Abstract
In this article Kenichi Ohmae offers a conceptual framework for strategic planning and decision-making derived from his extensive strategy work with major companies in Japan, North America and Europe. The model elaborates the three key elements — the corporation, its customers and its competitors — forming what Ohmae calls the ‘strategic triangle’, showing how these should be analysed individually and also be integrated with each other in pursuit of effective business performance. Each area of strategic concentration is illustrated with practical case examples.
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