ABSTRACT
This chapter contains strategic triangle; the principles on which it is based; underlying assumptions; guidance on application, and relevant issues; and related models. The role of the strategist is to achieve superior performance relative to competitors whilst ensuring the strategy consistent with the strengths of the organization and needs of the market. Value is the benefit added to customers from the corporation and competitors in terms of, for example quality, service and price. Different strategists may result from focusing on different points of the strategic triangle: customers, corporation and competitors. Differences between the company and its competitors are linked to one or more of the elements which determine profit: price, volume or cost. The model may be used to analyse the interaction of different functional units within an organization. The model may be applied to assess the organization's activities for example, customer focus and product portfolio - and to evaluate the profit contribution of different functional units.
