\u3010\u95a2\u9023\u8a18\u4e8b\u3011\u5927\u624b\u30b3\u30f3\u30b5\u30eb\u30c6\u30a3\u30f3\u30b0\u4f1a\u793e\u4e00\u89a7<\/a>\uff5c\u672a\u7d4c\u9a13\u304b\u3089\u30b3\u30f3\u30b5\u30eb\u30bf\u30f3\u30c8\u306b\u8ee2\u8077\u3059\u308b\u65b9\u6cd5<\/a>\uff5c\u7b2c\u4e8c\u65b0\u5352\u3067\u30b3\u30f3\u30b5\u30eb\u30bf\u30f3\u30c8\u306b\u8ee2\u8077\u3059\u308b\u65b9\u6cd5<\/a>\uff5c\u30b3\u30f3\u30b5\u30eb\u30bf\u30f3\u30c8\u306e\u7a2e\u985e\u4e00\u89a7<\/a>\uff5c\u30b3\u30f3\u30b5\u30eb\u30bf\u30f3\u30c8\u306e\u4ed5\u4e8b\u5185\u5bb9<\/a>\uff5cIT\u30b3\u30f3\u30b5\u30eb\u30bf\u30f3\u30c8\u6c42\u4eba\u306e\u4e00\u89a7<\/a>\uff5c\u672a\u7d4c\u9a13OK\u306e\u30b3\u30f3\u30b5\u30eb\u6c42\u4eba\u4e00\u89a7<\/a>\uff5c\u30ea\u30e2\u30fc\u30c8\u53ef\u306e\u30b3\u30f3\u30b5\u30eb\u6c42\u4eba\u4e00\u89a7<\/a><\/span><\/p>\n\n\n\n\n<\/div>\n\n\n CFT analysis is a management strategy framework for defining the scope of a business.<\/strong><\/span> It captures the domain in which a company operates \u2014 its business domain \u2014 through three dimensions: “Customer,” “Function,” and “Technology.”<\/p>\n\n\n\n By specifically defining these three axes, the market in which your company should compete and the value it should provide become clear, establishing the direction in which the company should move. CFT analysis is composed of three elements: “Customer,” “Function,” and “Technology.”<\/strong><\/span> The method takes its name from the initials of these three components. By specifically defining each axis, a three-dimensional picture of your company’s business domain emerges.<\/strong><\/span> Each element is explained in detail below.<\/p>\n\n\n\n The “Customer” axis defines who the target is for the value your company provides.<\/strong><\/span> This is not limited simply to demographic variables such as age and gender. It is important to specifically define your customer segments from a variety of perspectives, including geographic variables (country, region), psychographic variables (lifestyle, values), and behavioral variables (purchase motivation, frequency of use).<\/strong><\/span><\/p>\n\n\n\n Rather than vaguely targeting the entire market, narrowing your focus to a customer group with specific needs makes it possible to develop products and services that truly resonate with customers. The “Function” axis clarifies what kind of value or benefit you are providing to the customers you have defined.<\/strong><\/span> This does not refer to the physical performance or specifications of a product or service itself. It refers to the essential value your company can offer in response to the challenges customers face and the desires they want to fulfill \u2014 in other words, customer needs.<\/strong><\/span> The “Technology” axis determines by what specific methods and means the defined function (value) will be delivered.<\/strong><\/span> “Technology” here is not limited to manufacturing technology or IT technology in the narrow sense. It encompasses all management resources used to realize value, including proprietary know-how, patents, business models, sales channels, and brand equity.<\/strong><\/span> \uff3c 30\u79d2\u3067\u5b8c\u4e86\uff01 \uff0f<\/span><\/p>\n\n\n\n There are many benefits to clearly defining your business domain using CFT analysis.<\/p>\n\n\n\n By visualizing the overall picture of the business, it becomes possible to clearly communicate your company’s direction to both internal and external stakeholders. In addition, the criteria for deciding where to deploy limited management resources become clear, enabling efficient business operations. Here we explain the three most representative benefits.<\/p>\n\n\n\n When the business domain becomes clear, the direction in which the entire company should move is unified.<\/strong><\/span> This creates consistency in decision-making across departments and makes it possible to align the organization’s vector.<\/p>\n\n\n\n In addition, since “what not to do” also becomes clear at the same time, it becomes easier to make decisions to withdraw from businesses where the company’s strengths cannot be leveraged and from low-priority activities.