3C's Model - Revision history

User at 12:20, 2 September 2023

2023-09-02T12:20:56Z

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2023-04-13T15:40:55Z

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2023-01-20T11:47:19Z

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2023-01-20T11:46:45Z

User at 16:29, 19 December 2022

2022-12-19T16:29:35Z

User at 16:27, 19 December 2022

2022-12-19T16:27:43Z

User at 18:28, 25 November 2022

2022-11-25T18:28:58Z

User at 18:28, 25 November 2022

2022-11-25T18:28:30Z

User at 18:28, 25 November 2022

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User at 18:03, 29 December 2021

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 == See Also ==
 *[[Competitive Advantage]]
 *[[Five Forces Model]]

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 == What is Kenichi Ohmae's 3C's Model? ==
+'''The 3C's Model''', also known as '''Strategic Triangle''', is a business model which offers a strategic look at the factors needed for success. It was developed by business and corporate strategist Kenichi Ohmae. Only by integrating these three a sustained competitive advantage can exist. Ohmae refers to these key factors as the three C’s or strategic triangle.<ref>[https://en.wikipedia.org/wiki/3C%27s_model Defining 3C's Model]</ref>
 The 3C’s model points out that a strategist should focus on three key factors for success. In the construction of a [[Business Strategy]], three main players must be taken into account:
 #'''The Customer''' - The customers are the basis for any corporation, according to Kenichi Ohmae. Without a doubt, a corporation’s foremost objective ought to be the interests of its customers rather than those of its stockholders or other parties. What is important are needs, requirements, demands, problem areas, buying motives, value components, decision-makers, etc. Segmentation of objectives (use of products) and customers (geography, age, social interests ), and the market (potential customers, competitors) are important for constructing and adopting a strategy.
 [[File:3C's_Model.jpg|300px|3C's Model]]<br />
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-=== See Also ===
+== See Also ==
-*[[IT_Strategy_(Information_Technology_Strategy)|IT Strategy]]
+*[[IT Strategy (Information Technology Strategy)]]
 *[[Competitive Advantage]]
-*[[Five Forces Model|Porter's Five Forces Model]]
+*[[Five Forces Model]]
-===References===
+== References ==
 <references />
-====Further Reading====
+=== Further Reading ===
 *[http://www.valuebasedmanagement.net/methods_3C's.html Summary of the Strategic Triangle by Ohmae-Abstract]
 *[https://www.linkedin.com/pulse/situation-analysis-using-3cs-model-hector-hernandez Situation Analysis Using 3C's Model]
 *[http://www.profitguide.com/manage-grow/strategy-operations/the-3-cs-of-a-great-b2b-marketing-strategy-30480 The 3C's of a great B2B marketing strategy]
 *[http://www.slideshare.net/sarthak8/ohmaes-3-cs-model Introduction to Ohmae's Business Model]

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 *[[IT_Strategy_(Information_Technology_Strategy)|IT Strategy]]
 *[[Competitive Advantage]]
-*[[Five Forces Model]]
+*[[Five Forces Model|Porter's Five Forces Model]]

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 '''The 3C's Model''', also known as '''Strategic Triangle''', is a business model which offers a strategic look at the factors needed for success. It was developed by business and corporate strategist Kenichi Ohmae. Only by integrating these three a sustained competitive advantage can exist. Ohmae refers to these key factors as the three C’s or strategic triangle.<ref>[https://en.wikipedia.org/wiki/3C%27s_model Wikipedia]</ref>
@@ Line 15: / Line 18: @@
 === See Also ===
 *[[IT_Strategy_(Information_Technology_Strategy)|IT Strategy]]
 *[[Competitive Advantage]]
 *[[Five Forces Model]]

← Older revision		Revision as of 16:29, 19 December 2022
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−	'''The 3C's Model''', also known as Strategic Triangle, is a business model which offers a strategic look at the factors needed for success. It was developed by business and corporate strategist Kenichi Ohmae. Only by integrating these three a sustained competitive advantage can exist. Ohmae refers to these key factors as the three C’s or strategic triangle.<ref>[https://en.wikipedia.org/wiki/3C%27s_model Wikipedia]</ref>	+	'''The 3C's Model''', also known as '''Strategic Triangle''', is a business model which offers a strategic look at the factors needed for success. It was developed by business and corporate strategist Kenichi Ohmae. Only by integrating these three a sustained competitive advantage can exist. Ohmae refers to these key factors as the three C’s or strategic triangle.<ref>[https://en.wikipedia.org/wiki/3C%27s_model Wikipedia]</ref>

	The 3C’s model points out that a strategist should focus on three key factors for success. In the construction of a [[Business Strategy]], three main players must be taken into account:		The 3C’s model points out that a strategist should focus on three key factors for success. In the construction of a [[Business Strategy]], three main players must be taken into account:

