SWOT Analysis using of Modified Fuzzy QFD A Case Study for Strategy Formulation in Petrokaran Film Factory

Transcription

1 Available online at Procedia - Social and Behavioral Sciences 4 ( 0 ) International Conference on Leadership, Technology and Innovation Manageent SWOT Analysis using of Modified Fuzzy QFD A Case Study for Strategy Forulation in Petrokaran Fil Factory Mehdi Mohaad Pur a, Akbar Ale Tabriz b, a a Islaic Azad University Branch of Arak, Arak, , Iran b Shahid beheshti university, Tehran, , Iran Abstract Strategy is a coprehensive progra that deterines ain approaches of the organization and suggests proper ways for allocating resources in order to help the organization to achieve its long ter obectives. Environent change, copetitiveness and attitude of custoers have convinced anagers to have a strategic progra. In strategic prograing SWOT analysis is a useful ethod that can be used for analyzing strengths and weaknesses within the organization and opportunities and threats fro outside of the organization. Although this ethod is very practical there are soe probles in using it. For exaple there is no tool to deterine the iportance of factors and this is ostly done by personal preferences. In this paper weight of strengths, weaknesses, opportunities and threats are calculated by Fuzzy Quality Function Deployent and proper strategies for the organization are achieved by HOQ (House of Quality). Hence the custoer requireents are iportant for the strategic planners in this approach the relations between the custoer requireents and relations at the top of HOQ are nuerically calculated and have ipact on internal and external factors of the organization. Because of uncertainty in the decision aking factors the calculations are done in a fuzzy environent. At the end this approach is applied in Petrokaran factory as a nuerical case study. Keywords: Strategic anageent; SWOT Analysis; Quality Function Deployent; Custoer Needs; Fuzzy Set 0 0 Published Published by Elsevier by Elsevier Ltd. Selection Ltd. Selection and/or peer and/or review peer-review under responsibility under responsibility of The First International of International Conference Conference Leadership, on Technology Leadership, and Innovation Technology Manageent and Innovation Manageent Corresponding author. Tel fax Eail address: ehdi_elecop@yahoo.co Published by Elsevier Ltd. Selection and/or peer review under responsibility of The First International Conference on Leadership, Technology and Innovation Manageent doi:0.06/.sbspro

2 Mehdi Mohaad Pur and Akbar Ale Tabriz / Procedia - Social and Behavioral Sciences 4 ( 0 ) Introduction Today world is coplex with congested rivalry. Custoer requireents are always changing and anagers have special attention toward long ter schedules. Mission change and editing new strategies are parts of anager s responsibilities. Strategic anageent can be understood as the collection of decisions and actions taken by business anageent, in consultation with all levels within organization, to deterine the long ter activities of the organization []. Strategic anageent process consists of three stages: strategy forulation, strategy ipleentation, and strategy evaluation. SWOT analysis is iportant tools for strategy forulation and developent []. The SWOT analysis is based on aggregation of the internal (Strengths, Weaknesses) and external (opportunities, Threats) factor for adapting strategies [3]. Having identified these factors strategies are developed which ay build on the strengths, eliinate the weaknesses, exploit the opportunities or counter the threats [4]. Despite wide application of SWOT, it has also a nuber of probles [5] that 7 of the are entioned by Hill and Westbrook [6], but ost iportant ones are as follows: Usually only qualitative exaination of environental factor is considered [7]. It considers no priority for various factors and strategies [3]. If the nubers of factors are ore, the nuber of adopted strategies will be increased exponentially [3]. SWOT analysis dose not provide an analytical eans to deterine the relative iportance of the factors [], [8]. Basically SWOT is based on quality analysis, capacities and personal skills in strategic planning process. For this reason, SWOT analysis can not coprehensively appraise the strategic decision aking process. In this paper we can calculate the iportance of custoer requireents and the situation of rivals in a nueric way by using Fuzzy QFD and SWOT analysis when we know the relations between the custoer requireents, internal and external factors of the organization. In order to forulate qualitative decision aking factors in an uncertain environent fuzzy logic is used for strategy aking process. As a case study this approach will be exained at Petrokaran Fil Factory. The reaining part of this article is divided into six sections. Review of Literature indicates in second section. In the third section, fuzzy concept is deterined, and then the research approach is defined in fourth sections, and fifth section has case study. At last, in sixth section results and conclusion are given.. Review of Literature The analytic Hierarchy Process (AHP) has been ipleented for this case [5], [9].hybrid ethod in order to iprove the usage of SWOT analysis and to eliinate the deficiencies about easureent and evaluation by systeatical approach applied by Kurttila et al. [9]. But in AHP approach only weights of the SWOT factors are deterined [5], [8], [9], and [0]. For easureent of the dependency aong strategic factors, as well as AHP, Analytic Network Process (ANP) used by Youksel and Dagdeviren [], in this research, dependency aong the SWOT factors is observed to effect the strategic and sub-factor weights, as well as to change the strategy priorities.