<\/strong><\/span> The process of analyzing your business from multiple angles using the three CFT axes becomes an opportunity to rediscover your company’s potential strengths and know-how that may have been overlooked until now.<\/strong><\/span><\/p>\n\n\n\n By taking stock of your core technologies from the Technology perspective, or by re-examining your relationships with Customers, your unique competitive advantages come into view. When a company is considering entering new businesses (diversification) in pursuit of growth, CFT analysis serves as an effective decision-making tool.<\/p>\n\n\n\n Using the company’s existing business domain \u2014 particularly the strength of “Technology” \u2014 as a foundation, you consider what new “Customers” and “Functions” that technology could be applied to.<\/strong><\/span> This allows you to enter highly relevant fields where your company’s strengths can be leveraged, increasing the probability of success compared to entering a completely unknown territory. CFT analysis yields greater analytical precision and objectivity when combined with other management strategy frameworks rather than conducted in isolation.<\/strong><\/span> The general approach is to define the business domain based on analysis of the external and internal environments, then evaluate its validity. Through this process, you can formulate a highly feasible business strategy that is grounded in reality rather than theory. First, objectively analyze the environment surrounding the business. 3C analysis is an effective tool for this. In 3C analysis, information is gathered and organized from three perspectives: “Customer (market\/customers),” “Competitor (competitors),” and “Company (your own company).”<\/strong><\/span> Based on the Key Success Factors (KFS) identified in Step 1, specifically define the three elements of CFT analysis (Customer, Function, Technology).<\/strong><\/span><\/p>\n\n\n\n First, taking the KFS into account, define who the target “Customer” should be. Next, consider what value to provide as “Function” in response to the needs of those customers. Finally, clarify what “Technology” \u2014 your company’s strengths \u2014 will be used to deliver that value.<\/strong><\/span><\/p>\n\n\n\n At this point, it is useful to consider multiple combinations and create several candidate proposals for the business domain.<\/p>\n\n\n\n Finally, evaluate whether the business domain candidates created in Step 2 are truly optimal for your company.<\/strong><\/span> SWOT analysis is useful for this evaluation. For each candidate proposal, organize the internal environment \u2014 “Strengths” and “Weaknesses” \u2014 and the external environment \u2014 “Opportunities” and “Threats.”<\/strong><\/span> When setting the business domain using CFT analysis, paying attention to several points enables analysis that leads to more strategic decision-making.<\/p>\n\n\n\n For example, rather than simply analyzing the current situation, it is important to take into account future changes in the market and your company’s growth potential. It is also necessary to drill down the definitions to a level that leads to concrete actions, so that the analytical results do not end in abstract terms. The most important thing when defining a business domain is to anchor the analysis in your company’s unique strengths \u2014 its core competence.<\/strong><\/span><\/p>\n\n\n\n Particularly on the “Technology” axis, whether you can clearly define technologies, know-how, and business models that competitors cannot easily replicate is the key to building a sustainable competitive advantage.<\/strong><\/span> Even if there is an attractive opportunity in the market, if it is an area where your company’s strengths cannot be leveraged, entry should be carefully considered. Problems arise when the scope of the business domain is set either too broadly or too narrowly.<\/p>\n\n\n\n If the business domain is defined too broadly, management resources become dispersed, creating the risk of falling into a “jack-of-all-trades management” where only a mediocre position can be established in any market. On the other hand, if the domain is defined too narrowly, there is a possibility of being unable to respond when the market shrinks, or of missing out on new growth opportunities.