Analysing external factors with a design-thinking approach is crucial for adaptation, identifying opportunities, and mitigating risks in native digital enterprises. This research introduces a framework rooted in design principles and future scenarios for external analysis, with the aim of meeting current market needs. The study employs a mixed qualitative-quantitative research approach, incorporating methods such as literature review, workshops, and surveys. These methods enable the collection and analysis of both qualitative and quantitative data, providing a comprehensive and accurate understanding of the research topic by using it in a DNVB case study. Developing a conceptual framework using a design-thinking approach which we call ASPECT contributes to a comprehensive interpretation of complexity, intertwining collective and individual factors. This reduces the risk of overlooking essential elements when making strategic decisions in ambiguous, uncertain, and volatile contexts. This method contrasts with traditional external analysis frameworks like CAME, Pestle, and SWOT. The document aims to contribute to the literature by exploring new models of external analysis based on the design process. This framework combines the conventional stages of a design thinking process with methodologies for future scenarios to identify relevant external factors for organizations. It provides an innovative conceptual framework for creating new business models and growth strategies for digital enterprises.

The advent of the Internet Plus era, digital technologies, and the digital economy has instigated profound transformations in the commercial landscape, particularly evident in the systematic reshaping of the Digital Business Ecosystem (DBE), encompassing innovations in business models, norms of commercial conduct, and the exploration of business value. This paper delves into the panoramic view of digital business operations of typical companies to uncover the fundamental structural framework of digital commerce. Through deductive reasoning and drawing upon the theoretical framework of natural niche, we construct a niche model for the digital business ecosystem, thereby achieving a bionic deconstruction of the digital business ecosystem. The significance of this research lies in offering a novel research perspective for enterprises, economic regulatory bodies, and scholars in the field of business management, proposing a systemic approach rooted in niche theory models to competition. This approach provides a fresh theoretical framework for enterprises to devise their own ecological and sustainable development strategies. The key findings are as follows: (1) Most business firms establish competitive advantages by constructing commercial cloud platforms that facilitate internal digital transformation and enable digital synergy with external economic entities; (2) Within the digital business ecosystem, enterprises extend their digital capabilities externally through four modalities: data development, data application, data services, and data manufacturing. Externally, six primary forces and roles shape the ecosystem: suppliers, governments, social institutions, consumers, as well as external and internal industry players; (3) The digital business niche is a multidimensional and hyper volumetric relationship positioning between enterprises and the digital business environment. The niche factors include six dimensions: market, personnel, resources, social relationships, technology, and institutions; (4) Given limited ecological factors, the non-exclusivity between static resource allocation and dynamic technological investments in digital enablement leads to the generalization of property rights boundaries and industrial values within the digital business ecosystem. Consequently, this fosters extensive business applications and diversified business models, thereby resulting in less competition and more cooperation, symbiosis, and complementarity within the digital business niche.