1. Introduction
Classic Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis has been developed based on stable environment that means if the environment of an organization were steady, invariable, and predictable, the classic SWOT analysis could be performed for the organization. In today’s world, environment of organizations is stormy, fast changing, unpredictable, and with uncertainties. For instance, external (or internal) factors of an organization are not always opportunity (strength) or threat (weakness); in other words, in different conditions, they have different meanings. For encountering with today’s complicated and ambiguous environment, fuzzy SWOT analysis is useful and can solve some problems of classic SWOT analysis [
1]. The highlights of this paper are using tri-angular membership function, using three α-cut planes for defuzzifying, and a combinational method consisting of TOPSIS and the weighted average for prioritization.
SWOT (an acronym standing for Strengths, Weaknesses, Opportunities and Threats) analysis is a commonly used tool for analyzing internal and external environments in order to attain a systematic approach and support for decision making [
2,
3,
4,
5,
6,
7,
8,
9,
10]. The SWOT approach is based on the aggregation of the internal (strengths, weak-nesses) and external (opportunities, threats) factors for adopting strategies. In other words, the extracted strategies of SWOT matrix is comprised of four categories of factors combinations:
Strengths and Opportunities (S-O);
Strengths and Threats (S-T);
Weaknesses and Threats (W-T); and,
Weaknesses and Opportunities (W-O) [
11].
Helms and Nixon in 2010 presented a research in which academic researches of the last decade in the field of strategic management, and especially the SWOT method, were analyzed [
12]. Moreover, similar researchers analysed and reviewed the performance of SWOT analysis and illustrated its applications, performance and future possible contributions [
13]. The previous approaches have not considered quantitative methods to evaluate and sort the strategies under uncertain situations; however, the illustrated literature review that is presented in
Section 2 overviews some possible methods for this matter. One possible approach that deals with uncertainty is fuzzy logic.
A fuzzy set is a class of objects with grades of membership. A membership function is between zero and one [
14]. Fuzzy logic is derived from fuzzy set theory to deal with reasoning that is approximate rather than precise. It allows for the model to easily incorporate various subject experts’ opinion in developing critical parameter estimates [
15]. In other words, fuzzy logic enables us to handle uncertainty [
16,
17]. There are some kinds of fuzzy numbers. Among the various shapes of fuzzy number, triangular fuzzy number (TFN) is the most popular one. It is represented with three points as follows: A = (a1, a2, a3). The membership function is illustrated in
Figure 1. Let A and B are defined as A = (a1, a2, a3), B = (b1, b2, b3). Then C = (a1 + b1, a2 + b2, a3 + b3) is the addition of these two numbers. Besides, D = (a1 − b1, a2 − b2, a3 − b3) is the subtraction of them. Moreover, E = (a1 × b1, a2 × b2, a3 × b3) is the multiplication of them [
15,
18,
19].
The remainder of this research is organized as follows. Initially, the existing research on fuzzy SWOT are presented in
Section 2, afterward,
Section 3 represents algorithm of proposed fuzzy SWOT. Finally the proposed model is applied to a case analysis for checking the applicability of the model.
Author Contributions
Mohammad Taghi Taghavifard and Hannan Amoozad Mahdiraji proposed and designed the approach and provided extensive advice throughout the study, Amir Massoud Alibakhshi performed the proposed approach in an Information Technology corporation and analyzed the data, Edmundas Kazimieras Zavadskas and Romualdas Bausys revised the manuscript completely regarding the abstract, introduction, research design and research methodology. All authors have read and approved the final manuscript.
Conflicts of Interest
The authors declare no conflict of interest.
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Figure 1.
Membership function.
Figure 2.
Scheme of algorithm.
Figure 3.
Example of triangular membership function for values {−1 ,2, 3}.
Figure 4.
Aggregation [
27].
Figure 5.
Defuzzification [
27].
Figure 6.
Center of gravity and coefficient of closeness.
Figure 7.
One quadrant fuzzy area.
Figure 8.
Two quadrant fuzzy area.
Figure 9.
Four quadrant fuzzy area.
Figure 10.
The stages of the proposed model.
Figure 11.
Aggregation result of I11 and E1 factors.
Figure 12.
Three α-cut plane cut pyramid.
Figure 13.
Fuzzy areas for α .
Table 1.
Internal factors.
