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 current dynamics of business economic growth and technological advances will in turn bring every organization or company, with the various products and services it offers, into an increasingly complex and competitive market atmosphere. To be able to survive in the increasingly tight business competition of providing higher education services. Therefore, each university, especially private universities, must be able to know where their competitive advantage lies, in order to then choose and implement the right business strategy, according to their position of advantage. The first thing that each PTS must do, before determining its competitive advantage position and choosing its business strategy, is to identify critical factors within the scope of its organization, both internal and external. This identification is the first step to find out existing strengths and opportunities, weaknesses, and potential threats that may arise. Then, by knowing this, each private university will be able to appropriately utilize the advantages and opportunities they have to limit/reduce the weaknesses and threats that may occur. The objects of this research are 9 (nine) private universities in the Surabaya Municipality area, which have a Faculty of Economics, Department of Management with B accredited status, based on data from the Kopertis Region VII Directory, 1999. This research aims to determine the competitive advantage position of each private university based on internal and external critical success factors, as well as determining what strategies are most appropriate to implement based on that position. This research uses qualitative analysis methods, which include SWOT analysis and matrix analysis. SWOT analysis seeks to compare the environmental opportunity and threat profile (ETOP) with the organization's strategic advantage profile (SAP). Meanwhile, matrix analysis is an analysis consisting of 3 (three) stages, namely the introduction stage (using the IFE and EFE matrices), the alternative development stage (IE matrix and SWOT matrix), and the decision stage (using QSPM). The research results show that; Firstly, Unika Widya Mandala, UK Petra, and Ubaya are in a very favorable position, namely in quadrant 1 of the IE matrix, while the other six private universities are in quadrant 2, which means they have a quite favorable position. Second, alternative strategies that can be applied for each PTS are as follows; Unika Widya Mandala should implement a market development strategy, Untag, UPB, UPN "Veteran" and Ubhara are recommended to implement a product development strategy, Unitomo with a backward integration strategy, Unipra uses a market penetration strategy, while UK Petra and Ubaya should implement a horizontal integration strategy. This can be used as a reference for preparing long-term strategies in the context of developing each PTS, so that it is hoped that its development will be more directed, focused, more effective and efficient in achieving the organization's vision and mission.

 

Keywords: EDUCATION, HIGHER; STRATEGIC PLANNING

 

Sources: http://repository.unair.ac.id/34804/