Part 2: Regular PapersInternational audienceStrategic decision processes are traditionally thought to affect an organization’s long-term success, motivating the development of strategy analysis tools. But ordinary strategy analysis tools have been criticized on several grounds, such as the neglect of organizational context and ill-defined concepts. This paper explores whether enterprise models can provide a richer foundation for strategic analysis, intending to lay the ground for the development of a modeling language. Specifically, the paper analyzes key concepts of traditional strategy analysis tools, reconstructs these concepts in the form of a meta model, and demonstrates integration potentials with enterprise models. The paper closes with implications and lessons learned for future research

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