Formation of competitive development strategy key performance indicators’ system for consulting companies

In recent years, continuous changes in geo-economics and environment, especially the rise in global trade protectionism, have severely impacted China’s sporting goods manufacturing industry, which is dominant in international trade. Therefore, this paper attempts to examine the geo-economic environment and influence factors of China’s sporting goods manufacturing industry, and puts forward strategies to improve the competitiveness of China’s sporting goods manufacturing industry and promote its high-quality development.
This paper selects indicators that can reflect the geo-economic relationships of competition and complementarity, including household final consumption expenditure (% of GDP), sporting goods import and export trade volumes (% of GDP), FDI (% of GDP) and R&D (% of GDP) from 2013 to 2018. Using the standardized Euclidean distance method, the geo-economic relationship of sporting goods manufacturing industry between China and each One Belt and One Road Initiative (BRI) country is obtained. Statistic results show that the geo-economic relationship of the sporting goods manufacturing industry between China and other BRI countries is more competitive than complementary. Meanwhile, a map generated by the ARCGIS10.0 platform shows that competition between China and the BRI countries increased from 2013 to 2018. According to the analysis of statistical data regarding the aspects of the industrial structure of China’s sporting goods manufacturing industry, geo-economics and geopolitics, respectively, several proposals are put forward for the high-quality development of the sporting goods manufacturing industry in China.

Performance management helps organizations to ensure that they are on the right path. Thus, this requires increasing the ability of organizations to understand their own key indicators to manage and measure their performance. The purpose of this study is to determine the key performance indicators used in Saudi Arabian telecommunication companies. Moreover, it examines whether these indicators impact the overall performance of Saudi Arabian telecommunication companies. This study adopted a quantitative method based on a survey questionnaire. Participants were reached through human resources officers in the telecommunication companies. Questionnaires were distributed to 247 employees at middle and top management levels in Saudi Arabian telecommunication companies using a convenience sampling technique. However, 212 responses were returned completely filled with a response rate of 85.8%. This study used statistical software of SPSS and SmartPLS for data analysis. The results revealed that customer satisfaction, delivery reliability, learning and growth, employee satisfaction, cost, financial performance, flexibility, and quality are the key indicators used in Saudi Arabian telecommunication companies to measure performance. The results also revealed that customer satisfaction, delivery reliability, learning and growth, employee satisfaction, cost, financial performance, flexibility, and quality have an impact on the overall performance of Saudi Arabian telecommunication companies. These indicators can be used to determine the state of organizations, help measure the implementation of strategies, evaluate the organization’s current performance, design strategies for improvement, and evaluate organization’s departments and employees.

Acknowledgment
This paper was supported by the Deanship of Scientific Research, Vice Presidency for Graduate Studies and Scientific Research, King Faisal University, Saudi Arabia [GRANT348].

The analysis of strategic potential for development strategy aimed at the effective use of synthesized capital is fundamental to solving the urgent problems of increasing the well-being of the population and promoting economic growth. Given the analysis of existing approaches on the principles of consistency and complicity, a system of indicators was developed to assess the components of the region’s strategic potential: investment capital, innovation capital, infrastructural capital, entrepreneurial capital, ecological capital has been developed. The author proposed groups of indicators of human capital, intellectual capital and social capital of the synthesized capital that directly affect the identification of territorial capabilities and allow to create an effective development strategy. Using these indicators, it is possible to carry out component-wise and overall assessment of strategic potential in the effective use of synthesized capital of the region. The author’s methodology of strategic potential analysis is proposed, which can be used to assess the strategic potential of the region and to determine the effectiveness of using the resource support of socio-economic system. Region’s strategic component objective assessment presupposes evaluation in dynamics and under the conditions of capacity buildup. Region’s strategic potential development is based on the dynamic evaluation of strategic potential. For the justification of forecast data for groups of indicators of strategic potential for future periods it is possible to use modern software products that allow using methods of econometric analysis to process statistics and predict them based on given sample.