3 34 Mehdi Mohaad Pur and Akbar Ale Tabriz / Procedia - Social and Behavioral Sciences 4 ( 0 ) Quantification SWOT analytical is another approach, for help the SWOT analysis to forulate the strategies []. The concept of this MADM [] is introduced into SWOT, according to four factors of decision aking: alternative, criteria, perforance and weight []. In another research, Ghazinoory et al. [3], quantified the SWOT factors through the definition of fuzzy ebership functions, evaluated the factors and strategies, and both qualitative and quantitative aspect of factors are considered. 3. Fuzzy Concept Lotfi A. Zadeh in 965 introduced the fuzzy set theory to deal with the uncertainty due to iprecision and vagueness []. Since then progress to fuzzy sets and its application in various sectors of huan life has been iproved. In the classical theory, an eleent could belong to a set or not. But fuzzy sets and ebership developed this concept and introduces raised rate ebership. Therefore an eleent could be a eber of a set to a degree. In this theory ebership is showed with μ(x) sybol [3]. This value is always between zero and one, as is shown: A x, A( x)) x X The Fuzzy nubers are in any shapes, but triangular and trapezoidal fuzzy nuber fors are used ore. In this study we use the triangular fuzzy nubers. Mebership function of triangular fuzzy nubers (a,b,c) are defined as follow: If A a, b, c and B a, b, c are two triangular fuzzy nubers, Algebraic atheatical operations on the are defined as follows: A ( x a b a c x ( x) c b 0 B a a, b b c c A B a c, b b c a A B a a, b b c c, a x b b x d otherwise,, A a b c,, () B c b a () 4. Research Approach 4.. Quality Function Deployent (QFD) Quality function deployent originated in 97 in Japan [5], as a ethodology to be adapted to iprove products quality in Japanese firs, such as Mitsubishi, Toyota and their suppliers [6]. In QFD ethodology, first, the application of the requires the careful consideration of custoer during the

4 Mehdi Mohaad Pur and Akbar Ale Tabriz / Procedia - Social and Behavioral Sciences 4 ( 0 ) developent process [7]. Second, this approach has introduced the collaboration aong different business areas as a prerequisite for product design. [8]. The custoer requireent planning atrix, the product characteristics deployent atrix, the process and quality control atrix and the operative instruction atrix are four successive QFD atrixes [9]. But, we only focused on the custoer requireent planning atrix which has been used to weighted SWOT analysis factors. This atrix, also called House of Quality because of its typical shape. The HOQ is thus adopted by the design work group (here, tea of experts). The HOQ can be build by eight steps process [6].but in this research we applied new procedure For HOQ buildings that used for SWOT analysis. 4.. Methodology The ethodology of this paper (Fig. ) (we called Modified Fuzzy QFD) is based on the following steps: SWOT Analysis Roof Internal Factors Roof External Factors Voice Of Custoer Roof Relation ship Roo Custoer need Priorities Fig.. Research Methodology Strengths & Weaknesses And Opportunity & Threat Priorities Selecting the tea of experts. After describing arket circustances, analyzing the situation and convincing high ranking anagers of the strategic anageent benefits a tea of experts fro different branches of the organization who have a coplete coand on the copany s internal and external situation will be selected. Defining the new ission of the organization by editing a new ission stateent, figuring the perspective and organization values are defined by experts and will be generally announced to the anagers, personnel and beneficiaries. Analyzing internal and external environent of the organization and detecting the organization strengths, weaknesses, opportunities and threats. One of the expert tea responsibilities in Forulating strategies is analyzing internal and external environent of the organization. By a proper analysis in this step SWOT results will propose effective strategies in the organization.