@@ Line 1: / Line 1: @@
-The 3C's Model is a business model, which offers a strategic look at the factors needed for success. It was developed by business and corporate strategist Kenichi Ohmae. Only by integrating these three, a sustained [[Competitive Advantage|competitive advantage]] can exist. Ohmae refers to these key factors as the three C’s or strategic triangle.<ref>Definition of the 3C's Model [https://en.wikipedia.org/wiki/3C%27s_model Wikipedia]</ref>
+'''The 3C's Model''', also known as Strategic Triangle, is a business model which offers a strategic look at the factors needed for success. It was developed by business and corporate strategist Kenichi Ohmae. Only by integrating these three a sustained competitive advantage can exist. Ohmae refers to these key factors as the three C’s or strategic triangle.<ref>[https://en.wikipedia.org/wiki/3C%27s_model Wikipedia]</ref>
 The 3C’s model points out that a strategist should focus on three key factors for success. In the construction of a [[Business Strategy]], three main players must be taken into account:
-'''1. The Customer''' - The customers are the basis for any corporation according to Kenichi Ohmae. Without a doubt, a corporation’s foremost objective ought to be the interests of its customers rather than those of its stockholders or other parties. What is important are elements like needs, requirements, demands, problem areas, buying motives, value components, decision-makers, etc. Segmentation of objectives (use of products) and customers (geography, age, social interests ) and the market (potential customers, competitors) are important for constructing and adopting a strategy.
+#'''The Customer''' - The customers are the basis for any corporation, according to Kenichi Ohmae. Without a doubt, a corporation’s foremost objective ought to be the interests of its customers rather than those of its stockholders or other parties. What is important are needs, requirements, demands, problem areas, buying motives, value components, decision-makers, etc. Segmentation of objectives (use of products) and customers (geography, age, social interests ), and the market (potential customers, competitors) are important for constructing and adopting a strategy.
-'''2. The Competitors''' - According to Kenichi Ohmae these strategies can be constructed by looking at possible differentiation in functions such as purchasing, design, engineering, sales and maintenance. One of the most important factors is image and this can provide the necessary power. Both Sony and Honda for example, sell more than their competitors because they invest more in public relations and advertising. Smaller corporations and organizations can use franchise concepts or low margins and make the necessary investments in service.
+#'''The Competitors''' - According to Kenichi Ohmae, these strategies can be constructed by looking at possible differentiation in purchasing, design, engineering, sales, and maintenance functions. An image is one of the most important factors which can provide the necessary power. Sony and Honda, for example, sell more than their competitors because they invest more in public relations and advertising. Smaller corporations and organizations can use franchise concepts or low margins and make service investments.
-'''3. The Corporation''' - The Corporation needs to focus on the maximization of its strengths. As a result, the corporation can influence the functional areas of the competition that are critical to achieve success within a certain industry. Focusing on a key functional area may create a decisive improvement in other functions of the competition. (for example quality improvement). By functional areas is meant for example culture, image, products, services, technology, etc. It is also important for a corporation to make informed decisions about subcontracting (capacity, cost structure, significant strategic advantages) and how effectively this can be realized with respect to cost reduction (selective purchasing, stock management, choice of commodities, use of automation).<ref>3C model by Kenichi Ohmae [http://www.toolshero.com/strategy/3c-model-ohmae/ Tools Hero]</ref>
+#'''The Corporation''' - The Corporation needs to maximize its strengths. As a result, the corporation can influence the functional areas of the competition that are critical to achieving success within a certain industry. Focusing on a key functional area may create a decisive improvement in other functions of the competition. (for example, quality improvement). Functional areas are meant, for example, culture, image, products, services, technology, etc. It is also important for a corporation to make informed decisions about subcontracting (capacity, cost structure, significant strategic advantages) and how effectively this can be realized for cost reduction (selective purchasing, stock management, choice of commodities, use of automation).<ref>[http://www.toolshero.com/strategy/3c-model-ohmae/ 3C model by Kenichi Ohmae]</ref>
 === See Also ===
 *[[IT_Strategy_(Information_Technology_Strategy)|IT Strategy]]
-*[[E-Strategy|e-Strategy]]
+*[[Business Model]]
-*[[IT_Governance|IT Governance]]
+*[[Competitive Advantage]]
-*[[Enterprise_Architecture|Enterprise Architecture]]
+*[[Five Forces Model]]
@@ Line 31: / Line 25: @@
 ====Further Reading====
-*Summary of the Strategic Triangle by Ohmae-Abstract[http://www.valuebasedmanagement.net/methods_3C's.html Value Based Management]
+*[http://www.valuebasedmanagement.net/methods_3C's.html Summary of the Strategic Triangle by Ohmae-Abstract]
-*Situation Analysis Using 3C's Model *[https://www.linkedin.com/pulse/situation-analysis-using-3cs-model-hector-hernandez Hector Hernandez]
+*[https://www.linkedin.com/pulse/situation-analysis-using-3cs-model-hector-hernandez Situation Analysis Using 3C's Model]
-*The 3C's of a great B2B [[marketing]] strategy[http://www.profitguide.com/manage-grow/strategy-operations/the-3-cs-of-a-great-b2b-marketing-strategy-30480 Profit Guide]
+*[http://www.profitguide.com/manage-grow/strategy-operations/the-3-cs-of-a-great-b2b-marketing-strategy-30480 The 3C's of a great B2B marketing strategy]
-*Introduction to Ohmae's [[Business Model]] [http://www.slideshare.net/sarthak8/ohmaes-3-cs-model Sarthak Ranka]
+*[http://www.slideshare.net/sarthak8/ohmaes-3-cs-model Introduction to Ohmae's Business Model]