<\/p>\n\n\n\n The ideal domain definition concentrates on the current core business while allowing a moderate degree of expandability to respond to future changes in the market environment.<\/strong><\/span><\/p>\n\n\n\n The definition of “Customer” in CFT analysis is a concept similar to, but distinct from, the “market segment” commonly used in marketing.<\/p>\n\n\n\n Market segmentation is an approach that “divides” an existing market into groups with common needs or characteristics. In contrast, the customer definition in CFT analysis also includes the perspective of “creating” potential customer segments with unmet needs, or new customer segments different from those targeted before.<\/strong><\/span><\/p>\n\n\n\n It is important to think about “whose problems we are solving, and what those problems are” from a broader perspective, without being confined to the framework of the existing market.<\/strong><\/span><\/p>\n\n\n\n Here we have compiled frequently asked questions about CFT analysis and their answers.<\/p>\n\n\n\n We explain specific company case studies, how to handle situations where the analysis is not going well, and in what business scenarios it is most effective.<\/p>\n\n\n\n The case of Fujifilm is well known.<\/p>\n\n\n\n In response to the crisis caused by the shrinking photographic film market, the company redefined its business domain around its strengths in chemical technology and precision processing technology. It successfully entered new fields such as healthcare and high-performance materials, achieving a remarkable business transformation.<\/p>\n\n\n\n It is effective to conduct interviews or surveys with customers to directly confirm what they expect from your company.<\/strong><\/span><\/p>\n\n\n\n It is also important to return to other frameworks such as 3C analysis and SWOT analysis, redo the analysis of your company’s strengths and market environment, and attempt to make definitions based on objective information.<\/p>\n\n\n\n It is useful in important situations where the direction of the business is being determined, such as planning new businesses, reviewing existing businesses, and formulating medium-term management plans.<\/strong><\/span><\/p>\n\n\n\n It can also serve as a marketing judgment tool for evaluating whether a target company aligns with your own business domain when considering M&A. It is also an effective framework for sharing the purpose of the business across the entire organization.<\/p>\n\n\n\n CFT analysis is a framework proposed by Derek Abell for defining a company’s business domain from three axes: “Customer,” “Function,” and “Technology.” Through this analysis, it becomes possible to clarify the direction of the business and effectively concentrate limited management resources.<\/strong><\/span><\/p>\n\n\n\n Combining it with other frameworks such as 3C analysis and SWOT analysis enables even more precise strategy formulation.<\/strong><\/span> \uff3c \u8ee2\u8077\u30a8\u30fc\u30b8\u30a7\u30f3\u30c8\u304c\u3054\u76f8\u8ac7\u306b\u4e57\u308a\u307e\u3059 \uff0f<\/span><\/p>\n\n\n\nCFT Analysis: A Framework for Clarifying Your Business Domain<\/h2>\n\n\n\n
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Its purpose is to re-examine vague business content concretely and from multiple angles, building a foundation for effective strategy formulation.<\/p>\n\n\n\nThe 3 Components of CFT Analysis for Defining Your Business Domain<\/h2>\n\n\n\n
For example, rather than simply “providing IT services,” it becomes possible to clarify which customer segment you are serving, what kind of value you are offering to meet their needs, and what technology you are using to deliver it.<\/p>\n\n\n\n![\"\"](\"https:\/\/mirai-works.co.jp\/consulnext\/wp-content\/uploads\/2026\/02\/flamework_cft.jpg\")
Customer: Who Are You Providing Value To?<\/h3>\n\n\n\n
Clearly defining your customers is the starting point of your business strategy.<\/p>\n\n\n\nFunction: What Kind of Value Are You Providing?<\/h3>\n\n\n\n
For example, an automaker would be expected to define not only the basic function of “a means of transportation,” but also the values customers feel, such as “the joy of driving,” “comfortable family time,” and “status.”<\/p>\n\n\n\nTechnology: How Are You Providing Value?<\/h3>\n\n\n\n