5 36 Mehdi Mohaad Pur and Akbar Ale Tabriz / Procedia - Social and Behavioral Sciences 4 ( 0 ) Voice of custoer needs. One of our goals in this research is paying attention to the custoers in the future plans of the organization, therefore detecting custoer requireents is very iportant. If we understand the priorities and iportance of these factors custoers will be highly satisfied and there will be ore profit for the organization. We can detect custoer requireents by interviewing the custoers, preparing check lists and reviewing the custoer s coplaints. Then the expert tea uses this inforation and finally the custoer requireents will be detected. Considering coon requireents aong all custoers is iportant in detection. Regarding all the requireents will end up in huge aount of calculation but we need to use all the needs in a proper way so the requireents will be separated in different groups. But it is iportant to know that requireents which are in one group ust have coon characteristics so that we can use the in the relation atrix. Population and saple. Defining population and saple are two iportant steps for having accurate results. The population of the research is different concerning the situation and the topic. Distribution of questionnaire. After the custoer requireents now we can easure their iportance by the first questionnaire. Measuring the iportance of custoer requireents. According to equation (3) fuzzy average of each answer is the iportance rating or weight of each requireent. Due to verbal and uncertain answers fuzzy spectru in fig. with seven options is proposed. VL L ML M MH H VH Fig.. Fuzzy Spectru n I R W (3) i C IRi n In Eq. (3) W is the weight or iportance of each requireent fro the custoer perspective and CIR is the custoer iportance rating of each need fro the questionnaire and n is the nuber of people who answer the questioners. Current custoer satisfaction rating is calculated by dividing satisfaction ratio to the nuber of custoers Eq. (4). (for rating of copetitors is the sae) n SR CCSR (4) i n Goals/ Targets of requireents. One of the iportant steps in copleting the House of Quality (HOQ) is defining the goals of the custoer requireents. In this step the expert tea defines the goals based on internal capabilities of the organization, financial resources and technological constraints. In the selection of goals it is iportant for the organization to select goals that are ore copetitive regarding its rivals.

6 Mehdi Mohaad Pur and Akbar Ale Tabriz / Procedia - Social and Behavioral Sciences 4 ( 0 ) Iproveent ratios (IMR) are achieved by dividing the goals to the current custoer satisfaction ratio. Preliinary raw weights. The colun of iportance rating and iproveent ratio are ultiplied and Preliinary raw weights of each requireent will be calculated by Eq. (5). PRWi CIRi IMRi (5) Final custoer requireent weights. There are relations between the custoer requireents and these relations are effective in their iportance so the effect of these relations (6) declares final custoer requireent weights. FCRW PRW i i ( N u, ui PRW X ) i iu Xiu equals the degree of relation between ith and uth requireent. These equations are valued by the expert tea according to fuzzy spectru in fig. 3. (6) VW W S VS Fig. 3. Fuzzy Spectru (VS:, S:+, W: -, VS: ) Custoer Requireents ranking. In order to rank the requireents first we noralize final weights Eq. (7) and then we use Eq. (8) for defuzzification. Then the crisp values can be easily ranked. If we show fuzzy nubers by A (l,, u) then we have: rl i al i i au r a i i i i a i ru i au i i al i (7) l u A 4 (8) Clarifying the iportance of strengths, weaknesses, opportunities and threats of factors. The iportance of strengths, weaknesses, opportunities and threats for internal and external factors is achieved by ebers of the expert tea ideas, fuzzy average Eq. (9) of expert ideas are used. RWS i N DMA N (9)

