A Hybrid Quantified SWOT Analysis to Label the Competitive Positioning for Theme Parks: A Case Study of Taiwan.

This paper aimed to explore customer value-driven factors and evaluated competitive positioning to formulate the sustainable business strategy for theme parks in Taiwan. We employed Borda count to obtained the customer value-driven factors. This paper further developed a hybrid quantified SWOT analysis to identify the competitive positioning for the four major theme parks in Taiwan, The findings in this paper were: (1) There are nine customer value-driven factors attributed into the three dimensions of park characteristics, service characteristics, and exogenous characteristics, which are significant important for theme park sustainable survive; (2) Lihpao Resort is located in the first (SO) quadrant with its internal strengths and external opportunities simultaneously but it has less external opportunities; (3) Formosan Aboriginal Culture Village is located in the third (WT) quadrant with its internal weakness and external threats, which has the worst performance compared with other theme parks in this paper; (4) Leafoo Village Theme Park is located in the first (SO) quadrant with its internal strengths and external opportunities, which has less internal strengths compared with Lihpao Resort; and (5) Janfusun Fancy World is located in the fourth (TS) quadrant with its the external threats and internal strengths. Conclusions and suggestions are also discussed. Plain Language Summary: Label the Competitive positioning for Theme Parks In a time where consumers are increasingly informed, adopting a customer-focused marketing approach is crucial for long-term business success. This means that effective marketing strategies can not only benefit customers but also enhance the competitiveness of the theme park industry. This paper presents a methodology to discover customer value-driven factors and assess the competitive position of theme parks. It highlights areas for improvement in each park, serving as a valuable guide for operators aiming to strengthen their competitive edge. However, it's important to note a limitation of this study, which arises from collecting data during a specific period in Taiwan, namely, the summer vacation. This restricts the generalizability of the findings. To enhance external validity, future studies should consider gathering a more diverse sample from various time periods. Additionally, exploring whether there are cultural differences in customer value-driven factors and competitive positioning through replication of this study presents an intriguing avenue for further research. [ABSTRACT FROM AUTHOR]