Strategic Analysis by

Triple Triangle Framework

Foundation for Crafting Strategic Moves & Creating Sustainable Competitive Advantages

© 2 0 0 6 - 2 0 2 3 SHEIKH MORSHED JAHAN

PROFESSOR, IBA , U N IVERSITY OF D HAKA
SMJ@IBA - D U.E D U | + 8 8 0 - 1 8 2 8 - 64 -9 8 75
Agenda

Strategic Analysis by Triple Triangle Framework (TTF)

❑ TTF, a Comprehensive Framework for Exploring the Strategy Context
❑ TTF Domains & Dimensions: Firm, Industry, & Facilitation Domains
❑ TTF-led SWOT Synthesis
❑ Strategic Implications

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 Domain Thinking
Triple Triangle Framework (TTF)
TTF is an integrative analytical
framework that helps strategists
extensively explore the strategic
context along three strategic
domains and domain-specific
enterprise competitiveness
dimensions.

These domains are:

◦ Enterprise Domain
◦ Industry Domain
◦ Facilitation Domain

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TTF Domains
Enterprise Domain
• Issues are internal
to an enterprise
• Largely controllable
• Represented by
“inner triangle”
© SHEIKH MORSHED JAHAN (SMJ@IBA-DU.EDU)
Industry Domain
• Issues arise from
industry structure
and market
dynamics
• Influence-able,
depending on the
relative power of
the enterprise
• Represented by
“middle triangle”
Facilitation (Macro)
Domain
• Issues come from
wider business
ecosystem
• Acknowledgeable
only (in general)
• Represented by
“outer triangle”
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 Enterprise domain issues arise from within
the organization/enterprise.

Enterprise 3Cs
1. Technical Capabilities
2. Managerial Capabilities
1. 3. Marketing Capabilities
Capabilities 4. Technological Capabilities

1. Intellectual Capital: Patents, IPRs, Trademarks

2. Financial Capital (Equity and Credit): Availability, Accessibility, affordability
3. Social Capital: Network, Goodwill/image, brands
2. Capital 4. Physical Capital: Land, Building, Factories, Distribution Logistics, etc.

1.Mission, vision, values, philosophy

2.Organizational ethics, work attitude, etc.
3.Leadership, innovation, agility
3. Culture 4.Entrepreneurial mind-set, risk attitude, growth orientation

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 Industry domain issues arise from the core of the
market system, immediately outside the firm-domain.
It primarily involves key market and value chain actors.

Industry 3Cs
1. Market Structure: Number and Size of Competitors, Concentration
2. Behavior of Competitors: Fair play? Cut throat?
3. Competitors’ Power: Source? Strength?
4. Substitutes/Emerging Alternatives
4. 5. Domestic, International
Competitor 6. Competition Law: Regulations vis-à-vis Market Power/Behavior

1. Collaboration with Value Chain Actors: Backward (Upstream) and Forward (Downstream) Market Segments
2. Value Chain Governance: Nature of Collaboration among Value Chain Partners
3. Collaboration with Support Industries
5. 4. Collaboration with Non-market Actors: Facilitators and Regulators
5. Power and Stake of Collaborators
Collaborator

1. Market Size: current, forecast/growth potential

2. Market Segments: demography, geography, ethnography, etc.
3. Customer Preferences: Price, Convenience, Package, Image, Trends
4. Market Attractiveness
6. Customer 5. Customer Power

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 ‘Extra-Market’/Macro/Facilitation Domain
issues arise from the wider environment. This,
along with other domains, defines the business
ecosystem in which the firm operates
Facilitation (Macro) 3Cs
1.Social Values and Norms, Culture, Demography,
2.Political & Legal Regime: Policies, Laws, Regulations, Institutions
3.Macroeconomic Stability and Security
7. Country Context 4. Environmental Considerations
(State & Society) 5.Physical and Social Infrastructure (Health, Education, Skills, Connectivity, Communication, Transportation…)