7 38 Mehdi Mohaad Pur and Akbar Ale Tabriz / Procedia - Social and Behavioral Sciences 4 ( 0 ) Achieved weights are raw because the relations between custoer requireents and internal, external factors of the organization. Coplete relationships atrix between custoer needs, internal and external factors. One of the QFD advantages is defining the relations between custoer requireents and technical characters. The expert tea clarifies these relations by cobining different ideas.. Preliinary weights of internal and external factors. Preliinary weights of internal and external factors are priary raw weights added to the ultiplication of final noralized weights to the relations of internal and external factors in the organization. The iportance of Preliinary weights is because of considering relations of custoer requireents and internal, external factors, current situation of organization, copetitors and capability based goals. Preliinary weights are achieved by (0) and (). IFPW IFRW EFPW EFRW ( i ( R i i R NFCRW ) i NFCRW ) Eq. (0) Is for internal factors (IFPW) and () is for external factors (EFPW). I I (0) () Final weights of internal and external factors. In the environent analysis it is seen that there are relations between strengths and weaknesses and also opportunities and threats. This fact adds to the iportance of soe of the factors of SWOT analysis. Therefore the final weight of each factor is achieved by adding internal factor Preliinary weights to the suation of relations ultiplied to internal factor Preliinary weights (), (3). IFFW IFPW EFFW EFPW ( i Eq. () is for internal factor final weights and Eq. (3) is for external factor final weights. T is like X in both of the equations above. After Modified Fuzzy QFD steps are finished now all of the strengths, weaknesses, opportunities and threats according to the internal external environent analysis which is achieved by the tea of experts. We can apply custoer requireents effect on the factors, potential capabilities of the organization and the situation of rivals in proposing new strategies. Ranking internal and external factors. In this part like custoer requireents part and according to Eq. (7) and Eq. (8) ranking of factors are done but internal and external factors are ranked separately Strategy analysis by SWOT. ( T i y T IFPW ) y EFPW ) l Regarding the ethod of this study in copleting the top of HOQ (House of Quality) SWOT analysis is applied on the top of HOQ. This eans that all of the effective factors in aking strategy are located under a single roof therefore the results of this study are uch ore effective than the previous ethods. () (3)

8 Mehdi Mohaad Pur and Akbar Ale Tabriz / Procedia - Social and Behavioral Sciences 4 ( 0 ) In this part the extent of relations between internal and external factors (Z) are defined by proposed fuzzy spectru in fig. according to the tea of expert consensus so final weights are achieved by (4). SW FWIF FWEF Z q l l (4) In this forula SW is the weight of strategy Strategic actions and their rankings in the organization. According to the achieved weights based on SWOT analysis the organization strategies will be forulated. Since we have the weights of strategies fro the previous step the strategic priorities for the organization can be well seen. 5. Case Study Since every approach should be practical to be introduced, Petrokaran Fil Factory has been chosen to perfor above entioned approach and changing its ission. Petrokaran Fil Copany is established in center of the Iran and produces raw fil for packing polyeric products and has liited goal arketing. Regarding today s business, intense copetition, and custoers needs, top anager of this organization has devised new ission which based on it, copany ust focus on new arkets inside and outside of the country. Changing ission of the organization needs a strategic progra to conduct the organization towards its short ter and long ter goals. According to the approach of this study, first of all strategic anageent tea (experts tea) consisting of five persons of top anagers was fored. Then the strategy was explained to the by the researcher of the editing process. Afterwards it is requested fro each of the tea ebers to survey the strengths, weaknesses, opportunities, and threats of the organization individually and bring the results with theselves for the next session. At the next session every eber expressed his/her case and at the end of this brain storing below entioned ites were chosen as S, W, O, and T of the organization: S: ulti professional personnel, S: high culture effort, S3: low cost energy, S4: siple production process, S5: over 30 type of laboratorial product, S6: low product waste, W: centralized anageent, W: frequently anageent changes, W3: lacking local laboratory, W4: lacking sufficient info about copetitors, W5: insufficient advertiseents, W6: Fewer staff, W7: lack of spare part, W8:unsuitable packing, W9:undissolve fil, W0:lack of professional personnel in soe departent, O:possibility of using dissolving aterial, O:possibility of buying a new achine, O3:sae fil & product production, O4:suitable location, O5:stability spec, O6:nighbourhood to the ARPC, O7:there are any polyer plant in country, O8:possibility delivery to the Persian golf district, T:lack of spare part in case of boycott, T: increased cost in case of inflaation, T3:effective delivery exporting & iporting law to supply feed & sell, T4:establish the law of environent ecology, T5:undissolving plastic, T6:petrocheical co investent in fil production, T7: copetitors new technology, T8; ain copetitors are near to the internal obective arket. According to the obtained inforation fro fil custoers in Iran 45 of basic needs coon between the all of custoers were specified by the expert s tea and were categorized in 9 groups(size, shape of roll, Fil quality, Stap quality, Packing, physical characteristics, Services, Sale forat and Aount of waste). A questionnaire were prepared and distributed aongst organization s custoers and the custoer of the ain copeting copanies, which checks requireents of the custoers in two level of

