Hello! In this article we will talk about an integral element of any modern enterprise- marketing strategy.

Today you will learn:

• What is a marketing strategy;
• What are the levels and types of marketing strategies;
• How to write a marketing strategy for your business.

What is an enterprise marketing strategy

Let's look at the etymology of the word "strategy" . In ancient Greek it means "The Art of the Commander" , his long-term plan of action in the war.

The modern world dictates its own terms, but strategy today remains an art that every entrepreneur must master in order to win the battle for profit and market share. Today, the strategy is a long-term plan of action aimed at achieving the global goals of the enterprise.

Any organization has a general strategy that corresponds to its global goals and strategy by activity. One of these is the marketing strategy of the enterprise.

Although the number of companies in various markets is constantly growing, store shelves are bursting with a variety of goods, and the consumer is becoming more and more whimsical and picky, many Russian companies still neglect marketing. Although it is the marketer who is able to highlight your product on the store shelf among competitors, make it special and make a profit. Therefore, the development of a marketing strategy is one of the key issues in planning an organization's activities.

Marketing strategy - a general plan for the development of each element (physical product - product, distribution, price, promotion; service - product, distribution, price, promotion, physical environment, process, personnel), developed for the long term.

The marketing strategy, as an official document, is fixed in the company's marketing policy.

The practical importance of marketing strategy for an enterprise

marketing strategy, being integral part the overall strategy of the enterprise, directs activities to achieve the following strategic goals:

• Increasing the company's market share in the market;
• Increasing the company's sales volume;
• Increasing the profit of the enterprise;
• Gaining a leading position in the market;
• Other.

The goals of the marketing strategy must necessarily be consistent with the mission of the enterprise and the overall global goals. As we can see, all goals are related to competitive or economic indicators. To achieve them without having a marketing strategy, if not impossible, then very difficult.

To achieve any of the above goals, it is necessary to prescribe the following elements in the company's marketing strategy:

• Target audience of your company/product. The more you describe your target client, all the better. If you have chosen several segments for yourself, then describe each of them, do not be lazy.
• Marketing Complex. If you are offering a physical product, then describe each of the four P's (Product, Distribution, Price, Promotion). If you are selling a service, then you have to describe the 7 Ps (product, distribution, price, promotion, physical environment, process, people). Do this as detailed as possible and for each element. Name the core benefit of your product, indicate the key value for the client. Describe the main distribution channels for each product, determine the price of the product, possible discounts and the desired profit per unit. Think about what marketing activities will be involved in the promotion. If you offer a service, then determine who, how and where (in terms of the design of the premises, work tools) will implement it.

Each of the elements must also form its own strategy, which will be included in the overall marketing strategy of the business.

• Marketing budget. Now that you have a detailed marketing strategy, you can calculate your total budget. It doesn't have to be exact, so it's important to include a fallback here.

Once you have identified each of the listed elements, you can begin to achieve your goals through a series of tasks:

• Formulation of a strategic marketing problem (this point should be given the most attention);
• Needs analysis;
• Segmentation of the consumer market;
• Analysis of threats and business opportunities;
• Market analysis;
• Analysis of the strengths and weaknesses of the enterprise;
• Choice of strategy.

Enterprise Marketing Strategy Levels

As we can see, the overall marketing strategy includes strategies for marketing elements. In addition, the marketing strategy must be developed at all strategic levels of the enterprise.

In the classical reading, four levels of enterprise strategies are distinguished:

• Corporate strategy(if your company is differentiated, that is, it releases several products, otherwise this level will not exist);
• Business strategies- strategy for each type of enterprise activity;
• Functional strategy- strategies for each functional unit of the enterprise (Production, marketing, R&D, and so on);
• Operational strategy– strategies for each structural unit of the company (shops, trading floor, warehouse and so on).

However, the marketing strategy will only cover three levels of the strategic hierarchy. Marketing experts recommend excluding the functional level, as it involves considering marketing as a narrowly functional type of activity. Today, this is not entirely true and leads to short-sighted marketing decisions.

So, the marketing strategy must be considered from the point of view of three levels:

• Corporate level: formation of an assortment marketing strategy and a strategy of market orientation;
• Business unit level: development of a competitive marketing strategy;
• Product level: product positioning strategy on the market, strategies for the elements of the marketing mix, strategies for each product within the product line strategy.