Having unique technologies and methods that competitors cannot easily imitate is an indispensable element for building a sustainable competitive advantage. Define in depth what technologies can leverage your company’s strengths.<\/strong><\/span><\/p>\n\n\n3 Benefits of Clarifying Your Business Strategy with CFT Analysis<\/h2>\n\n\n\n
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In marketing strategy in particular, once the target customer and value proposition are established, the precision of initiatives is expected to improve.<\/p>\n\n\n\n\n
Benefit 1: The Direction of Your Business Becomes Clear, Enabling Concentration of Management Resources<\/h3>\n\n\n\n
As a result, limited management resources \u2014 people, goods, money, and information \u2014 can be concentrated into the defined business domain, increasing the probability of business success.<\/p>\n\n\n\nBenefit 2: You Can Rediscover Your Company’s Strengths and Market Opportunities<\/h3>\n\n\n\n
Furthermore, combining changes in market needs with your company’s strengths can also lead to discovering market opportunities \u2014 such as areas for improvement in existing businesses and possibilities for new business development.<\/p>\n\n\n\nBenefit 3: Risk in Diversified Management Can Be Reduced<\/h3>\n\n\n\n
By evaluating in advance whether synergies with existing businesses can be expected, the risks associated with diversification are reduced.<\/p>\n\n\n\nHow to Conduct CFT Analysis in Practice [Explained in 3 Steps]<\/h2>\n\n\n\n
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Here we explain in three steps how to conduct practical marketing strategy by combining representative frameworks such as 3C analysis and SWOT analysis.<\/p>\n\n\n\nStep 1: Identify Key Success Factors (KFS) with 3C Analysis<\/h3>\n\n\n\n
You identify the size and growth potential of the market, customer needs, the strengths and strategies of competitors, and your company’s own strengths and weaknesses. From these analytical results, you extract what the important factors are for your company to succeed in that market \u2014 the Key Factors for Success (KFS).<\/strong><\/span> These KFS become the foundation for the subsequent business domain definition.<\/p>\n\n\n\n\u2606 Also worth reading:<\/strong><\/em><\/span>\nWhat Is 3C Analysis? A Clear Explanation of Its Purpose, How to Use It, and Applications<\/a>\n\n\n\nStep 2: Apply the Three Elements to Define the Business Domain<\/h3>\n\n\n\n
Step 3: Use SWOT Analysis to Evaluate the Validity of the Business Domain<\/h3>\n\n\n\n
From the perspectives of “Can we maximize market opportunities by leveraging our company’s strengths?” and “Can we avoid or overcome external threats and our company’s weaknesses?”, compare and examine each domain proposal and select the one judged to have the highest feasibility and future potential as the final business domain.<\/p>\n\n\n\n\u2606 Also worth reading:<\/strong><\/em><\/span>\nWhat Is SWOT Analysis? A Clear Explanation of How to Conduct It and How to Apply It<\/a>\n\n\n\n3 Tips for Improving the Precision of Your CFT Analysis Business Domain Definition<\/h2>\n\n\n\n
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Here we explain three particularly important tips for improving the precision of CFT analysis.<\/p>\n\n\n\n\n
Tip 1: Build Around Your Company’s Unique Strengths<\/h3>\n\n\n\n
First, thoroughly take stock of what your company’s strengths are, and use that as the starting point for thinking about the customer and function axes \u2014 this is the shortcut to success.<\/p>\n\n\n\nTip 2: Don’t Make the Business Domain Too Broad or Too Narrow<\/h3>\n\n\n\n
Tip 3: Correctly Understand the Difference from Market Segmentation<\/h3>\n\n\n\n
Frequently Asked Questions About CFT Analysis<\/h2>\n\n\n\n
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<\/figure>\n\n\n\nAre There Any Specific Company Examples of CFT Analysis?<\/h3>\n\n\n\n
What Should I Do If I Can’t Define the Three Elements Well?<\/h3>\n\n\n\n
In What Business Scenarios Is CFT Analysis Useful?<\/h3>\n\n\n\n
Summary<\/h2>\n\n\n\n
By applying it when developing new businesses or reviewing existing ones, you can build the foundation for your company’s sustainable growth.<\/p>\n\n\n