Pusat Kontak sebagai Infrastruktur Komunikasi   Strategis Pemerintah: Implementasi Komunikasi Dua Arah  kepada Pelaku Usaha

Akmal Darmawan; Easter Tobing

doi:10.62383/komunikasi.v3i4.1225

Authors

Akmal Ramadhan Darmawan Perbanas Institute, Jakarta
Easter B. U. Tobing Perbanas Institute, Jakarta

DOI:

https://doi.org/10.62383/komunikasi.v3i4.1225

Keywords:

Contact Center, Government Communication, Stakeholder Engagement, Strategic Communication, Two-Way Communication

Abstract

The complexity of industrial regulation and technical services creates a need for communication mechanisms that allow businesses to obtain information and convey problems directly to the government. This condition prompted Work Unit X within the Ministry of Industry to develop a WhatsApp-based contact center since 2022. This study aims to analyze the implementation of two-way communication through the contact center and its contribution to the strategic communication of Work Unit X. The study uses a qualitative approach with a case study design. Data were obtained through observation of contact center activities, operational interaction data, analysis of one month of conversation samples, and interviews with contact center officers and businesses. The results show that the contact center has formed a two-way communication mechanism characterized by direct access from businesses to the government to ask questions, solve problems, seek clarification, and submit complaints. Of the interactions, 37.1% were information seeking, 11.2% clarification, 24.6% problem solving, 22.3% complaint, and 4.8% dialogue. Of the questions submitted, 76.5% were resolved, 19.4% required coordination with related units and/or institutions, and 4.1% could not be resolved because the answers were confidential and/or contrary to applicable regulations. Nevertheless, two-way communication has not fully developed into dialogic and strategic communication because there is no formal standard operating procedure (SOP) or technical guideline for the contact center, including mechanisms for classifying and documenting questions and managing feedback. This study shows that the contact center has functioned as a strategic communication infrastructure at the operational level, but strengthening organizational listening, knowledge management, and the feedback loop is required so that interactions with businesses can be converted into organizational learning and improvement. This study produces a strategic communication optimization model based on the contact center consisting of access, interaction, responsiveness, dialogue, feedback, organizational learning, and service improvement.

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