As we can see, we should develop 6 types of strategies as part of the overall marketing strategy of the enterprise.

Choosing the type of marketing strategy for your business

Let's start moving towards a common marketing strategy from the highest level - corporate. It will be absent if you offer only one type of product.

Corporate Level Marketing Strategy

Within the corporate level, we need to consider an assortment strategy and a market-oriented strategy.

Assortment strategy of the enterprise

Here we need to determine the number of product units of the assortment, the width of the assortment, that is, the number of goods different category in assortment (for example, yogurt, milk and kefir), the depth of the assortment, or the number of varieties in each category (raspberry yogurt, strawberry yogurt and peach yogurt).

As part of assortment policy the issue of product differentiation (changes in its properties, including taste, packaging), the development of a new product and the removal of the product from production are also considered.

The listed questions are solved on the basis of the following information about the market and the company:

• The size and pace of market development;
• The size and development of the company's market share;
• Sizes and growth rates of various segments;
• The size and development of the market share of the enterprise in the product market.

It is also necessary to analyze information about the products that are included in the product line:

• Trade turnover by product;
• Level and change of variable costs;
• Level and trends in gross profit;
• The level and change of fixed non-marketing costs.

Based on this information, the assortment strategy of the enterprise is compiled.

Market Orientation Strategies

As part of this strategy, we need to identify the target market and identify target segments. Both questions depend on your assortment and individual products.

In general, on this stage The solution comes down to choosing one of the following market segmentation options:

• Focus on one segment. In this case, the seller offers one product in one market.
• Market specialization. It is used when you have several categories of goods that you can offer only to one segment of consumers. Let's depict this schematically ("+" - a potential consumer)

• Product specialization is suitable for you if you have only one product, but at the same time you can offer it to several segments at once.

• Selective specialization. This is the case when you can tailor your offer to any of the segments. Your product range has enough products to meet the needs of each segment.
• Mass Marketing. You offer one universal product that, without any changes, is able to meet the needs of each segment of your market.

• Full market coverage. You produce all the products available on the market and, accordingly, are able to satisfy the needs of the entire consumer market

Before defining a market orientation strategy, we advise you to carefully analyze the needs of the customer segments that exist in your market. Also, we do not advise you to try to “capture” all segments at once with one product. So you risk being left with nothing.

Business unit level

The choice of a competitive marketing strategy is a fairly broad issue. Here it is necessary to consider several aspects at once, but first it is necessary to carry out analytical work.

First, evaluate the level of competition in the market. Secondly, determine the position of your company among competitors.

It is also necessary to analyze the needs of your target audience assess threats and opportunities external environment and identify strengths and weak sides companies.

It is necessary to carry out analytical work with the product: identify its key value for the target consumer and determine the competitive advantage. After you have done the analytical work, you can start choosing a competitive strategy.

From the point of view of marketing practitioners, it is advisable to consider competitive strategies from two angles: competitive advantage and the role of the organization in a competitive market.

Competitive strategies by type of competitive advantage

Here it would be expedient to immediately present these strategies in the form of a diagram, which we will do. The columns contain the possible types of competitive advantage of the organization, the rows contain the strategic goal of the product (company). At the intersection, we get strategies that suit us.

Differentiation strategy requires you to make your product unique in the quality that matters most to the target customer.

This strategy is right for you if:

• The company or product is at this stage life cycle like maturity;
• Do you have enough a large number of Money for the development of such a product;
• The distinctive property of the product is its key value for the target audience;
• There is no price competition in the market.

Cost leadership strategy implies that you have the ability to produce a product at the lowest cost on the market, which allows you to become a leader in terms of price.

This strategy is right for you if:

• You have technologies that allow you to minimize production costs;
• You can save money on production scale;
• You are lucky with the geographic location;
• You have privileges when buying / extracting raw materials;
• The market is dominated by price competition.

Focus on costs and differentiation assumes your advantage over competitors in only one segment, chosen by you, in terms of cost or distinctive features of the product. Choosing what to focus on (on costs or differentiation) will help the selection factors that we have analyzed above for each of the strategies.

The focus strategy has the following factors:

• You can identify a clearly distinct segment in the market with specific needs;
• There is a low level of competition in this segment;
• You don't have enough resources to cover the entire market.

