Yokie Radnan Kristiyono

Social media platforms help businesses connect, communicate, and access information, boosting brand loyalty and awareness. This study aims to determine the relationship between social media marketing, brand engagement, and brand trust toward customer experience and brand loyalty. The focus is on the importance of the role of social media marketing for frozen food brands. The paper uses a descriptive research design and a quantitative approach where data were collected by distributing online questionnaires among frozen food consumers through Google Forms. The selected 250 respondents were located in big cities in Indonesia, such as Jakarta, Bogor, Depok, Tangerang, and Bandung. The data were processed using SmartPLS v.4.0.0 to examine the results of the outer and inner models. The results show that social media marketing has a significant effect on brand trust. In addition, brand engagement has a significant effect on customer experience. Then, social media marketing has an insignificant effect on brand engagement. Brand trust has an insignificant effect on customer experience. Next, the customer experience has an insignificant impact on brand loyalty. In addition, a frozen food company’s social media advertising might not be able to reach its intended audience, which leads to little engagement. To preserve consistency and transparency, a brand should maintain open communication, a customer-centric strategy, and customer engagement through messaging, dialogues, and user-generated content.

Type of the article: Research Article

Abstract
Indonesia’s star-rated hotel industry has become increasingly competitive, placing pressure on hotels to adapt to rising guest expectations. This paper examines how perceived dynamic capability and perceived guest-centric strategic agility jointly enhance guest outcomes (satisfaction, loyalty, and advocacy) in the hotel industry using remains underexplored. Data were collected through an online questionnaire using purposive non-probability sampling to Indonesian guests (Gen X, Gen Y, and Gen Z) who stayed in three-star to five-star hotels within the past twelve months in 2025. This segment was selected because upper-tier hotels tend to implement adaptive service practices that are perceivable to guests. A total of 324 valid responses were analyzed using PLS-SEM with SmartPLS 4. The results revealed that perceived dynamic capability positively and significantly influenced both perceived guest-centric strategic agility and guest outcome. There was also a significant mediating effect of perceived guest-centric strategic agility on the relationship between perceived dynamic capability and guest outcome, indicating partial mediation. Age and income showed no significant effects, confirming the main model’s robustness across demographic groups. The findings suggest that hotels can enhance guest satisfaction, loyalty and advocacy by developing guest-perceivable dynamic capabilities and translating them into agile service delivery to sustain competitive positioning in a dynamic hospitality environment.

Acknowledgment
Conflict of interest: The authors declare that there are no conflicts of interest related to this study.