ID | Description | Values |
---|
A | B | C |
---|
I1 | Great and effective relationship | 7 | 8 | 9 |
I2 | Great team work culture | 6 | 7 | 9 |
I3 | Great liquidity | 5 | 7 | 9 |
I4 | Delay in product designing | −9 | −7 | −5 |
I5 | Employees low level motivation | −9 | −7 | −4 |
I6 | Insufficient publicity | −5 | −3 | 1 |
I7 | Imperfective processes | −5 | −3 | −2 |
I8 | Inexperienced managers | −9 | −7 | −5 |
I9 | Imperfective planning | −10 | −8 | −6 |
I10 | Human resource shortcomings | −5 | −2 | 2 |
I11 | Human resource shortcomings in required technologies | −6 | −4 | 3 |
I12 | Job stress | −5 | −3 | 3 |
I13 | Imperfective organizing | −7 | −5 | −3 |
I14 | Low creativity and innovation | −8 | −6 | −4 |
Table 2.
External factors.
ID | Description | Values |
---|
A | B | C |
---|
E1 | Upper hand organization support | −4 | 2 | 6 |
E2 | Cooperator companies | −7 | 3 | 5 |
E3 | Profitable market | 6 | 8 | 9 |
E4 | Supply exclusivity | −4 | 2 | 4 |
E5 | Customers’ dissatisfaction | −9 | −8 | −6 |
E6 | Universities’ capabilities in product designing | 2 | 4 | 6 |
E7 | Employee’s low paid salary | −7 | −5 | 2 |
E8 | High price of product | −7 | −6 | −3 |
E9 | Threats increasing in IT field | 2 | 4 | 6 |
Table 3.
Strengths, Weaknesses, Opportunities and Threats (SWOT) Matrix of Considered IT Organization.
SWOT for IT organization | External Factors |
Opportunities | Threats |
| Threats increasing in IT field Employee’s low paid salary High price of product Customers’ dissatisfaction
|
Internal Factors | Strengths | SO Strategies | ST Strategies |
|
Weaknesses | WO Strategies | WT Strategies |
Delay in product designing Employees low level motivation Insufficient publicity Imperfective processes Inexperienced managers Imperfective planning Human resource shortcomings Human resource shortcomings in required technologies Job stress Imperfective organizing Low creativity and innovation
|
Table 4.
Prioritization, .
Row | I | E | Quadrant | Percent of Fuzzy Area in Quadrant 1 | Percent of Fuzzy Area in Quadrant 2 | Percent of Fuzzy Area in Quadrant 3 | Percent of Fuzzy Area in Quadrant 4 | Closeness of Coefficient |
---|
1 | I1 | E3 | 1 | 100.00 | 0.00 | 0.00 | 0.00 | 0.88825 |
2 | I2 | E3 | 1 | 100.00 | 0.00 | 0.00 | 0.00 | 0.87498 |
3 | I3 | E3 | 1 | 100.00 | 0.00 | 0.00 | 0.00 | 0.86317 |
4 | I1 | E6 | 1 | 100.00 | 0.00 | 0.00 | 0.00 | 0.78287 |
5 | I1 | E9 | 1 | 100.00 | 0.00 | 0.00 | 0.00 | 0.78287 |