Competitive strategies by the role of the organization in the market

At the very beginning, we recalled that the concept of "strategy" entered our lives from the art of war. We invite you to return to those ancient times and participate in a real battle, only in our time and in a competitive market.

Before you go to the battlefield, you need to determine who you are in relation to competitors: a leader, a follower of a leader, an industry average, a small niche player. Based on your competitive position, we will decide on a "military" strategy.

Market leaders it is necessary to hold the defense so as not to lose your position.

Defensive war involves:

• Outpacing the actions of competitors;
• Continuous innovation in the industry;
• Attack on oneself (own competing products);
• Always be on the lookout and "jam" the decisive actions of competitors with the best solutions.

Follower of the leader take an offensive stance.

First of all, you need:

• Determine the weaknesses of the leader and "hit" them:
• Concentrate your efforts on those product parameters that are a "weak" side for the leader's product, but at the same time are important for the target consumer.

Industry average a flanking war would do.

It involves the following combat actions:

• Search for a low-competitive market/segment;
• An unexpected attack from the flank.

If you are a niche player, your war is guerrilla.

You should:

• Find a small segment that you can cover;
• Be active in this segment;
• Be “flexible”, that is, be ready at any time to move to another segment or leave the market, since the arrival of “big” players in your segment will “crush” you.

Product level marketing strategy

The marketing strategy of a product is represented by three types of strategies at once: a strategy for positioning a product on the market, strategies for the elements of the marketing mix, strategies for each product within the marketing strategy of a product line.

Positioning strategy

We propose to highlight the following positioning strategies:

• Positioning in a specific segment(for example, young mothers, athletes, clerks);
• Positioning on the functional features of the product. Functional features are emphasized mainly by companies specializing in high-tech products. For example, Iphone, seeing the need of the target audience for excellent photo quality, positions itself as a smartphone with a camera no worse than a professional one;
• Positioning at a distance from competitors(the so-called "blue ocean"). There is such a positioning strategy as the strategy " blue ocean". According to this strategy, the competitive market is a "red ocean", where companies fight for each client. But an organization can create a "blue ocean", that is, enter the market with a product that would have no competitors. This product must be differentiated from competitors by key factors for the consumer. For example, Cirque du Soleil suggested absolutely new format circus, which differed in price (it was much more expensive), did not have performances with animals and clowns, changed the format of the arena (there is no longer a round tent), focused mainly on an adult audience. All this allowed the Cirque du Soleil to withdraw from the competitive market and "play by its own rules".
• Positioning on the corporate character. There are quite a few such examples: the rabbit Quickie from Nesquik, Donald McDonald from McDonald's, the cowboy Wayne McLaren from Marlboro. True, sometimes a character also has a negative impact on the image of a company or product. So Wayne McLaren died of lung cancer and, in the interval from diagnosis to death, sued Marlboro, publicly telling how harmful their cigarettes were. "Toons" are also sometimes harmful. So "Skeletons" from Danone were not popular among mothers because of the pumping images of cartoon characters used in advertising.
• Discoverer. If you are the first to offer a product, you can choose a pioneer strategy when positioning;
• Positioning based on a specific service process. This is especially true for the service sector. Everyone has already heard about the restaurant "In the Dark". He will be a great example of this positioning.

Marketing Mix Strategies

Within the framework of the strategy for the elements of the marketing mix, it is necessary to consider four strategies for the elements of the marketing mix.

Product marketing strategy

In addition to the assortment strategy, which we have already considered, it is necessary to define a strategy for each product unit. It will depend on the stage of the product life cycle.

There are the following stages of the life cycle:

1. Implementation. The product has just appeared on the market, there are not so many competitors, there is no profit, but sales volumes are quite high, as are costs. At this stage, our main goal is to inform the target audience. Actions should be as follows:

• Analysis of existing demand;
• Informing the target audience about the qualities of the product;
• Convincing the consumer of the high value of the product;
• Building a distribution system.

1. Growth. You see a rapid increase in sales, profits and competition, costs are falling. You need:

• Modify the product to avoid price competition;
• Expand the range to cover as many segments as possible;
• Optimize the distribution system;
• Direct the promotion program to stimulate, and not to inform, as it was before;
• Price reduction and introduction of additional services.

