ENTERPRISE ENVIRONMENT ANALYSIS – METHODS IN USE AND DEVELOPMENT TRENDS

The purpose of the article is to describe the methods of analysis of enterprise environment and to determine future trends in analysis development. The environment analysis is presented in detail along with the major analytical methods in use. The focus is on the macro environment (economic, political and legal, social and cultural, technological, international factors) and the competitive environment (which is the source of data that enable to determine the opportunities and threats for enterprises in a given sector). The article contains a synthetic presentation of selected methods of analysis of the close and distant environment. In this aspect, it contains a description of non-scenario methods (trend extrapolation, strategic gap analysis, expert opinions – Delphi method) and scenario-based methods (scenarios of possible events, simulation scenarios, environment condition scenarios, environmental processes scenarios), Porter's five forces analysis, sector economic profile, score evaluation of sector attractiveness, strategic groups mapping, clusters analysis, experience curve analysis and sector globalisation capability analysis. Additionally, goals for improvement of enterprise environment analysis methods are set. Particular emphasis in this regard is put on the aspects related with enterprise environment scanning, integration of existing methods (integration at the level of macro environment and competitive environment analysis methods), introduction of new methods and integration of enterprise environment analysis with management instruments, such as strategic management accounting focused on enterprise environment. The purpose of the article determined the selection of research methods. The following methods have been used: critical review of Polish and international literature, deductive reasoning and analysis.

Full text (pdf)

1. Abell  D.F., 2000, Dualizm w zarządzaniu. Dziś i jutro firmy [Managing with dual strategies: Mastering the present, preempting the future], Poltext, Warszawa.
2. Berliński L., Penc-Pietrzak I., 2004, Inżynieria projektowania strategii przedsiębiorstwa. Konstrukcja i technologia, Difin, Warszawa.
3. Choo Ch. W., 1999, The Art of Scanning the Environment, „Bulletin of the American Society for Information Science”.
4. Gierszewska G., Romanowska M., 2002, Analiza strategiczna przedsiębiorstwa, PWN, Warszawa.
5. Joseph A.T., 1999, Formulation on Manufacturing Strategy, “The International Journal of Advanced Manufacturing Technology”, Vol. 15.
6. Khan A.U., Alam N.M., Alam S., 2015, A critical analysis of internal and external environment of Apple Inc., International Journal of Economics, Commerce and Management, Vol. III, Issue 6.
7. Kozarowicz H., 2003, Czynnik czasu w analizie strategicznej, [in:] Zarządzanie strategiczne. Koncepcje – metody, edited by R. Krupski, Wydawnictwo Akademii Ekonomicznej we Wrocławiu.
8. Krupski R., 2003, Analiza otoczenia, [in:] Zarządzanie strategiczne. Koncepcje – metody, edited by R. Krupski, Wydawnictwo Akademii Ekonomicznej we Wrocławiu.
9. Olszewska B., 2000, Analiza strategiczna otoczenia, [in:] Zarządzanie strategiczne, edited by S. Kiełczewski, Wydawnictwo Akademii Ekonomicznej we Wrocławiu.
10. Porter M. E., 2000, Strategia konkurencji. Metody analizy sektorów i konkurentów [Competitive Strategy: Techniques for Analyzing Industries and Competitors], PWE, Warszawa.
11. Strategor,1999, Zarządzanie firmą. Strategie, struktury, decyzje, tożsamość, PWN, Warszawa.
12. Ward P.T., Duray R., 2000, Manufacturing strategy in context: environment, competitive strategy and manufacturing strategy, “Journal of Operations Management”, Vol. 18.
13. Wierzbiński M., 2016, Rachunkowość zarządcza w identyfikacji szans i zagrożeń w otoczeniu zewnętrznym dla modelu biznesowego przedsiębiorstwa, „Prace Naukowe Uniwersytetu Ekonomicznego we Wrocławiu, nr 424.