6 | I2 | E6 | 1 | 100.00 | 0.00 | 0.00 | 0.00 | 0.77435 |
7 | I2 | E9 | 1 | 100.00 | 0.00 | 0.00 | 0.00 | 0.77435 |
8 | I3 | E6 | 1 | 100.00 | 0.00 | 0.00 | 0.00 | 0.76652 |
9 | I3 | E9 | 1 | 100.00 | 0.00 | 0.00 | 0.00 | 0.76652 |
10 | I1 | E1 | 14 | 62.22 | 0.00 | 0.00 | 37.78 | 0.69864 |
11 | I2 | E1 | 14 | 62.22 | 0.00 | 0.00 | 37.78 | 0.69077 |
12 | I3 | E1 | 14 | 62.22 | 0.00 | 0.00 | 37.78 | 0.68372 |
13 | I1 | E4 | 14 | 52.78 | 0.00 | 0.00 | 47.22 | 0.67411 |
14 | I2 | E4 | 14 | 52.78 | 0.00 | 0.00 | 47.22 | 0.66622 |
15 | I3 | E4 | 14 | 52.78 | 0.00 | 0.00 | 47.22 | 0.65921 |
16 | I1 | E2 | 14 | 44.44 | 0.00 | 0.00 | 55.56 | 0.65308 |
17 | I2 | E2 | 14 | 44.44 | 0.00 | 0.00 | 55.56 | 0.64514 |
18 | I3 | E2 | 14 | 44.44 | 0.00 | 0.00 | 55.56 | 0.63812 |
19 | I12 | E3 | 12 | 33.33 | 66.67 | 0.00 | 0.00 | 0.63133 |
20 | I10 | E3 | 12 | 25.40 | 74.60 | 0.00 | 0.00 | 0.62260 |
21 | I11 | E3 | 12 | 28.40 | 71.60 | 0.00 | 0.00 | 0.61769 |
22 | I6 | E3 | 12 | 11.11 | 88.89 | 0.00 | 0.00 | 0.60921 |
23 | I1 | E7 | 14 | 16.05 | 0.00 | 0.00 | 83.95 | 0.60057 |
24 | I2 | E7 | 14 | 16.05 | 0.00 | 0.00 | 83.95 | 0.59238 |
25 | I3 | E7 | 14 | 16.05 | 0.00 | 0.00 | 83.95 | 0.58523 |
26 | I7 | E3 | 2 | 0.00 | 100.00 | 0.00 | 0.00 | 0.57809 |
27 | I12 | E6 | 12 | 33.33 | 66.67 | 0.00 | 0.00 | 0.56549 |
28 | I12 | E9 | 12 | 33.33 | 66.67 | 0.00 | 0.00 | 0.56549 |
29 | I10 | E6 | 12 | 25.40 | 74.60 | 0.00 | 0.00 | 0.55681 |
30 | I10 | E9 | 12 | 25.40 | 74.60 | 0.00 | 0.00 | 0.55681 |
31 | I11 | E6 | 12 | 28.40 | 71.60 | 0.00 | 0.00 | 0.55191 |
32 | I11 | E9 | 12 | 28.40 | 71.60 | 0.00 | 0.00 | 0.55191 |
33 | I1 | E8 | 4 | 0.00 | 0.00 | 0.00 | 100.00 | 0.55051 |
34 | I13 | E3 | 2 | 0.00 | 100.00 | 0.00 | 0.00 | 0.54559 |
35 | I6 | E6 | 12 | 11.11 | 88.89 | 0.00 | 0.00 | 0.54343 |
36 | I6 | E9 | 12 | 11.11 | 88.89 | 0.00 | 0.00 | 0.54343 |
37 | I2 | E8 | 4 | 0.00 | 0.00 | 0.00 | 100.00 | 0.54203 |
38 | I3 | E8 | 4 | 0.00 | 0.00 | 0.00 | 100.00 | 0.53471 |
39 | I14 | E3 | 2 | 0.00 | 100.00 | 0.00 | 0.00 | 0.52652 |
40 | I5 | E3 | 2 | 0.00 | 100.00 | 0.00 | 0.00 | 0.51669 |
41 | I7 | E6 | 2 | 0.00 | 100.00 | 0.00 | 0.00 | 0.51207 |
42 | I7 | E9 | 2 | 0.00 | 100.00 | 0.00 | 0.00 | 0.51207 |
43 | I4 | E3 | 2 | 0.00 | 100.00 | 0.00 | 0.00 | 0.50899 |
44 | I8 | E3 | 2 | 0.00 | 100.00 | 0.00 | 0.00 | 0.50899 |
45 | I1 | E5 | 4 | 0.00 | 0.00 | 0.00 | 100.00 | 0.50701 |
46 | I2 | E5 | 4 | 0.00 | 0.00 | 0.00 | 100.00 | 0.49840 |