9 330 Mehdi Mohaad Pur and Akbar Ale Tabriz / Procedia - Social and Behavioral Sciences 4 ( 0 ) iportance and rate of providing requireents. Reliability of the questionnaire was easured through calculation of the Cronbach's alpha with SPSS software package. After gathering related inforation House of Quality was copleted based on research ethodology as entioned below (fig. 4). The iportance rating is easured via results of the questionnaire and Eq. (3). Current position of the organization and its three copetitors (C, C, and C3) was analyzed via inforation s of the questionnaire and the Eq. (4). With Eq. (5), (6), (7), and (8) copletes Fig. 4. PRW FCRW NFCRW CRISP RANK (4.6, 7.65,0.77) (9., 0.7, 37.79) (0.064, 0.88,.59) (4.9, 8.,.56) (7.94, 6.6, 3.78) (0.056, 0.3,.005) (4.8, 8.9,.7) (7.8, 3.75, 7.46) (0.05, 0.9, 0.84) (5.09, 8.7,.47) (6.7,.84, 8.57) (0.047, 0.79, 0.876) (5.5, 8.83,.7) (.3, 5.4, 46.33) (0.078, 0.353,.4) (5.37, 9.3, 3.4) (.9, 5.38, 47.5) (0.083, 0.353,.457) (5.3, 9.36, 4.5) (4.87, 33.7, 73.) (0.04, 0.469,.49) 0.87 (5.7, 8.33, 0.46) (6.76, 3.0, 0.6) (0.047, 0.8, 0.63) (4.73, 7.95,.84) (6.9, 38.96, 78.4) (0.8, 0.54,.404) Fig. 4. Priority of needs After specifying priorities and weight of custoers requireents the weight of each of internal and external factors of the organizations are defined. For this reason first every ebers of the expert tea should individually deterine to which group of the SWOT each of the internal and external factors belongs and at the end weight of each factors calculated through Eq. (9). Then preliinary weight of internal and external factors of the organization is deterined based on Eq. (0) and Eq. () and fuzzy spectru of figure. Since there are relations between weaknesses and strengths and also opportunities and the threats, at the next stage these relations and the final weights of the interior and exterior eleents are defined by the expert s tea through Eq. () and Eq. (3) and fuzzy spectru in fig. 3 (fig. 5). At the end of this section final weight are noralized and ranked via Eq. (7) and Eq. (8). The ain point is that the internal and external factors are noralized separately. In this section we observe that strengths, weaknesses, opportunities, and threats of the organization are weighted and prepared for analyzing the SWOT. Therefore ebers of the expert tea in a brain storing session define the relations between internal and external factors based on table, so via Eq. (4) the weight of each pair could be calculated. As a result the strategy gets priority for strategy forulation. Table. Priority of Strategy forulation

10 Mehdi Mohaad Pur and Akbar Ale Tabriz / Procedia - Social and Behavioral Sciences 4 ( 0 ) SO S3T S5O S5O S5O3 S5O4 S5O5 S5O7 S5T6 S5T7 S6T7 WO W4T7 R MH L L VH VL VH VH MH M M L M M W Rank W4T8 W5O4 W5O7 W5O8 W5T8 W6O3 W6T W7T W7T W8O8 W9T5 W9T6 W0T R H MH H M VH 3 L VH MH ML VH M MH W Rank