1. Maturity. Sales are growing, but slowly, profits are falling, competition is growing rapidly. In this case, you can choose one of three strategies:

• Market modification strategy, which involves entering new geographic markets. In addition, as part of this strategy, it is necessary to activate promotion tools and change the positioning of the product.
• Product modification strategy involves improving the quality of the product, changing the design and giving additional characteristics.
• Marketing mix modification strategy. In this case, we have to work with the price, it needs to be reduced, promotion, it needs to be activated, and the distribution system, the costs of which need to be reduced.

1. recession. Sales, profits, promotional costs and competition are down. This is where the so-called “harvest” strategy, that is, the gradual phasing out of the product, will suit you.

Pricing Strategies

Distinguish pricing strategies for new businesses and "old-timers" of the market.

Pricing strategies for new ventures

• Market penetration. Relevant if the market has a sufficiently elastic demand. It consists in setting the lowest possible price for the product.
• Functional discount strategy for sales participants. If we want our product to be promoted large chains you need to give them a discount. Suitable for large companies.
• Standard pricing. Nothing special. The price is calculated as the sum of costs and benefits.
• Market following involves setting the same prices as competitors. Suitable for you if there is no fierce price competition in the market.
• Price integration strategy applicable when you can agree on maintaining the price level at a certain level with other market participants.
• Strategy of balance between quality and price of goods. Here you need to determine what you will focus on: price or quality. Based on this, either minimize costs (lower the price), or improve the quality of the goods (raise the price). The first option is valid for elastic demand.

Pricing Strategies for the Watchdog Market

• Open price competition. If you are ready to reduce the price to the last player in the market, then this strategy is for you. Do not forget to estimate the elasticity of demand, it should be high.
• Rejection of "price transparency". In this case, you need to make it impossible for consumers to compare your price with competitors' prices. For example, make a non-standard volume of the product, for example, not 1 liter of milk, but 850 ml. and set the price a little lower, but in such a way that your liter of milk is actually more expensive. The consumer will not notice the trick.
• The strategy of offering a package of goods. The strategy of offering a package of goods is to provide the opportunity for the consumer to purchase a “bundle of products” at more than favorable price than buying them separately. For example, in the McDonald's chain of restaurants, such a package of products is a Happy Meal for children. When buying it, the consumer receives a toy at a reduced price, and the company receives an increase in sales.
• The strategy of step pricing on the proposed range. Break down the entire range by price segments. This will allow you to cover the majority of the market.
• Price linking strategy. We all remember the “appendage” that was attached to scarce goods. This is a great example of applying this strategy.
• Price differentiation strategy. If your main product needs complementary products, then this strategy is for you. Install low price for the main product and high for the complementary one. After purchasing the main product, the consumer will be forced to purchase a complementary one. Good example– capsule coffee machine and capsules with coffee.
• Introduction of free services. This strategy is similar to the strategy of abandoning price transparency. In this case, the consumer will also not be able to compare your prices with the prices of competitors.

The next step in defining a pricing strategy is to define a pricing differentiation (or discrimination) strategy, which is optional for the company.

There are two price differentiation strategies:

• Geographic price differentiation strategy. It is subdivided into zonal pricing, flat pricing, selling price, basis point pricing, and manufacturer shipping costs strategies.

If your company is present in several areas (multiple geographic markets), then use the strategy zone prices. It involves setting different prices for the same product in different geographic regions. The price may vary depending on the average wages in the region, the difference in shipping costs and so on.

If you set the same prices for products in all regions, then your strategy is single price strategy.

Sale price strategy applies if you do not want to transport the goods at your own expense to the consumer (point of sale). In this case, the consumer bears the cost of delivery.

Basis point price involves fixing a certain point, from which the cost of delivery will be calculated, regardless of the actual place of dispatch.

Manufacturer's shipping cost strategy speaks for itself. The manufacturer does not include the cost of delivery of goods in the price.

• Price differentiation strategy for sales promotion. Suitable for you if the product is at the stage of maturity of the life cycle. There are a few more strategies here.

Lure price strategy. If your assortment has a sufficient number of products, you can apply this strategy. It consists in setting prices much lower than market prices for any one product. The remaining goods are offered at the average market price or above the average price. The strategy is especially suited to retail stores.

Price strategy for special events - promotions, discounts, gifts. We won't stop here. Let's just say that there are discounts for timely payment of goods in cash ( wholesale), volume discounts, dealer discounts, seasonal discounts(if you sell a seasonal product, you need to stimulate sales in the off-season).