47 | I12 | E1 | 1234 | 20.74 | 41.48 | 25.19 | 12.59 | 0.49753 |
48 | I9 | E3 | 2 | 0.00 | 100.00 | 0.00 | 0.00 | 0.49299 |
49 | I3 | E5 | 4 | 0.00 | 0.00 | 0.00 | 100.00 | 0.49101 |
50 | I10 | E1 | 1234 | 15.80 | 46.42 | 28.18 | 9.59 | 0.48894 |
51 | I11 | E1 | 1234 | 17.67 | 44.55 | 27.05 | 10.73 | 0.48407 |
52 | I13 | E6 | 2 | 0.00 | 100.00 | 0.00 | 0.00 | 0.47922 |
53 | I13 | E9 | 2 | 0.00 | 100.00 | 0.00 | 0.00 | 0.47922 |
54 | I6 | E1 | 1234 | 6.91 | 55.31 | 33.58 | 4.20 | 0.47563 |
55 | I12 | E4 | 1234 | 17.59 | 35.19 | 31.48 | 15.74 | 0.47512 |
56 | I10 | E4 | 1234 | 13.40 | 39.37 | 35.23 | 11.99 | 0.46651 |
57 | I11 | E4 | 1234 | 14.99 | 37.79 | 33.81 | 13.41 | 0.46162 |
58 | I14 | E6 | 2 | 0.00 | 100.00 | 0.00 | 0.00 | 0.46006 |
59 | I14 | E9 | 2 | 0.00 | 100.00 | 0.00 | 0.00 | 0.46006 |
60 | I12 | E2 | 1234 | 14.81 | 29.63 | 37.04 | 18.52 | 0.45504 |
61 | I6 | E4 | 1234 | 5.86 | 46.91 | 41.98 | 5.25 | 0.45313 |
62 | I5 | E6 | 2 | 0.00 | 100.00 | 0.00 | 0.00 | 0.45027 |
63 | I5 | E9 | 2 | 0.00 | 100.00 | 0.00 | 0.00 | 0.45027 |
64 | I10 | E2 | 1234 | 11.29 | 33.16 | 41.45 | 14.11 | 0.44637 |
65 | I7 | E1 | 23 | 0.00 | 62.22 | 37.78 | 0.00 | 0.44418 |
66 | I4 | E6 | 2 | 0.00 | 100.00 | 0.00 | 0.00 | 0.44265 |
67 | I8 | E6 | 2 | 0.00 | 100.00 | 0.00 | 0.00 | 0.44265 |
68 | I4 | E9 | 2 | 0.00 | 100.00 | 0.00 | 0.00 | 0.44265 |
69 | I8 | E9 | 2 | 0.00 | 100.00 | 0.00 | 0.00 | 0.44265 |
70 | I11 | E2 | 1234 | 12.62 | 31.82 | 39.78 | 15.78 | 0.44145 |
71 | I6 | E2 | 1234 | 4.94 | 39.51 | 49.38 | 6.17 | 0.43288 |
72 | I9 | E6 | 2 | 0.00 | 100.00 | 0.00 | 0.00 | 0.42705 |
73 | I9 | E9 | 2 | 0.00 | 100.00 | 0.00 | 0.00 | 0.42705 |
74 | I7 | E4 | 23 | 0.00 | 52.78 | 47.22 | 0.00 | 0.42144 |
75 | I13 | E1 | 23 | 0.00 | 62.22 | 37.78 | 0.00 | 0.41107 |
76 | I12 | E7 | 1234 | 5.35 | 10.70 | 55.97 | 27.98 | 0.40186 |
77 | I7 | E2 | 23 | 0.00 | 44.44 | 55.56 | 0.00 | 0.40085 |
78 | I10 | E7 | 1234 | 4.08 | 11.97 | 62.63 | 21.32 | 0.39290 |
79 | I14 | E1 | 23 | 0.00 | 62.22 | 37.78 | 0.00 | 0.39189 |
80 | I13 | E4 | 23 | 0.00 | 52.78 | 47.22 | 0.00 | 0.38800 |
81 | I11 | E7 | 1234 | 4.56 | 11.49 | 60.11 | 23.84 | 0.38780 |
82 | I5 | E1 | 23 | 0.00 | 62.22 | 37.78 | 0.00 | 0.38217 |
83 | I6 | E7 | 1234 | 1.78 | 14.27 | 74.62 | 9.33 | 0.37889 |
84 | I4 | E1 | 23 | 0.00 | 62.22 | 37.78 | 0.00 | 0.37469 |
85 | I8 | E1 | 23 | 0.00 | 62.22 | 37.78 | 0.00 | 0.37469 |
86 | I14 | E4 | 23 | 0.00 | 52.78 | 47.22 | 0.00 | 0.36866 |
