Strategy framework
The 3Cs
TL;DR
The 3Cs is a strategic framework that decomposes any business situation into three lenses: Customer (who they are, what they want), Company (capabilities, economics, brand), and Competitor (who else is in the market and how they are positioned). It is the fastest way to structure most strategy and market-entry cases.
Last updated: May 16, 2026. Written by the CaseXcel team.
When to use The 3Cs
- Market entry cases.
- Strategy or repositioning cases where the prompt is vague.
- Growth strategy cases needing a quick starting structure.
When NOT to use it
- Operational or cost cases.
- M&A cases (use the M&A framework instead).
- Cases where the customer/competitor data is already in the prompt — diving deeper than the 3Cs is more useful.
The components
Customer
Who buys, why they buy, what segments matter, what unmet needs exist. Always size the customer pool when you can.
Company
What are the company's strengths, weaknesses, economics, brand, and existing assets? The 3Cs only matters when overlaid against the company's actual capabilities.
Competitor
Who else is in the market, how are they positioned, what are their strengths, and where is white space the company could win?
Worked example
Prompt
A European luxury fashion brand is considering entering the Indian market. Should they?
Walkthrough
- Customer: India has a fast-growing affluent class (~5M households earning >$50K, growing 12% per year). High openness to international luxury brands; preference for Western prestige labels with local-relevance touches.
- Company: established brand equity, strong design, but limited Asian operations and no India distribution. Direct-to-consumer expansion is feasible; wholesale distribution requires partners.
- Competitor: existing entrants (LVMH, Kering brands) have flagship stores in Mumbai, Delhi, Bangalore. Local heritage brands (Sabyasachi, Manish Malhotra) dominate occasion-wear. White space: contemporary luxury day-wear where Indian brands underserve.
Recommendation
Yes, enter — but via 2 flagship stores (Mumbai, Delhi) and DTC e-commerce rather than wholesale. Target the contemporary luxury day-wear segment where Indian brands underdeliver. Re-evaluate in 24 months before broader rollout.
Common mistakes
Stopping at "the customer wants the product"
Saying "customers will buy because they want luxury" is empty. Segment, size, and quantify.
Ignoring the company side
A case that loves the customer and respects the competitors but skips the company is a 2C case. Always come back to whether this specific company can win.
Drill The 3Cs until it is automatic
The CaseXcel app drills framework recall with Leitner-style spaced repetition, so the structure is in your head when the interviewer asks. Plus mental math, case math, and market sizing in the same daily session.
Try a free drill →FAQ
Is the 3Cs a McKinsey framework?
The 3Cs is widely associated with Kenichi Ohmae, a former McKinsey Japan partner. It is widely taught and widely used across consulting firms, not exclusive to McKinsey.
Can I just use the 3Cs for every case?
It works for many strategy and market-entry cases, but reflexively reaching for it on profitability, M&A, or operational cases will land you in the wrong analytical frame. Use the framework that fits the prompt.