IJTEEE
International Journal of Technology Enhancements and Emerging Engineering Research (ISSN 2347-4289)
PREVIOUS PUBLICATIONS



IJTEEE >> Volume 3 - Issue 11, November 2015 Edition



International Journal of Technology Enhancements and Emerging Engineering Research  
International Journal of Technology Enhancements and Emerging Engineering Research

Website: http://www.ijteee.org

ISSN 2347-4289



Use Of SWOT And Delphi Method As A Strategy Making Tool Of Food Industry Management

[Full Text]

 

AUTHOR(S)

Md. Monir Hossain, Md. Kamal Hossain

 

KEYWORDS

Keywords : SWOT; Delphi; Strategy; Likert Scale

 

ABSTRACT

ABSTRACT: Nowadays, it is not questionable that the business environment of any organization is more dynamic and tumultuous. Therefore, it is indispensable to the organizations to formulate the distinguished strategy in order to triumph the competitive and turbulent business world. On the other hand, food business is more fragile and susceptible to the turbulent business world. In this essence, the purpose of this work was to formulate the strategies of a firm in food industry. In this study, the SWOT matrix, and Delphi method were used to evaluate the external and internal factors in order to establish more stable and profitable food business policy. By this study 39 experienced managerial personnel of 13 food business factories were employed in order to evaluate the different variables of each factor of Strength, Weakness, Opportunities and Threats. The expert’s evaluations were quantified by Likert Scale. There were indentified 35 variables of factors of Strength, Weakness, Opportunities and Threats. The less weighted variables were avoided from the SWOT matrix and strategy formulation. SWOT matrix was formed based on the prioritized SWOT variables with four quadrants; maxi – mini (ST strategy), mini – mini (WT strategy), mini – maxi (WO strategy) and maxi-maxi (SO strategy). Finally, it was hoped that this study will be a promising resource to any organization to overcome the external weakness and threats and also to plan their short term and long term business policy.

 

REFERENCES

[1] N. Shahriyar, “SMEs of Bangladesh: A critical study of leather Industry”, 2013.

[2] D. Cartlidge, “New aspects of quantity surveying practice”, Oxford: Butterworth Heinemann, 2002.

[3] P. Smith, “Trends in the Australian quantity surveying profession: 1995 – 2003”, International Roundup, Vol. 19, No.1, 1995.

[4] R. Davis, P. Watson, and C.L. Man, “Knowledge management for the quantity surveying profession”, Proceedings of the FIG Working Week. Hong Kong, 2007.

[5] J. Mbachu, and R. Nkado, “Conceptual framework for assessment of client needs and satisfaction in the building development process”, Construction Management & Economics, Vol. 24, No. 1, pp. 31-44, 2006.

[6] A. Humphrey, "SWOT Analysis for Management Consulting", SRI Alumni Newsletter, 2005.

[7] K. Strandholm and K. Kumar, “Differences in Envi-ronmental Scanning Activities between large and small organizations: The advantage of size”, Journal of American Academy of Business, Vol. 1, No. 2, pp.416-434, 2003.

[8] Vorhies, W.M. Douglas, and A. Neil, “Benchmarking marketing capabilities for sustainable competitive advantage”, Journal of Marketing, Vol. 69, pp. 80-94, 2005.

[9] Chan, L.M. Lisman, M.A. Shaffer, and E.D. Snape , “In search of sustained competitive advantage: The impact of organizational culture, competitive strategy and human resource management practices on firm performance”, International Journal of Human Resource Management, Vol. 15, No. 1, pp. 15-35, 2004.

[10] A. Thompson, and J. Walker “Retail network planning-Achieving competitive advantage through geographical analysis”, Journal of Targeting, Measurement and Analysis for Marketing, Vol.13, No.3, pp. 250-257, 2005.
[11] D. Walker, “Sustainability: Environmental Manage-ment, transparency and competitive advantage”, Journal of Retail and Leisure Property, Vol.7, No.2, pp.119-130, 2008.

[12] Chan, S. Peng, Heide, and Dorothy “Information Technology and the New Environment: Developing and Sustaining Competitive Advantage”, Sam Ad-vanced Management Journal, pp. 4-9, autumn 1992.

[13] D. Langford, and S. Male, “Strategic management in construction”, Chichester: Wiley-Blackwell, 2008.

[14] M. Palese, and T.Y. Crane, “Building an integrated issue management process as a source of sustainable competitive advantage”, Journal of Public Affairs, Vol.2 No. 4, pp.284-292, 2002.

[15] W.F. Glueck, and L.K. Jauch, “Business policy and strategic management”, 5 ed., Singapore: McGraw-Hill, 1988.

[16] J. Seddon, R. Davis, M. Loughran, and R. Murrell, “BS 5750 implementation and value added: a survey of registered companies”, Buckingham: Vanguard consulting limited, 1993.

[17] T. Reardon, E. Farina, J.M. Codron, L. Busch, J. Bingen, and C. Harris, “Global change in agrifood grades and standards: Agribusiness strategic responses in developing countries”, International Food and Agribusiness Management Review , Vol. 2, No. 3, 2001.

[18] A. Gillespie, “Foundations of economics. Oxford University Press”, Retrieved February 23, 2010.