1.Technological Revolutions
2.Technological Clock-speed
8. Creative Context 3.Technology Transfer: Accessibility, Adoptability
(Technology & 4.Technology Divide
Innovation)

1.Global Trade & Investment Regime

2.Bi-lateral and multi-lateral relationships, International Non-market Preferences/Obstacles
9. Cross-border Context 3.Globalization and Global Value Chain Dynamics
(Globalization & Int’l 4.Trade blocks, International agencies and Partnerships
Forces)

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Mapping a
TTF-led SWOT Synthesis

Domain Positive Negative

Enterprise STRENGTHS WEAKNESSES
Domain

Industry OPPORTUNITIES THREATS

Domain

Macro OPPORTUNITIES THREATS

Domain
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TTF-led SWOT Synthesis
Strategic Implications for Business

Domain Positive Negative

Enterprise STRENGTHS WEAKNESSES
CAPITALIZE ON IMPROVE/ADJUST
Industry OPPORTUNITIES THREATS
GRAB? My piece of PIE? PROTECT? Go BLUE OCEAN?
Macro/Extra- OPPORTUNITIES THREATS
market GRAB? My piece of PIE? PROTECT? Go BLUE OCEAN?
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 Making Sense of Strategies
Strategic Analysis by TTF
A. In class (individual first, then in group): DONE in class
1. Choose one of the organizations that you admire most. Identify one of its most impactful strategies (that led to
big success or failure).
2. Develop a SWOT matrix relevant for that point in time, and try to make sense of (a) the strategic choice made
at that time (i.e. justification of the strategic choice), and (ii) the reasons for success (or failure).
B. Post-class (individual: each 5-7 pages of main text, indicative, excluding references and appendices)
1. With the help of Triple Triangle Framework (TTF), perform strategic analysis of the case that you have chosen.
2. Develop TTF-led SWOT.
3. Based on the findings above, evaluate how justified was the company’s strategic move, and discuss top five (5)
reasons for its strategic success or failure.
C. Post-class (in group: 2.5 pages (indicative)
1. Discuss in group the reasons for strategic success or failure discovered above. And prepare a summary (2-
pager) illustrating group level generalized understanding of the TTF-relevant reasons for strategic success or
failure.
2. Develop a powerful conclusion incorporating the insights that you have gained through this research exercise.
(0.5 page)
Important Notes:
Proper referencing is a MUST. Use APA style. Omission will affect the grade heavily.
Submit in a group | Place C1 and C2 under Section I & individual cases under section II as follows: Case 1: B1, B2,
B3 ; Case 2: B1, B2, B3 … like this

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 Research Exercise: Strategic Analysis by TTF
1. Choose one of the organizations that you admire most. Identify one of its most impactful strategies (that led to big success or
failure).

2. Develop a SWOT matrix relevant for that point in time.

3. an industry and identify the strategically relevant companies. Write an overview of the industry, including, among other
things, the industry growth trajectory, market dynamics and a brief discussion on who’s who in the industry.

4. For each of these companies, identify and explain major strategic moves taken by the company in the past or in recent times.
Evaluate how justified was the company’s strategic move, and discuss reasons for its strategic success or failure by running a
TTF analysis. [Hint: Derive a TTF-led SWOT synthesis and link the findings to the strategic move pursued.]
5. Putting the findings of the company case studies above into perspective, develop a generalized industry-level discussion on
the relevance of TTF domains and dimensions in designing and executing strategic moves and counter-moves that the
industry experienced in the past (and has been experiencing for quite sometime).

6. Develop a powerful conclusion incorporating the insights that you have gained through this research (by ‘case study’
method)

Recommended length: 6,000 to 8,000 words (excluding Annex, tables, graphs, illustrations, etc.). To better manage the length,
detailed company case studies can be placed in the Annexure.

Proper referencing is a MUST. Use APA style. Omission will affect the grade heavily.

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 Thank you

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