Development of Strategies for Taiwan’s Corrugated Box Precision Printing Machine Industry—An Implementation for SWOT and EDAS Methods
Abstract
1. Introduction
2. Materials
2.1. CBPPM Industry
2.2. SWOT
2.3. DANP
2.4. EDAS
3. Methods
3.1. Establishment of the Developmental Strategy Selection Model
3.2. SWOT Analysis
3.3. DANP
3.3.1. Step 1: Establishing Expert Opinions and a Direct-Influence Relation Matrix
3.3.2. Step 2: Calculating the Average Direct-Influence Relation Matrix
3.3.3. Step 3: Checking Consistency
3.3.4. Step 4: Establishing the Normalized Direct-Influence Relation Matrix
3.3.5. Step 5: Establishing the Total-Influence Relation Matrix
3.3.6. Step 6: Calculating the Normalized Total-Influence Relation Matrix
3.3.7. Step 7: Calculating the Original Weights of the Dimensions and Criteria
3.3.8. Step 8: Calculating the Overall Weight of All Criteria
3.4. EDAS
3.4.1. Step 1: Establishing a Decision Matrix
3.4.2. Step 2: Calculating the Average Solution of All Criteria
3.4.3. Step 3: Calculating the PDA () and NDA () from the Average Value
3.4.4. Step 4: Calculating the Weighted PDA () and NDA ()
3.4.5. Step 5: Normalizing and
3.4.6. Step 6: Calculating the Comprehensive Evaluation Scores () of All Alternatives
3.4.7. Step 7: Ranking the Alternatives
4. Results and Discussion
4.1. Using SWOT Analysis to Construct a Hierarchy of Developmental Strategies
4.2. DANP Analysis
4.3. EDAS
5. Conclusions and Suggestions
5.1. Conclusions
5.2. Study Limitations
5.3. Recommendations for Follow-Up Study
Author Contributions
Funding
Institutional Review Board Statement
Informed Consent Statement
Data Availability Statement
Acknowledgments
Conflicts of Interest
References
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Selection Criteria | Importance | Quartile Range | Removed or Not Removed | |
---|---|---|---|---|
Strength | Long product life | 4.64 | 0.50 | Not removed |
High customizability | 4.73 | 0.50 | Not removed | |
Small industrial scale | 3.91 | 0.00 | Removed | |
Difficult entry into the industry and few competitors | 3.73 | 0.50 | Removed | |
Low substitutability | 3.91 | 0.00 | Removed | |
High level of customer loyalty | 4.55 | 0.50 | Not removed | |
Weakness | Small industrial scale and weak research and development capabilities | 3.82 | 0.50 | Removed |
High research and development costs | 4.64 | 0.50 | Not removed | |
Shortage of technical talent | 4.73 | 0.50 | Not removed | |
Reliance on imports for key components | 4.64 | 0.50 | Not removed | |
Difficulties in professional training of sales teams | 3.82 | 0.50 | Removed | |
Lack of system integration capabilities | 4.55 | 0.50 | Not removed | |
Unestablished specifications and standards for printing machines | 3.91 | 0.00 | Removed | |
Opportunities | Creation of a unique brand | 4.55 | 0.50 | Not removed |
Expansion of blue ocean market | 3.82 | 0.50 | Removed | |
Collaboration with academia | 4.64 | 0.50 | Not removed | |
Increasing awareness of environmental problems (Restrictions of Hazardous Substances Directive [RoHS]) | 4.55 | 0.50 | Not removed | |
Exchange and collaboration through international exhibitions | 4.64 | 0.50 | Not removed | |
High machine repurchase rate | 4.73 | 0.50 | Not removed | |
Disparities among businesses in the industry | 3.73 | 0.50 | Removed | |
Emerging markets as potential markets | 3.91 | 0.00 | Removed | |
Threats | Problems concerning patent and intellectual property rights | 4.64 | 0.50 | Not removed |
