۱- Introduction

۲- Literature review

۳- IPA based SWOT framework

۴- Case study of Higher Education Institutions in Thailand

۵- Conclusion

References

Abstract

SWOT analysis, a commonly used tool for strategic planning, is traditionally a form of brainstorming. Hence, it has been criticised that it is likely to hold subjective views of the individuals who participate in a brainstorming session and that SWOT factors are not prioritized by their significance thus it may result in an improper strategic action. While most studies of SWOT analysis have only focused on solving these shortcomings separately, this study offers an approach to diminish both shortcomings by applying Importance-Performance Analysis (IPA) to identify SWOT based on customer satisfaction surveys which produces prioritized SWOT corresponding to the customers’ perception. Through the use of IPA based SWOT analysis, it is expected that a organisation can efficiently formulate strategic planning as the SWOT factors that should be maintained or improved can be clearly identified based on customers’ viewpoints. The application of the IPA based SWOT analysis was illustrated and evaluated through a case study of Higher Education Institutions in Thailand. The evaluation results showed that SWOT analysis of the case study accurately reflected the organisation’s situations thereby demonstrating the validity of this study.

Introduction

Understanding the business environment is central to a strategic planning process. Among the most important tools to facilitate such understanding is the SWOT analysis (Hill & Westbrook, 1997; Ying, 2010). It helps organizations to gain a better insight of their internal and external business environment when making strategic plans and decisions by analysing and positioning an organization’s resources and environmentin four regions: Strengths,Weaknesses, Opportunities and Threats. SWOT analysis has been praised for its simplicity and has been in continued use since the 1960s. However, in practice it cannot offer an efficient result and sometimes may lead to a wrong business decision (Coman & Ronen, 2009; Wilson & Gilligan, 2005). This is because the traditional approach of SWOT analysis is based on qualitative analysis in which SWOT factors are likely to hold subjective views of managers or planner judgements. Besides, SWOT factors in each region are either not measurable or ranked by the significance towards anorganisation’sperformance.Inaddition,the SWOT analysis should be evaluated by considering the customer’s perspective rather than being evaluated solely on the organisation’s point of Introduction Understanding the business environment is central to a strategic planning process. Among the most important tools to facilitate such understanding is the SWOT analysis (Hill & Westbrook, 1997; Ying, 2010). It helps organizations to gain a better insight of their internal and external business environment when making strategic plans and decisions by analysing and positioning an organization’s resources and environmentin four regions: Strengths,Weaknesses, Opportunities and Threats. SWOT analysis has been praised for its simplicity and has been in continued use since the 1960s. However, in practice it cannot offer an efficient result and sometimes may lead to a wrong business decision (Coman & Ronen, 2009; Wilson & Gilligan, 2005). This is because the traditional approach of SWOT analysis is based on qualitative analysis in which SWOT factors are likely to hold subjective views of managers or planner judgements.