Environment-oriented strategy models (Porter’s “five forces framework”) start from the company in its market and competitive environment. These industrial economic approaches from the 1980s, which include not only customers and suppliers but also the competition, consider the company in its relationships with its environment, but without aiming for a strategically advantageous positioning. Environment-oriented strategy models are therefore an orientation, but should be supplemented in today’s world by elements of strategic design. There are success-factor-based strategy models available and – relevant in dynamic business environments – also dynamic-oriented strategy models.