Low production costs and high flexibility in developing countries | 4.64 | 0.50 | Not removed | |
Few brand benefits | 3.55 | 0.50 | Removed | |
Difficulties in raw material cost control | 4.55 | 0.50 | Not removed | |
Insufficient innovation capabilities | 4.55 | 0.50 | Not removed | |
Susceptibility to global economic trends and fluctuations in exchange rates | 3.64 | 0.50 | Removed |
Criteria | Developmental Strategy | Importance | Quartile Range | Removed or Not |
---|---|---|---|---|
Strategy | Strategic alliance | 4.73 | 0.50 | Not removed |
Analysis strategy | 3.64 | 0.50 | Removed | |
Differentiation strategy | 4.55 | 0.50 | Not removed | |
Diversification strategy | 3.91 | 0.00 | Removed | |
Technology strategy | 4.73 | 0.50 | Not removed | |
Specialization strategy | 4.64 | 0.50 | Not removed | |
Product strategy | 3.64 | 0.50 | Removed | |
BCG matrix | 3.91 | 0.00 | Removed | |
Cost leadership strategy | 4.73 | 0.50 | Not removed | |
Competitive strategy | 3.73 | 0.50 | Removed | |
Co-opetition strategy | 3.64 | 0.50 | Removed | |
Innovation strategy | 3.55 | 0.50 | Removed |
Dimensions | S | W | O | T | |
S W O T | 0.000 3.857 3.714 3.571 | 2.571 0.000 2.571 1.000 | 2.000 1.571 0.000 2.000 | 1.429 1.714 3.714 0.000 | |
Strengths | S1 | S2 | S3 | ||
S1 S2 S3 | 0.000 4.000 3.857 | 3.286 0.000 3.714 | 3.571 3.286 0.000 | ||
Weaknesses | W1 | W2 | W3 | W4 | |
W1 W2 W3 W4 | 0.000 3.857 3.429 4.000 | 3.429 0.000 3.714 3.857 | 3.571 3.429 0.000 3.714 | 3.286 3.000 3.286 0.000 | |
Opportunities | O1 | O2 | O3 | O4 | O5 |
O1 O2 O3 O4 O5 | 0.000 3.286 3.714 3.571 3.429 | 2.857 0.000 3.286 3.571 3.571 | 3.714 3.429 0.000 3.286 3.571 | 3.857 3.714 3.857 0.000 3.286 | 3.143 3.714 3.286 3.429 0.000 |
Threats | T1 | T2 | T3 | T4 | |
T1 T2 T3 T4 | 0.000 3.857 3.429 3.571 | 3.714 0.000 3.143 3.571 | 3.286 3.429 0.000 3.857 | 3.714 3.429 4.000 0.000 |
SWOT | S | W | O | T | |
S W O T | 0.640 1.024 1.219 0.932 | 0.617 0.478 0.806 0.529 | 0.538 0.572 0.555 0.560 | 0.566 0.675 0.924 0.455 | |
Strengths | S1 | S2 | S3 | ||
S1 S2 S3 | 6.922 7.542 7.735 | 6.696 6.646 7.162 | 6.642 6.875 6.757 | ||
Weakness | W1 | W2 | W3 | W4 | |
W1 W2 W3 W4 | 2.667 2.912 2.923 3.177 | 2.843 2.609 2.885 3.112 | 2.800 2.788 2.591 3.050 | 2.574 2.554 2.598 2.575 | |
Opportunities | O1 | O2 | O3 | O4 | O5 |
O1 O2 O3 O4 O5 | 11.735 12.323 12.336 12.135 12.133 | 11.412 11.627 11.808 11.636 11.640 | 11.928 12.315 12.113 12.108 12.126 | 12.421 12.829 12.829 12.413 12.607 | 11.609 12.026 11.999 11.817 11.627 |
Threats | T1 | T2 | T3 | T4 | |
T1 T2 T3 T4 | 10.720 10.975 10.852 11.174 | 10.660 10.403 10.528 10.855 | 10.746 10.748 10.414 10.981 | 11.188 11.168 11.096 11.149 |
Dimensions | Original Weights | Rank | Criteria | Original Weights | Rank | Overall Weights | Rank |
---|---|---|---|---|---|---|---|
Strengths(S) | 0.342 | 1 | S1 | 0.352 | 1 | 0.120 | 1 |
S2 | 0.326 | 2 | 0.111 | 2 | |||
S3 | 0.322 | 3 | 0.110 | 3 | |||
Weakness(W) | 0.220 | 3 | W1 | 0.261 | 1 | 0.057 | 6–8 |
W2 | 0.256 | 2 | 0.056 | 9 | |||
W3 | 0.251 | 3 | 0.055 | 10 | |||
W4 | 0.231 | 4 | 0.051 | 11 | |||
Opportunities(O) | 0.205 | 4 | O1 | 0.201 | 2–3 | 0.041 | 13–14 |
O2 | 0.192 | 5 | 0.039 | 16 | |||
O3 | 0.201 | 2–3 | 0.041 | 13–14 | |||
O4 | 0.210 | 1 | 0.043 | 12 | |||
O5 | 0.197 | 4 | 0.040 | 15 | |||
Threats(T) | 0.233 | 2 | T1 | 0.251 | 2 | 0.059 | 5 |
T2 | 0.244 | 4 | 0.057 | 6–8 | |||