11 33 Mehdi Mohaad Pur and Akbar Ale Tabriz / Procedia - Social and Behavioral Sciences 4 ( 0 ) S S S3 S4 S5 S6 W W W3 W4 W5 W6 W7 W8 W9 W O O O3 O4 O5 O6 O7 O8 T T T3 T4 T5 T6 T7 T8 Relationship Matrix Crisp Value R (0.03, 0.63,.98) (0.096, 0.,.337) (0.04, 0.3,.38) (0.0, 0.,.096) (0.08, 0.83, 3.577) (0.07, 0.35, 4.3) (0.09, 0.35, ) ( ) (0.09, 0.5,.53) (0.07, 0.79, 0.66) (0.09, 0.84,.675) (0.03, 0.4,.38) (0.03, 0.5,.05) (0.07, 0.8,.038) (0.0, 0.065, 0.847) (0.09, 0.98,.09) (0.05, 0.89, 3.35) (0.06, 0.55,.54) (0.0, 0.3,.44) (0.07, 0.6,.774) (0.033, 0.36, 3.808) (0.08, 0.34,.838) (0.035, 0.403, 4.433) (0.06, 0.49,.573) (0.06, 0.69,.69) (0.07, 0.7,.99) (0.0, 0.08, 0.478) (0.0, 0.,.3) (0.05, 0.9, 3.35) (0.007, 0.043, 0.07) (0.0, 0.3,.39) (0.0, 0.73,.306) (5.66, 4.73, 83.48) (3.8, 34.4, 43.87) (9.79,.4, 8.78) (3.9, 34.09, 4.93) (8.64, 46.5, 0.9) (8.6, 56.97, 53.9) (9.64, 5., 09.) (6.59, 74.97, 334.7) (.73, 34.96, 3.5) (.7, 9.0, 0.65) (3.03, 9.97, 03.09) (5.4, 39.4, 4.67) (8.7, 8.76, 64.6) (.6, 9.3, 5.4) (4.89, 0.5, 5.) (9.7, 48.48, 78.63) (.4, 3.57, 36.63) (.59, 8.7, 09.57) (8.64, 5.88, 05.) (.3, 9.33, 0.9) (4.74, 40.44, 65.96) (.53, 6.33, 80.) (5.84, 45.4, 93.9) (.8, 8.0, 9.97) (7.33, 9.05, 70.54) ( ) ( ) (8.86, 4.9, 97.9) (.46, 3.68, 36.63) (3.08, 4.87, 9.0) (0., 5.3, 93.5) (9.45, 9.5, 56.9) (7.85, 7.7, 57.63) (7.47, 5.58, 50.87) (6.8, 8.7,.4) (7, 8.76, 70.35) (5.9, 8.87, 7.) (6.9, 3.64, 43.6) (6.8,.08, 7.4) (6., 0.48, 7.4) (6.94, 7.37, 64.3) (7.8, 8.3, 63.66) (6, 0.8, 6.74) (5.6, 6.6, 7) (6.85, 3.5, 45.6) (6.49, 0.8, 6.4) (4.89, 0.5, 3.83) (7.3, 5.67, 56.58) (5.33,., 3.83) (5.44, 9.3, 3.05) (3.7, 0.08, 39.34) (5.63, 9.8,.3) (8.4,.99, 8.7) (6., 9.74,.65) (7., 8.89, 7.56) (5.48, 7.47,.) (6.05, 5.37, 56.63) (4.7, 7.36, 9.87) (5., 8.78, 0.8) (3.49, 9., 3.43) (5.4,.46, 33.03) (3.08, 4.87, 9.0) (8.49, 0.5, 7.5) (6.3, 0.95, 7.4) (6, 7, 7) (6,7,7) (6,7,7) (4.4, 5.4, 6.) (5.4, 6.4, 7) (4.8, 5.8, 6.4) (6, 7, 7) (5.4, 6.4, 7) (4.8, 5.8, 6.4) (5.6, 6.6, 6.8) (5., 6., 6.6) (5.6, 6.6, 7) (5.6, 6.6, 7) (5.8, 6.8, 7) (3.8, 4.8, 5.8) (5.8, 6.8, 7) (4., 5., 5.8) (4.8, 5.8, 6.6) (,3,4) ( ) (5.4, 6.4, 6.8) (5.6, 6.6, 7) (4.8, 5.8, 6.6) (5., 6., 6.8) (4., 5., 6) (3.8, 4.8, 5.8) (4.4, 5.4, 6.) (.4, 3.4, 4.4) (4., 5., 6) (.8, 3.6, 4.6) (5.8, 6.8, 7) (5.4, 6.4, 7) I&ENORM I&EFRW I&E PW DMW R Fig. 5. Weighing of internal & external factor 6. Conclusion Regarding perfored study, above entioned deficiencies about the SWOT analysis has been corrected through Modified Fuzzy QFD technique. The results show that aking quantitative the relations between custoers requireents, internal and external factors of the organization which are not considered in QFD have influence on the weight of the eleents and deliver ore real results. As it is obvious because this approach considers requireents of the custoers, copetitors and also relations between requireents of the custoers and internal and external factors in condition that custoer orientation is located on the agenda and the copetitions is a inseparable eleent of the organization s today business, gives a new perspective to the strategists and anagers of the organization. Furtherore it

