Title: HIGHER EDUCATION STRATEGY ANALYSIS: EXTERNAL AND INTERNAL FACTORS AS A BASIS FOR DETERMINING COMPETITIVE ADVANTAGE POSITION AND STATEGY SELECTION
Author: Lis Andriani HR
Item Type : Thesis (Thesis)
Affiliations: Master of Management Study Program, Faculty of Economics and Business, Universitas Airlangga , Surabaya, Indonesia
Publisher: Universitas Airlangga
Abstract
The dynamics of business economic growth and current technological advances will in turn bring every organization and company, with a variety of products and services it offers, into an increasingly complex and competitive market atmosphere to be able to survive in the business competition for the provision of high education services that are so strict today, then each university, especially private universities, must be able to know the location of the position of competitive advantage, to then choose and apply the right business strategy, in accordance with the position of the excellence of high education services. The first thing that must be done by each PTS, before determining the position of competitive excellence and choosing its business strategy, is to identify critical factors within the scope of its rganization, both internal and external. This identification is the first step to find out the strengths and opportunities that exist, weaknesses, and potential threats that may arise. Then, by knowing this, each PTS will be able to appropriately utilize the advantages and opportunities they have to limit/ reduce the weaknesses and threats that might occur. The object of this research is 9 (nine) private tertiary institutions in the Surabaya Municipal Region, which has the Faculty of Economics Department of Management with an accredited status B, based on data from the Kopertis Region VII directory, in 1999. This study aims to determine the position of competitive advantage of each PTS based on the factors of critical internal and external success factors it has, and determine what strategies are most suitable to be applied based on this position. This study uses qualitative analysis methods, which include SWOT analysis and matrix analysis. SWOT analysis seeks to compare the profile of the opportunity and environmental threats (ETOP) with the Organizational Strategic Excellence Profile (SAP). Meanwhile, matrix analysis is an analysis consisting of 3 (three) stages, namely the introduction stage (using the IFE and EFE matrix), the alternative development stage (IE matrix and SWOT matrix), as well as the decision stage (using QSPM). The results showed that; First, Unika Widya Mandala, UK Petra, and Ubaya are in a very profitable position, which is located in quadrant 1 of the IE matrix, while the other six PTS is in quadrant 2, which means it has a fairly profitable position. Second, alternative strategies that can be applied to each PTS are as follows; Unika Widya Mandala should carry out market development strategies, Untag, UPB, UPN "Veteran" and Ubhara are recommended to implement product development strategies, Unitomo with back integration strategies, Unipra uses market penetration strategies, while UK Petra and Ubaya should implement horizontal integration strategies that can be used as a reference for the preparation of long-term strategies in vision and mission of the organization.
Keywords: EDUCATION, HIGHER; STRATEGIC PLANNING
Sources: http://repository.unair.ac.id/34804/