T3 | 0.246 | 3 | 0.057 | 6–8 | |||
T4 | 0.258 | 1 | 0.060 | 4 |
Criteria | A1 | A2 | A3 | A4 | A5 | |
---|---|---|---|---|---|---|
S1 | 0.880 | 0.857 | 0.855 | 0.843 | 0.827 | 0.852 |
S2 | 0.702 | 0.752 | 0.780 | 0.730 | 0.739 | 0.740 |
S3 | 0.868 | 0.820 | 0.830 | 0.841 | 0.880 | 0.848 |
W1 | 0.757 | 0.807 | 0.830 | 0.807 | 0.805 | 0.801 |
W2 | 0.855 | 0.818 | 0.805 | 0.766 | 0.809 | 0.810 |
W3 | 0.889 | 0.766 | 0.766 | 0.741 | 0.780 | 0.788 |
W4 | 0.818 | 0.802 | 0.820 | 0.795 | 0.793 | 0.806 |
O1 | 0.855 | 0.877 | 0.866 | 0.782 | 0.841 | 0.844 |
O2 | 0.727 | 0.818 | 0.780 | 0.809 | 0.768 | 0.780 |
O3 | 0.777 | 0.755 | 0.768 | 0.798 | 0.727 | 0.765 |
O4 | 0.827 | 0.816 | 0.857 | 0.823 | 0.782 | 0.821 |
O5 | 0.891 | 0.880 | 0.830 | 0.843 | 0.857 | 0.860 |
T1 | 0.855 | 0.805 | 0.830 | 0.843 | 0.855 | 0.837 |
T2 | 0.805 | 0.789 | 0.784 | 0.782 | 0.770 | 0.786 |
T3 | 0.818 | 0.805 | 0.766 | 0.793 | 0.782 | 0.793 |
T4 | 0.766 | 0.830 | 0.816 | 0.777 | 0.805 | 0.799 |
Criteria | ||||||||||
---|---|---|---|---|---|---|---|---|---|---|
A1 | A2 | A3 | A4 | A5 | A1 | A2 | A3 | A4 | A5 | |
S1 | 0.135 | 0.067 | 0.062 | 0 | 0 | 0 | 0 | 0 | 0.082 | 0.129 |
S2 | 0 | 0.087 | 0.173 | 0 | 0 | 0.172 | 0 | 0 | 0.086 | 0.059 |
S3 | 0.117 | 0 | 0 | 0 | 0.156 | 0 | 0.141 | 0.112 | 0.071 | 0 |
W1 | 0.196 | 0 | 0 | 0 | 0 | 0 | 0.070 | 0.146 | 0.067 | 0.064 |
W2 | 0 | 0 | 0.069 | 0.198 | 0.004 | 0.195 | 0.073 | 0 | 0 | 0 |
W3 | 0 | 0.123 | 0.126 | 0.204 | 0.027 | 0.363 | 0 | 0 | 0 | 0 |
W4 | 0 | 0.061 | 0 | 0.079 | 0.055 | 0.082 | 0 | 0.090 | 0 | 0 |
O1 | 0.080 | 0.154 | 0.117 | 0 | 0 | 0 | 0 | 0 | 0.248 | 0.057 |
O2 | 0 | 0.165 | 0 | 0.137 | 0 | 0.216 | 0 | 0.052 | 0 | 0.087 |
O3 | 0.089 | 0 | 0.060 | 0.155 | 0 | 0 | 0.085 | 0 | 0 | 0.174 |
O4 | 0.078 | 0 | 0.168 | 0.057 | 0 | 0 | 0.073 | 0 | 0 | 0.179 |
O5 | 0.151 | 0.113 | 0 | 0 | 0 | 0 | 0 | 0.151 | 0.105 | 0.058 |
T1 | 0 | 0.149 | 0.025 | 0 | 0 | 0.100 | 0 | 0 | 0.066 | 0.100 |
T2 | 0 | 0 | 0.018 | 0.066 | 0.102 | 0.111 | 0.062 | 0 | 0 | 0 |
T3 | 0 | 0 | 0.088 | 0 | 0.083 | 0.127 | 0.086 | 0 | 0.051 | 0 |
T4 | (0.119) | 0 | 0 | 0.118 | 0 | 0 | 0.142 | 0.104 | 0 | 0.071 |
Alternative | Rank | |||||
---|---|---|---|---|---|---|
A1 | 0.182 | 0.342 | 0.666 | 0.964 | 0.815 | 1 |
A2 | 0.230 | 0.183 | 0.843 | 0.517 | 0.680 | 3 |
A3 | 0.226 | 0.164 | 0.829 | 0.462 | 0.645 | 4 |
A4 | 0.253 | 0.194 | 0.929 | 0.547 | 0.738 | 2 |
A5 | 0.107 | 0.245 | 0.391 | 0.690 | 0.541 | 5 |
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Lin, C.-T.; Chiang, C.-Y. Development of Strategies for Taiwan’s Corrugated Box Precision Printing Machine Industry—An Implementation for SWOT and EDAS Methods. Sustainability 2022, 14, 5144. https://doi.org/10.3390/su14095144
Lin C-T, Chiang C-Y. Development of Strategies for Taiwan’s Corrugated Box Precision Printing Machine Industry—An Implementation for SWOT and EDAS Methods. Sustainability. 2022; 14(9):5144. https://doi.org/10.3390/su14095144
Chicago/Turabian StyleLin, Chin-Tsai, and Cheng-Yu Chiang. 2022. "Development of Strategies for Taiwan’s Corrugated Box Precision Printing Machine Industry—An Implementation for SWOT and EDAS Methods" Sustainability 14, no. 9: 5144. https://doi.org/10.3390/su14095144
APA StyleLin, C.-T., & Chiang, C.-Y. (2022). Development of Strategies for Taiwan’s Corrugated Box Precision Printing Machine Industry—An Implementation for SWOT and EDAS Methods. Sustainability, 14(9), 5144. https://doi.org/10.3390/su14095144