Abstract
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.
Highlights
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
Проаналізовано інформацію щодо основних етапів з вибору та формування системи ключових показників для процесу оцінки ефективності конкурентної стратегії розвитку консалтингових компаній, досліджено види показників, їх відмінності, узагальнено існуючі погляди та рекомендації дослідників та експертів щодо доцільності використання певних показників безпосередньо консалтинговими компаніями
Competitive Enterprise Development Strategy as a Modern Effective Management Tool
Summary
Аналіз праць дослідників у сфері конкурентної стратегії (Портер [15], Ламбен [8], Ніколз [12], Федулова [5], Бельтюков та Некрасова [1], Юданов [18]), стратегії розвитку (Пономаренко [14], Пушкар та Тридід [14], Дикань [3]), консалтингу (Воронкова [17], Довгань [2], Целютина [16], Маркграф [10]) та управлінських звітів провідних міжнародних консалтингових компаній, таких як МакКінзі [11], Ернст енд Янг [4], KPMG [7] дозволяє відзначити значне різноманіття показників ефективності, розроблених для оцінки ефективності діяльності консалтингових компаній, і відсутність будь якої системи показників оцінки ефективності стратегії в цілому та конкурентної стратегії розвитку зокрема. Наприклад, МакКінзі [11], Ернст енд Янг [4], KPMG [7] також містять показники ефективності, які вже отримані в результаті фактичної діяльності компаній, і використовуються для інформування усіх стейкхолдерів компаній
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