12 Mehdi Mohaad Pur and Akbar Ale Tabriz / Procedia - Social and Behavioral Sciences 4 ( 0 ) could be seen that for the phase of strategy ipleentation this approach prepares a fraework based on copetition and custoer orientation because by specifying requireents of the custoers and prioritizing the the organization concentrates its resources on eleents which prepares custoer s requireents ore and as a result there is ore profit with it for the organization. In addition, according to final result only 6 pairs of internal and external factors get in strategy forulation. It is in condition that traditional SWOT analysis equal to 8*8=34. References [] Yuksel, I., Dagdeviren, M. (007), Using the analytic network process (ANP) in a SWOT analysis- A case study for a textile fir, International ournal of inforation sciences, 77, pp [] Chang, H. H., Hung, W. C. (006), Application of quantification SWOT analytical ethod, Matheatical and Coputer Modeling, 43, pp [3] Ghazinoory, S., Esail Zadeh, A., Meariani, A. (007), Fuzzy SWOT analysis, Journal of Inteligent & Fuzzy Systes, 8, pp [4] Dyson, R. G. (004), Strategic developent and SWOT analysis at the University of Warwick, European Journal of Operational Reserch, 5, pp [5] Kurttila,M., Kangas, J., Kaanus, M. (004), The use of value focused thinking and the SWOT hybrid ethod in touris anageent, Touris Manageent, 5(4), pp [6] Hill, T., Westbrook, R. (997), Its Tie for a Product Recall, Long Rang Planning, 30(), pp [7] Buyukozkan, G., Feyzioglu, O. (00), A Fuzzy Logic based decision aking approach for new product developent, International Journal of Production Econoics, 90, pp [8] Shrestha, R. K., Alavalapati, J. R. R.,. Kalbacher, R. S. (004), Exploring the potentional for silvopasture adoption in South-Central Florida: an application of SWOT AHP ethod, Agricultural Systes, 8, pp [9] Kurttila, M., Kangas, J., Pesonen, M., Kaanus, M., Heinonen, P. (998), Using AHP and SWOT Analysis in Assessing Priorities of Alternative Strategies in Forest Planning, International Syposiu on Advanced Technology in Environental and Natural Resources, Rovaniei, Finland, 8- June 998. [0] Stewart, R., Moaed, S., Daet, R. (00), Strategic ipleentation of IT/IS proects in construction: a case study, Autoation in Construction,, pp [] Wang, C. L., Yoon, K. (98), Multiple Attribute Decision Making: Method and Applications, Springer-Verlag, Berlin, 98. [] Zadeh, L. A. (965), Fuzzy sets, Inforation and Control, 8, pp [3] Kaufann, A., Gupta, M. M. (985), Introduction to fuzzy arithetic. NY: Van Nostrand. [4] Yager, R. R. (98), A procedure for ordering fuzzy subsets of the unit interval, Inforation Science, 4, pp [5] Akao, Y. (97), New product developent and Quality assurance deploy ent syste, Standardization and Quality Control, 5(4), pp [6] Hauser, J. R., Clausing, D. (988), The House of Quality, Harvard Business Review, pp [7] Akao, Y. (990), Quality Function Deployent: Integrating Custoer requireent into product design, Cabridge, MA: Productivity Press. [8] Bouchereau, V., Rowland, H. (000), Quality Function Deployent: The unused tool, Engineering Manageent Journal, pp [9] Bottani, E., Rizzi, A. (006), Strategic Manageent of Logistics Service: A Fuzzy QFD approach, International Journal of Production Econoics, 03, pp