Product distribution strategy

As part of the distribution strategy, it is necessary to determine the type of distribution channel and the intensity of the distribution channel. Let's deal with everything in order.

Distribution channel type

There are three types of distribution channels:

• direct channel– movement of goods without intermediaries. Used when a company offers high-tech or exclusive products to a small segment.
• Short channel with the participation of a retail trader. In this case, an intermediary appears who will sell your product to the final consumer. Suitable for small companies.
• long channel with the participation of a wholesaler (wholesalers) and a retail trader. If you have a high volume of production, then this channel will provide you with a sufficient number of outlets.

Distribution channel intensity

The intensity of the distribution channel depends on the product and production volume.

There are three types of distribution intensity:

• intensive distribution. If you own large-scale production and offer a mass product, then this strategy is for you. It assumes the maximum number of outlets.
• selective distribution. Selection of retail traders on any basis. Suitable for those who offer a premium, specific product.
• Exclusive distribution. Careful selection of merchants or independent distribution of products. If you offer an exclusive or high-tech product, you should choose this type.

Having considered these elements, we will get a product distribution strategy that will be included in the overall marketing strategy of the company.

Product promotion strategy

There are two main promotion strategies:

• Stretching progress involves stimulating demand in the market by the manufacturer on his own, without the help of distributors. In this case, the consumer himself must ask for your product from distributors. This can be done using promotional tools (advertising, PR, sales promotion, personal selling, direct marketing). In this case, the promotion strategy must specify all the tools used and the timing of their use;
• push promotion. In this case, you must make sure that it is profitable for distributors to sell exactly your product. You have to “force” him to promote your product. This can be done with the help of discounts to sales representatives.

At first glance, choosing a marketing strategy seems to be a very time-consuming and lengthy process. However, after going through all the described stages of determining a marketing strategy for each level of the strategic pyramid, you will understand that it is not so difficult. Let us give you an example to prove our words.

Marketing strategy example

Step 9 Calculation of the total marketing budget. We repeat once again, here will be only approximate figures.

Step 10 Marketing strategy analysis.

That's it, our marketing strategy is ready.

companies in the luxury fashion sector............................................................... ............................... 183

Margaret Bruce and Christine Kratz

Introduction ................................................ ................................................. ............................................... 183

Understanding the principles of luxury fashion .............................................................. ............................................... 184

Dynamics of development of luxury fashion.................................................................... ................................................. .. 186

Marketing Strategies in the Conditions of Dynamic Market Development.................................................................. ..... 191

illustrative examples ................................................................ ................................................. ............................. 199

Conclusion................................................. ................................................. ......................................... 203

Thanks................................................................. ................................................. ...................................... 204

Sources................................................. ................................................. ................................................... 205

Chapter 8 The Atmosphere in Fashion Retail Stores: A View from Hong Kong .............................................. 209

Alice W. S. Chu and M. S. Lam

Introduction ................................................ ................................................. ............................................... 209

General picture .................................................. ................................................. ...................................... 211

Atmosphere in the store .................................................. ................................................. ........................... 212

The atmosphere created by the store .................................................................. ................................................. .214

A Modern Study of the Influence of Trade Space Factors

choice of a Hong Kong consumer of a fashion casual clothing store .............................................. 218

Conclusions................................................. ................................................. ................................................. 221

Sources................................................. ................................................. ............................................... 225

Chapter 9 Pre-Season Trend Development Process .................................................. 229

Tim Jackson

Research project .............................................................. ................................................. ........................... 229

What is fashion? ....................................................... ................................................. ...................................... 230

Fashion trends ................................................................ ................................................. .................................... 231

Fashion seasons ................................................................ ................................................. ................................... 233

Retailer/brand research.................................................................... ................................................. ...... 235

The role of forecasting in the fashion industry .............................................. ............................................... 237

Sources................................................. ................................................. ............................................... 250

Appendix. Information about the respondents who answered the questions for this chapter .............................................. 251

Chapter 10 Practice innovation management in the future.............................................. 253

Beatrice Le Pechot, Trevor J. Little and Cynthia L. Eastuk

Introduction ................................................ ................................................. ............................................... 253

Mapping the Creative Design Process .................................................................. ......................................... 254

Marketing and design .................................................................. ................................................. ............................... 264

Development of design in a complex environment .............................................................. ................................................. 267

Creative design................................................ ................................................. ............................... 274