87 | I13 | E2 | 23 | 0.00 | 44.44 | 55.56 | 0.00 | 0.36696 |
88 | I9 | E1 | 23 | 0.00 | 62.22 | 37.78 | 0.00 | 0.35967 |
89 | I5 | E4 | 23 | 0.00 | 52.78 | 47.22 | 0.00 | 0.35890 |
90 | I4 | E4 | 23 | 0.00 | 52.78 | 47.22 | 0.00 | 0.35142 |
91 | I8 | E4 | 23 | 0.00 | 52.78 | 47.22 | 0.00 | 0.35142 |
92 | I12 | E8 | 34 | 0.00 | 0.00 | 66.67 | 33.33 | 0.34885 |
93 | I14 | E2 | 23 | 0.00 | 44.44 | 55.56 | 0.00 | 0.34737 |
94 | I7 | E7 | 23 | 0.00 | 16.05 | 83.95 | 0.00 | 0.34521 |
95 | I10 | E8 | 34 | 0.00 | 0.00 | 74.60 | 25.40 | 0.33941 |
96 | I5 | E2 | 23 | 0.00 | 44.44 | 55.56 | 0.00 | 0.33752 |
97 | I9 | E4 | 23 | 0.00 | 52.78 | 47.22 | 0.00 | 0.33650 |
98 | I11 | E8 | 34 | 0.00 | 0.00 | 71.60 | 28.40 | 0.33400 |
99 | I4 | E2 | 23 | 0.00 | 44.44 | 55.56 | 0.00 | 0.32999 |
100 | I8 | E2 | 23 | 0.00 | 44.44 | 55.56 | 0.00 | 0.32999 |
101 | I6 | E8 | 34 | 0.00 | 0.00 | 88.89 | 11.11 | 0.32452 |
102 | I9 | E2 | 23 | 0.00 | 44.44 | 55.56 | 0.00 | 0.31510 |
103 | I13 | E7 | 23 | 0.00 | 16.05 | 83.95 | 0.00 | 0.30909 |
104 | I12 | E5 | 34 | 0.00 | 0.00 | 66.67 | 33.33 | 0.30496 |
105 | I10 | E5 | 34 | 0.00 | 0.00 | 74.60 | 25.40 | 0.29516 |
106 | I11 | E5 | 34 | 0.00 | 0.00 | 71.60 | 28.40 | 0.28951 |
107 | I14 | E7 | 23 | 0.00 | 16.05 | 83.95 | 0.00 | 0.28812 |
108 | I7 | E8 | 3 | 0.00 | 0.00 | 100.00 | 0.00 | 0.28801 |
109 | I6 | E5 | 34 | 0.00 | 0.00 | 88.89 | 11.11 | 0.27954 |
110 | I5 | E7 | 23 | 0.00 | 16.05 | 83.95 | 0.00 | 0.27762 |
111 | I4 | E7 | 23 | 0.00 | 16.05 | 83.95 | 0.00 | 0.26966 |
112 | I8 | E7 | 23 | 0.00 | 16.05 | 83.95 | 0.00 | 0.26966 |
113 | I9 | E7 | 23 | 0.00 | 16.05 | 83.95 | 0.00 | 0.25426 |
114 | I13 | E8 | 3 | 0.00 | 0.00 | 100.00 | 0.00 | 0.24751 |
115 | I7 | E5 | 3 | 0.00 | 0.00 | 100.00 | 0.00 | 0.24028 |
116 | I14 | E8 | 3 | 0.00 | 0.00 | 100.00 | 0.00 | 0.22331 |
117 | I5 | E8 | 3 | 0.00 | 0.00 | 100.00 | 0.00 | 0.21104 |
118 | I4 | E8 | 3 | 0.00 | 0.00 | 100.00 | 0.00 | 0.20171 |
119 | I8 | E8 | 3 | 0.00 | 0.00 | 100.00 | 0.00 | 0.20171 |
120 | I13 | E5 | 3 | 0.00 | 0.00 | 100.00 | 0.00 | 0.19431 |
121 | I9 | E8 | 3 | 0.00 | 0.00 | 100.00 | 0.00 | 0.18385 |
122 | I14 | E5 | 3 | 0.00 | 0.00 | 100.00 | 0.00 | 0.16494 |
123 | I5 | E5 | 3 | 0.00 | 0.00 | 100.00 | 0.00 | 0.14924 |
124 | I4 | E5 | 3 | 0.00 | 0.00 | 100.00 | 0.00 | 0.13683 |
125 | I8 | E5 | 3 | 0.00 | 0.00 | 100.00 | 0.00 | 0.13683 |
126 | I9 | E5 | 3 | 0.00 | 0.00 | 100.00 | 0.00 | 0.11175 |
Table 5.
