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With the advance of the Silk Road Initiative proposed by China, it has been a focus of China government to develop strategic emerging industries. The development of strategic emerging industries needs the support of competitive intelligence on many aspects such as strategical planning, policy making, industrial structure adjustment, and technology innovation. However, so far there are few studies toward the competitive intelligence systems for strategic emerging industries. In this article, we focus on a number of issues related to the competitive intelligence for strategic emerging industries in China. First, we conduct a strengths, weaknesses, opportunities, and threats analysis on the situations of strategic emerging industries in China, based on which the necessity of building a competitive intelligence (CI) service system for strategic emerging industries is discussed. Next, the authors present a framework of a CI service system for strategic emerging industries in China. The principles, components, working process, and product forms are deeply described. The CI service system proposed in this article consists of a cooperation network platform, three layered organizations, and three systems, which integrates organizations, information, people, network, and service platforms into an ecosystem to offer competitive intelligence supports for government, industry, and enterprises. Finally, the authors discuss a case study of the proposed CI service system for the new energy automobile industry.

In as much as it is contested, the Belt and Road Initiative (BRI) is also unexplored, underdiscussed, and, as a result, misunderstood. Frequently viewed through the lens of international relations and global economy, the diverse dimensions of collaboration, including business and research-industry clusters, that BRI enhances, tend to be excluded from the analysis. In a similar manner, the role of the Arab Peninsula in the grand strategy underpinning BRI and its implementation is rarely discussed. BRI is a forward-oriented initiative, an attempt to reap benefits of developments and circumstances that are only nascent. This bears two potent implications. First, as China attempts to influence the context in which it operates, it is subject to change itself; the Chinese business sector evolution attests to that. Second, some of China’s not so obvious partners of today, including those in the Arab Peninsula, are about to turn into key interlocutors of tomorrow. BRI taps into opportunities thus created. This chapter elaborates on these issues and, against this backdrop, outlines how the remaining chapters included in this volume add to this discussion.