[19] M. Hardie, G. Miller, K. Manley, and S. McFallan, “The quantity surveyor’s role in innovation generation, adoption and diffusion in the Australian construction industry”, Proceedings of the QUT Research, Week, 4 – 8 July, Brisbane, Australia, 2005.

[20] C. Colatore, and J.A. Caswell,” The cost of HACCP implementation in the seafood Industry: A case study of Breaded Fish” In L. Unnevehr, Ed. The economics of HACCP: Costs and benefits, St. Pazl, Eagan Press, pp. 45-68, 2000.

[21] H. Vagianni, Iosifidis, and Th. Petanidou, “The Use of the SWOT analysis in the spatial and developmental planning: the case of the ecotourist planning in Polichnito”, on the island of Lesbos. Topos, Vol. 20, No. 22, pp. 119-137, 2003.

[22] R. Bennett, “Corporate strategy. Financial Times,” Pitman Publishing. 2nd edition, 1999.

[23] R. Dyson, “Strategic planning: models and analytical techniques” John Wiley & Sons, 1994.

[24] G. Boseman, and A. Phatak, “Strategic Management.-text and cases”, John Wiley and sons, 2nd edition, 1989.

[25] J. Bourgeois, I. Duhaime, and L. Stimpert, “Strategic Management- A managerial perspective”, 2nd edition, 1999.

[26] T.L. Wheelan, and J.D. Hunger, “Strategic Manage-ment and Business Policy”, 5th Edition, Addison-Wesley, Reading, MA, 1998.

[27] F. Woudenberg, “An Evaluation of Delphi, in: Tech-nological Forecasting and Social Change”, Vol. 40, pp. 131 – 150, 1991.

[28] A. Kaplan, A. L. Skogstad, and M.A. Girshick, “The Prediction of Social and Technological Events”, In The Public Opinion Quarterly, XIV, pp. 93-110, 1950.

[29] M. Adler, and E. Ziglio, “Gazing into the oracle: The Delphi method and its application to social policy and public health”, London: Kingsley Publishers, 1996.

[30] R. Kreitner, and A. Kinecki, “Organizational behavior (2nd Ed.)”, Homewood, IL: Irwin, 1992.

[31] C.A. Christie, and E. Barela, “The Delphi technique as a method for increasing inclusion in the evaluation process”, The Canadian Journal of Program Evaluation, Vol. 20, N0. 1, pp.105-122, 2005.

[32] N. Dalkey, “The Delphi method: An experimental study of group opinion”, Santa Monica, CA: Rand Corporation, 1969.

[33] G. Rowe, F. Wright, and Bolger, “Delphi: A re-evaluation of research and theory”, Technological Forecasting and Social Change, Vol. 39, pp. 235-251, 1991.

[34] N.C. Dalkey, and O. Helmer, “An experimental application of the Delphi method to the use of experts”, Management Science, Vol.9, No. 3, pp.458-467, 1963.

[35] J.S. Gregory, T.H. Francis and K. Jennifer “The Delphi Method for Graduate Research”, Journal of Information Technology Education, Vol. 6, 2007.

[36] O. Chitu and D.P. Suzanne, “The Delphi Method as a Research Tool: An Example, Design Considerations and Applications”, Information & Management, Vol. 42, No. 1, pp. 15–29, December 2004.

[37] P.M. Mullen, “Delphi: Myths and reality”, Journal of Health Organization and Management’, Vol. 17, No. 1, pp. 7-52, 2003.

[38] M. Häder, and S. Häder, “Delphi und Kognitionspsychologie: Ein Zugang zur theoretischen Fundierung der Delphi-Methode”, in: ZUMA-Nachrichten, Vol. 37, No.19. p. 12, Novem-ber 1995.

[39] W. Wechsler, “Delphi-Methode, Gestaltung und Po-tential für betriebliche Prognoseprozesse, Schrifte-nreihe Wirtschaftswissenschaftliche Forschung und Entwicklung, München”, 1978.

[40] M. Turoff, S.R. Hiltz, “The Delphi method and its application to social policy and public health London, UK: Jessica Kingsley Publishers, pp. 56-88, 1996.

[41] B. Ludwig, “Predicting the future: Have you consi-dered using the Delphi methodology?” Journal of Extension, Vol. 35, No. 5, pp. 1-4, 1997.

[42] G. J. Skulmoski, F.T. Hartman, and J. Krahn, “The Delphi method for graduate research”, Journal of Information Technology Education, Vol. 6, pp. 1-21, 2007.

[43] T. Hill, and R. Westbrook, “SWOT Analysis: It’s Time for a Product Recall,” Long Range Planning, Vol. 30, No. 1, pp. 46-52, 1997.

[44] R. Dealtry, “Dynamic SWOT Analysis”, Strategic Planning Society, September, 1992.

[45] R. Likert, “A Technique for the Measurement of Attitudes”, Archives of Psychology, Vol. 140, pp. 1–55, 1932.

[46] A. Bowling, “Research Methods in Health”, Buckingham: Open University Press, 1997.

[47] N. Burns, and S.K. Grove, “The Practice of Nursing Research Conduct, Critique, & Utilization”, Philadel-phia: W.B. Saunders and Co., 1997.

[48] D. Lei, J.W. Slocum, “Strategic and Organizational requirements for Competitive Advantage”, Academy of Management Executive, Vol. 19, No.1, pp. 31-45, 2005.