Hi Martin,

I'm also looking the same for various business environmental frameworks / models so that I can analyze & piece them together to form a superset or new framework / model.  I'd done some initial research & put up an draft paper that you might want to refer:

https://www.researchgate.net/publication/266201827_The_Relationships_among_Porter_Five_Forces_Generic_Strategies_Ansoff_Growth_Strategies__Strategy_Methods_in_an_IT_Industry__A_Conceptual_Paper

Let me know if you'd discovered some new frameworks / model that can share.  Thanks & keep in touch.

Regards,

Fung

Article The Relationships Among Porter Five Forces, Generic Strategi...

Hi. You could include stakeholder analysis / stakeholder mapping (Ger.: "Relevanzmatrix der Stakeholder" / Anspruchsgruppen) as another major framework to analyze the environment of an organization.

An - obviously - very important aspect of a company’s environment is the market it operates in. Therefore market analysis and here specifically market segmentation could be included just as well in your list. A well-known market segmentation framework in Germany is called “Sinus Milieus” http://www.sigma-online.com/en/SIGMA_Milieus/SIGMA_Milieus_in_Germany/).

By the way: You've mentioned Porter’s 5 Forces already. An alternative model would be the Value Net framework by Nalebuff and Brandenburger.

Analyzing the environment in a strategic management sense could also mean analyzing the future (and not just the present) environment. One widely used “framework” - which I'm sure you're familiar with already - is called scenario analysis; for example check out the Shell scenarios (http://www.shell.com/global/future-energy/scenarios.html)

For a macro-analysis of environmental factors, you could use P-E-S-T (Political, Economic, Social, Technological perspectives for environmental scanning). Increasingly, businesses are adding factors like Ethical, Legal, Regulatory and Demographic. Which makes it S-T-E-E-P-L-E-D!

Dear Martin,

we have developed a Business Model Environment Framework suggesting a new perspective on business environments. I cannot share it publicly yet, but if you are interested to learn more about it, just get in touch with me.

While a P-E-S-T or S-T-E-E-P-L-E-D framework helps as a framework for environmental variables, you could analyse the variables with regard to environmental dynamism, i.e. frequency of changes and impact of changes in the environment.

Refer to:Mohd, W., Idris, S. and Momani, R. A. (2013). Impact of environmental dynamism on marketing strategy comprehensiveness and organizational performance. International Journal of Business and Management. Vol. 8. No. 9. Pp. 40-49.

Analysis of the environment within the meaning of strategic management is usually made through the strategic scanning framework:

a) JB Thomas, SM Clark, DA Gioia - Strategic sensemaking and organizational performance: Linkages among scanning, interpretation, action, and outcomes, Academy of Management Journal, 1993 

b) DS Elenkov - Strategic uncertainty and environmental scanning: the case for institutional influences on scanning behavior, Strategic Management Journal, 1997 

c) A Drejer, F Olesen, J Strandskov - Strategic scanning in a new competitive landscape: towards a learning approach, International Journal of Innovation, 2005 -

Dorota Leszczynska

Article Strategic scanning: usefulness of « in-the-field" informatio...

As indicated by the different answers to your question, the choice of tool or environmental framework model depends on what you want to analyze or measure.

Porter’s 5 forces is obviously the most general and most convenient, to describe the competion.

But, as said Roland, among the recent models, the VALUE NET is certainly the most interesting. Particularly because it is considering another forms of relationship between actors (:Coopetition) and actually adds a major player in practice (the Complementor). It is increasingly used in the literature that focuses on collaborations between firms and the value creation.

In industrial environments, it may be convenient to use the analysis by the FILIERE (french highly developed concept) if you look for links between operators of the value chain, and measure the distribution of added value. And then also see the concept of "Global value chain" and "Global Commodity Chain."

Historically, there is also an old model, "strategic arena" (Rothschild, 1984 How to gain the competitive advantage in business. McGraw Hill, New York), recently updated (Bidault, 1988, strategic field of business, Econonica). It was taken shortly thereafter, but the logic of construction is interesting to ask the right questions.

Dorota well explains that you may need to build your own framewrok, as did Han.

For example, for our current studies on the social impacts of products, we tested different frameworks above and then ended up to propose our synthesis : the systematic competitive model (see atached). But I think is valid only for research question on social-LCA

Good luck.

Vincent

Article Designing the social life cycle of products from the systema...

@ Vincent: The filière concept is also well known outside of France, e.g. in Germany, though there it is often referred to as "value added chain concept".

@ Martin: The SWOT concept is only partly relevant for the analysis of an organization's environment. The opportunities and threats often come from the company's environment but the strenghts and weaknesses of an organization are often more internal in nature.

I'd suggest a framework out of the complexity-based view of the firm:  https://www.researchgate.net/publication/271076026_COMPLEXITY-BASED_VIEW_OF_THE_FIRM_EVIDENCE_FEATURES_AND_METHOD

Article Complexity-Based View of the Firm: Evidence, Features and Method

I would be happy to share our recent book chapter that offers a new model for valuing organizations. It may be useful to you in your quest for a new business model. My email is [email protected]. 

scenario-analysis is a good instrument to have a systematic view on future developments in the external environment; lots of literature on this!

Just a question concerning your ideas of scenario analysis... Still within the method of scenario analysis you need a framework to identify the main drivers. So, which framework within such a scenario approach are you using?

Martin // Vincent, and others here,

You might find the attached graphic, "Proliferation of Strategy Frameworks (1960-2014) by Pankaj Ghemawat useful.

Hope this helps.

Cheers,

Rich

The marketing audit model