Lis Andriani, 099812958 M (2001) Analisis strategi perguruan tinggi : Telaah faktor eksternal dan internal sebagai dasar penentuan posisi keunggulan kompetitif dan pemilihan strategi (Kasus : FE Jurusan Manajemen pada 9 Perguruan Tinggi Swasta di Kotamadya Surabaya). Thesis thesis, Universitas Airlangga.

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Abstract

Recently advanced technology and dynamic business economic growth, will lead each organization or firm with their products and services, into a competitive and complex market condition. In order to be survive in this strict higher education services business competition nowadays, each of university, mostly private one, has to be able to know their competitive advantage position, then chooses and implements the appropriate strategy based on their position. Before deciding their competitive advantage position and choosing eligible strategy, first thing to be done by each of university is to identify intemal and external critical success factors around the organization it self. This identification is the beginning step to know what opportunities and stnengths the universities have, what weaknesses they have, and what potential threats will possibly happen. By knowing them all, each private university will objectively make a good use of their strengths and opportunities, in order to reduce weaknesses and potential thneats that might happen. The objects of this research consist of 9 (nine) private universities located in Surabaya, which Management Program of Economic Department's accreditation status is B, based on data obtained from Kopertis Wilayah VII Directory, 1999. The aim of this research is to decide each private university's competitive advantage poSition and what appropriate strategy can be applied according to their position. The research uses qualitative analysis, including SWOT analysis and matrix analysis. SWOT analysis tries to compare each university's Environmental Threat and Opportunity Profile (ETOP) with their Strategic Advantage Profile (SAP). Meanwhile, matrix analysis is a three-stage analysis comprises input stage (using IFE and EFE matrix as tools), matching stage (IE and SWOT matrix), and decision stage (by using QSPM). The results of this research show that: 1. Unika Widya Mandala, UK Petra, and Ubaya are located ini the first quadrant of IE matrix, which means that they ane in a high competitive poSition, while the others are located in second quadrant of IE matrix, which means that they have a good enough competitive position. 2. Strategic alternatives that can be implemented by each of those private universities are: a. Market development strategy is the best strategy for Unika Widya Mandala b. Product development strategy is the appropriate strategy that can be applied by Untag, UPB, UPN "Veteran" and Ubhara c. Backward integration strategy is the most suitable strategy for Unitomo d. Market penetration strategy is the best strategy for Unipra, and e. Horizontal integration is the most appropriate strategy for both UK Petra and Ubaya. Those above strategies can function as neference in managing long tenm objective for each private university's future development. Hopefully, the development will be more focused to effectively and efficiently reach organization's vision and miSSion.

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