Extracted strategies, their priority, α values, and quadrants.
ID | I | E | Strategy | Priority | Quadrant |
---|
| | | | | |
---|
S1 | I1 | E3 | Monopolizing the designing and supplying products | 1 | 1 | 1 | 1 | 1 | 1 |
S2 | I3 | E3 | Mobile based products and services development | 2 | 2 | 2 | 1 | 1 | 1 |
S3 | I1 | E6 | Out sourcing design of products to universities | 3 | 3 | 3 | 1 | 1 | 1 |
S4 | I1 | E9 | Assigning the company as exclusive reference of designing and supplying the products | 4 | 4 | 4 | 1 | 1 | 1 |
S5 | I3 | E9 | Acquiring small and hi-tech companies | 5 | 5 | 5 | 1 | 1 | 1 |
S6 | I7 | E3 | Redesigning processes to improve company agility | 6 | 7 | 7 | 2 | 2 | 2 |
S7 | I1 | E8 | Out sourcing designing and producing to small companies | 7 | 11 | 11 | 4 | 4 | 4 |
S8 | I13 | E3 | Changing current organizational structure to horizontal structure | 8 | 10 | 9 | 2 | 2 | 2 |
S9 | I3 | E8 | Instituting suppliers evaluation system | 9 | 13 | 13 | 4 | 4 | 4 |
S10 | I14 | E3 | Instituting innovation and creativity framework | 10 | 12 | 12 | 2 | 2 | 2 |
S11 | I3 | E5 | Changing after-sale services structure to improve speed and quality of services | 11 | 14 | 14 | 4 | 4 | 4 |
S15 | I8 | E9 | Holding management skills instruction courses for managers | 12 | 15 | 16 | 2 | 2 | 2 |
S13 | I6 | E3 | Holding annual fairs | 13 | 6 | 6 | 1,2 | 2 | 2 |
S14 | I1 | E7 | Improving employees’ salary structure | 14 | 8 | 8 | 1,4 | 4 | 4 |
S15 | I3 | E7 | Improving employees’ welfare measures | 15 | 9 | 10 | 1,4 | 4 | 4 |
S16 | I11 | E1 | Employing elites with required proficiency | 16 | 16 | 15 | 1,2,3,4 | 2,3 | 2 |
Table 6.
Final priorities.
ID | I | E | Strategy | Priority | ra | Final Priority |
---|
| | |
---|
S1 | I1 | E3 | Monopolizing the designing and supplying products | 1 | 1 | 1 | 1.5 | 1 |
S2 | I3 | E3 | Mobile based products and services development | 2 | 2 | 2 | 3 | 2 |
S3 | I1 | E6 | Out sourcing design of products to universities | 3 | 3 | 3 | 4.5 | 3 |
S4 | I1 | E9 | Assigning the company as exclusive reference of designing and supplying the products | 4 | 4 | 4 | 6 | 4 |
S5 | I3 | E9 | Acquiring small and hi-tech companies | 5 | 5 | 5 | 7.5 | 5 |
S13 | I6 | E3 | Holding annual fairs | 13 | 6 | 6 | 9.7 | 6 |
S6 | I7 | E3 | Redesigning processes to improve company agility | 6 | 7 | 7 | 10.4 | 7 |
S14 | I1 | E7 | Improving employees’ salary structure | 14 | 8 | 8 | 12.6 | 8 |
S8 | I13 | E3 | Changing current organizational structure to horizontal structure | 8 | 10 | 9 | 13.9 | 9 |
S15 | I3 | E7 | Improving employees’ welfare measures | 15 | 9 | 10 | 15 | 10 |
S7 | I1 | E8 | Out sourcing designing and producing to small companies | 7 | 11 | 11 | 16.1 | 11 |
S10 | I14 | E3 | Instituting innovation and creativity framework | 10 | 12 | 12 | 17.8 | 12 |
S9 | I3 | E8 | Instituting suppliers evaluation system | 9 | 13 | 13 | 19.1 | 13 |
S11 | I3 | E5 | Changing after-sale services structure to improve speed and quality of services | 11 | 14 | 14 | 20.7 | 14 |
S12 | I8 | E9 | Holding management skills instruction courses for managers | 12 | 15 | 16 | 23.1 | 15 |
S16 | I11 | E1 | Employing elites with required proficiency | 16 | 16 | 15 | 23.1 | 16 |
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