an agency to promote Tourism in Indonesia. The establishment of a regional tourism agency is based on act no 10 of 2009 regarding tourism, where this agency is an independent private agency. This agency becomes partner for regional government to promote tourism sector. Nowadays, tourism sector in Indonesia is not only focused on profit oriented, but it is more about improving community welfare. Thus, community based tourism concept is the most appropriate concept to be implemented in order to achieve the goal. One form ofhas 11 (eleven) tourist villages, and eight of them are not improved yet due to the role of the tourism department which has not been maximized yet. The Regional Tourism Department is not only as a policy maker, but it also has a role to conduct supervision and guidance toward the tourist villages by requesting advice from Regional Tourism Promotion Agency. This agency has the main task to promote tourism including tourist villages, thus, automatically this agency knows more the need of tourism market. Such as; giving appropriate education to the human resources, reviewing management system and improving existed tourist destination, facilities and infrastructure. The Regional Tourism Promotion Agency as an implementer agency a has role to submit advices to the Regional Tourism Department and also to guide the tourist village development. Beside the mutual cooperation between the partners, community role is also important. Community as the manager of tourist village, must be able to coordinate actively with the Regional Tourism Department and Regional Tourism Promotion Agency, therefore, the eight tourist villages which are not developed well yet can be saved. The Regional Government must put attention on it. There must be a synergistic relationship between the Regional Tourism Department, The Regional Tourism Promotion Agency and the Tourist Village so that Tourist Village as one form of Community Based Tourism can be developed according to its goal.

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