Measurement and spatiotemporal evolution of geo-economic relationships in China’s sporting goods manufacturing industry

The information on the main stages of key performance indicators selection and formation for the process of estimating the competitive development strategy effectiveness of consulting companies is analyzed, the types of indicators, their differences are examined, the existing views and recommendations of researchers and experts on the expediency of using certain indicators directly by consulting companies are generalized. Various areas of consulting are described and it is suggested to take into account the specifics of the consulting business when selecting relevant performance indicators of their competitive strategies. Comprehensive and relentless globalization has made the protection of company’s intellectual capital one of the key factors in the success of enterprise development. As the main asset of any consulting company are people and their intellectual potential, competition in this area has become quite strong and fierce. Since the main asset of the consulting company is people and their intellectual potential, the competition in this field is very strong and fierce. Thus, the predominance of intellectual work requires specific accounting for the assets of consulting companies and an assessment of the efficiency of use of these assets in accordance with the developed strategy. Given the fact that, by their content, performance indicators should assist managers and business owners in making decisions about evaluating the effectiveness of their chosen process or the performance of a particular system in the enterprise, evaluating the effectiveness of business development as a whole, the possibility of using a certain range of indicators to evaluate consulting company’s strategies effectiveness was considered. In particular, the results of the analysis of the main goals and objectives set in the development of a competitive consulting company’s development strategy suggested the use of groups of indicators (both financial and non-financial) to evaluate the effectiveness of the enterprise competitive strategy, enterprise development strategy or directly to evaluate the competitive development strategy of consulting companies. In addition, the emphasis is placed on determining the optimal number of indicators of the consulting company’s development strategy and analysis of data of different size and geography of business of consulting companies.

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.

Internal displacement to safer regions and migration abroad became a new phenomenon in Ukraine due to Russian military aggression. Accordingly, hotels began to provide services to a new category of consumers – internally displaced persons (in Ukraine) and migrants (abroad). In 2022, Poland received the most migrants from Ukraine due to its geographical position and significant economic ties. This study aims to identify changes in hotel activities in Ukraine and Poland caused by internal and external migration. The results are based on Computer Assisted Web Interviewing (CAWI) conducted in April-July 2023, to which 300 hotels in Ukraine and Poland were invited. Answers were received from 93 Ukrainian and 94 Polish hotels. The majority (66% in Ukraine and 62% in Poland) have a star rating of 2-3*, with an average capacity of 45 rooms in Poland and 49 in Ukraine. According to hotel managers, the level of occupancy of hotels increased on average – in Ukraine by 6% and in Poland by 13%. The specific weight of migrants in hotels in Poland was 23% of all customers; in Ukraine, it was 12%. Hotels in both countries began to introduce new services, attract different sources of cost coverage (however, Polish hotels used wider opportunities), and attract migrants to employment (34% in Poland and 7.5% in Ukraine), contributing to additional occupancy rates and financial stability. Changes in hotel operations caused by migration processes as a result of the war reflect their adaptability and economic sustainability.

Acknowledgment
The paper shows the results of the study performed in 2021−2023 at State University of Trade and Economics at the request of the Ministry of Education and Science of Ukraine “Forecasting the impact of the tourism system on the country’s economy” (state registration number 0122U001559).
The authors would like to express their gratitude to the Kirkland Research Program, the Leaders of Change Foundation, the Polish American Freedom Foundation, Polish Chamber of Commerce for Hotel Industry, and to those who helped to disseminate information about the survey, as well as to the Polish hotels and all those who expressed interest in the results.