← Older revision		Revision as of 18:28, 25 November 2022
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	The 3C’s model points out that a strategist should focus on three key factors for success. In the construction of a [[Business Strategy]], three main players must be taken into account:		The 3C’s model points out that a strategist should focus on three key factors for success. In the construction of a [[Business Strategy]], three main players must be taken into account:
		+
	'''1. The Customer''' - The customers are the basis for any corporation according to Kenichi Ohmae. Without a doubt, a corporation’s foremost objective ought to be the interests of its customers rather than those of its stockholders or other parties. What is important are elements like needs, requirements, demands, problem areas, buying motives, value components, decision-makers, etc. Segmentation of objectives (use of products) and customers (geography, age, social interests ) and the market (potential customers, competitors) are important for constructing and adopting a strategy.		'''1. The Customer''' - The customers are the basis for any corporation according to Kenichi Ohmae. Without a doubt, a corporation’s foremost objective ought to be the interests of its customers rather than those of its stockholders or other parties. What is important are elements like needs, requirements, demands, problem areas, buying motives, value components, decision-makers, etc. Segmentation of objectives (use of products) and customers (geography, age, social interests ) and the market (potential customers, competitors) are important for constructing and adopting a strategy.

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-The 3C's [[Model]] is a [[Business Model|business model]], which offers a strategic look at the factors needed for success. It was developed by [[business]] and corporate strategist Kenichi Ohmae. Only by integrating these three, a sustained competitive advantage can exist. Ohmae refers to these key factors as the three C’s or strategic triangle.<ref>Definition of the 3C's Model [https://en.wikipedia.org/wiki/3C%27s_model Wikipedia]</ref>
+The 3C's [[Model]] is a [[Business Model|business model]], which offers a strategic look at the factors needed for success. It was developed by [[business]] and corporate strategist Kenichi Ohmae. Only by integrating these three, a sustained [[Competitive Advantage|competitive advantage]] can exist. Ohmae refers to these key factors as the three C’s or [[Strategy|strategic]] triangle.<ref>Definition of the 3C's Model [https://en.wikipedia.org/wiki/3C%27s_model Wikipedia]</ref>
 The 3C’s model points out that a strategist should focus on three key factors for success. In the construction of a business [[strategy]], three main players must be taken into account:
-'''1. The [[Customer]]''' - The customers are the basis for any corporation according to Kenichi Ohmae. Without a doubt, a corporation’s foremost [[objective]] ought to be the interests of its customers rather than those of its [[stock]] holders or other parties. What is important are elements like needs, requirements, demands, problem areas, buying motives, [[value]] components, decision-makers, etc. Segmentation of objectives (use of products) and customers (geography, age, social interests ) and the [[market]] (potential customers, competitors) are important for constructing and adopting a strategy.
+'''1. The [[Customer]]''' - The customers are the basis for any [[Business|corporation]] according to Kenichi Ohmae. Without a doubt, a corporation’s foremost [[objective]] ought to be the interests of its customers rather than those of its [[stock]] holders or other parties. What is important are elements like needs, requirements, demands, problem areas, buying motives, [[value]] components, decision-makers, etc. Segmentation of objectives (use of products) and customers (geography, age, social interests ) and the [[market]] (potential customers, competitors) are important for constructing and adopting a strategy.
-'''2. The Competitors''' - According to Kenichi Ohmae these strategies can be constructed by looking at possible differentiation in functions such as purchasing, [[design]], engineering, sales and maintenance. One of the most important factors is image and this can provide the necessary [[power]]. Both Sony and Honda for example, sell more than their competitors because they invest more in public relations and [[advertising]]. Smaller corporations and organizations can use franchise concepts or low margins and make the necessary investments in [[service]].
+'''2. The Competitors''' - According to Kenichi Ohmae these [[Strategy|strategies]] can be constructed by looking at possible differentiation in functions such as purchasing, [[design]], engineering, sales and maintenance. One of the most important factors is image and this can provide the necessary [[power]]. Both Sony and Honda for example, sell more than their competitors because they invest more in public relations and [[advertising]]. Smaller [[Business|corporations]] and organizations can use franchise concepts or low margins and make the necessary investments in [[service]].
 '''3. The Corporation''' - The Corporation needs to focus on the maximization of its strengths. As a result, the corporation can influence the functional areas of the competition that are critical to achieve success within a certain [[industry]]. Focusing on a key functional area may create a decisive [[improvement]] in other functions of the competition. (for example [[quality]] improvement). By functional areas is meant for example culture, image, products, services, technology, etc. It is also important for a corporation to make informed decisions about subcontracting (capacity, cost structure, significant strategic advantages) and how effectively this can be realized with respect to cost reduction (selective purchasing, stock [[management]], choice of commodities, use of automation).<ref>3C model by Kenichi Ohmae [http://www.toolshero.com/strategy/3c-model-ohmae/ Tools Hero]</ref>