The Strategic Triangle is a business model developed by strategist Kenichi Ohmae, often referred to as the "3Cs Model." It asserts that for a strategy to be successful, it must balance the interests of three key players: the Corporation (the company itself), the Customer, and the Competitors. The framework emphasizes that a company can gain a sustainable competitive advantage only by creating a strategy that optimally aligns its own strengths with the needs of its customers while differentiating itself from its competitors. This model is fundamentally built on the dynamic relationship between these three entities.

B. Liaison concept: This describes a communication or coordination role between different departments or organizations, not a competitive strategy framework involving customers.

C. Tactical strategy: This is an imprecise term. Tactics are specific, short-term actions used to implement a broader, long-term strategy, not a model of relationships.

D. Strategic relationship: This is a general term for any important, long-term partnership a company might have, which lacks the specific three-way focus on the company, customer, and competition.

1. Ohmae

K. (1982). The Mind of the Strategist: The Art of Japanese Business. McGraw-Hill. In Chapter 4

"The Strategic Triangle

" Ohmae introduces the 3Cs (Customer

Competitors

Corporation) as the core of any business strategy.

2. Hax

A. C.

& Wilde II

D. L. (1999). The delta model: adaptive management for a changing world. Sloan Management Review

40(2)

11-28. This article discusses Ohmae's Strategic Triangle as a foundational competitor-centric model in strategic management (p. 12).

3. MIT Sloan School of Management. (2013). 15.S21 Nuts and Bolts of Business Plans

January IAP 2013. MIT OpenCourseWare. Session 2 materials on "Strategy" cover the importance of analyzing the competitive landscape

the company's capabilities

and customer needs

which are the core components of the Strategic Triangle.