The practice of innovation management in the future.................................................................. .............. 281

Development of a template language for innovation management.................................................................. .."......... 282

Sources................................................. ................................................. ............................................... 283

Chapter 11 How Consumers and Their Negative Selves Affect Fashion Marketing

Emma N. Banister and Margaret K. Hog

Introduction ................................................ ................................................. ............................................... 287

Symbolic Consumption .................................................................. ................................................. ............... 287

Unwanted Self: "Not Me!" ................................................. ............. 293

Avoided Self: "Hardly Me!" ................................................. ....................... 295

Negative Self: Conclusion ............................................... ................................................. ................... 297

Significance for fashion marketing .............................................................. ................................................. ........... 298

Notes................................................... . :................................................ ......................................... 298

Sources................................................. ................................................. ................................................... 299

Chapter 12

Tony Hines, Rainis Cheng and Ian Grime

Corporate identity .................................................................. ................................................. .............. 303

Perspectives on the Development of Research on Corporate Identity.................................................................. ...... 303

Differences in the assessment of identity .............................................................. ................................................. ..... 304

Components of Corporate Identity .................................................................. ................................................. 306

Presentation of illustrative examples .................................................................. ......................................... 309

Illustrative example of Hennes and Mauritz............................................................. ............................... 314

An illustrative example of Zara.................................................... ................................................. ............ 320

Comparative analysis illustrative examples of H&M and Zara .............................................. ........ 326

Conclusions and consequences ............................................................... ................................................. .............. 329

Sources................................................. ................................................. ............................................... 330

Chapter 13 ............................................... 335

Ruth Marciniac and Margaret Bruce

Introduction ................................................ ................................................. ............................................... 335

Who trades via the Internet? .............................................. ................................................. ................. 336

What helps create a good fashion website? .................................... 339

How do fashion retailers develop websites? ................................... 342

Who shop online? .............................................................. ................................................. ..... 345

Who makes purchases through various distribution channels? ......................... 347

Conclusions................................................. ................................................. ................................................. 350

Sources................................................. ................................................. ............................................... 352

Chapter 14. International Flagship Stores,

owned by luxury fashion retailers .............................................. ... 357

Christopher M. Moore and Anna Marie Dougherty

Introduction ................................................ ................................................. ............................................... 357

International Flagship Stores .................................................................. ............................................... 358

Strategic goal flagship store ................................................................ ................................. 360

Flagship Stores: Method of Entering the Market ....................................................... ...................................... 361

Flagship stores: a channel for shaping and maintaining business relations................. 362

Flagship Stores: Center marketing communications.......................................................... 363

Flagship Stores: Development Program ....................................................... ......................................... 365

Location and place .............................................................. ................................................. ...................... 367

Flagship Stores and Distribution Hierarchy .............................................................. ................................... 370

Language of flagship stores.................................................................... ................................................. .............. 372

The role and function of the famous architect ....................................................... ............................................. 373

Flagship store design and positioning .............................................................. ........ 374

Prada's epicenter stores.................................................... ................................................. ... 376

Sources................................................. ................................................. ............................................... 378

Chapter 15 ............................................. 381

Martin Raymond

Sources................................................. ................................................. ................................................... 394

Chapter 16 ............................... 397

Tony Hines

Criticism directed at marketing .............................................................. ................................................. ..... 398

Factors that influenced the conduct of the study .............................................................. ................... 399

Sources ........................ 403

Alphabetical index .................................................................. ................................................. ......................... 405

PREFACE TO THE RUSSIAN EDITION

Fashion is fleeting, it preaches hedonism and gives people the opportunity to express their tastes and statuses. It's huge global business. Entertaining and difficult. It is closely intertwined with modern technology, aesthetics and functionality. IN sportswear comfort, lightness, breathability, wear characteristics are important; for a summer evening wardrobe, color, fabric structure and style are of particular importance. The success of a fashion business is unattainable without the talent and skill of many people: designers, materials scientists, chemists (color specialists), supply chain and logistics experts, strategists, buyers, professionals in marketing research, sales staff and others. The fashion industry is involved in all aspects of design, production, marketing and distribution, from product concept development to final product launch, brand development and promotion.

Fashion is dynamic and constantly changing, which makes trend forecasting and planning difficult and risky. Fast fashion operates on a tight timeframe to get products to stores and quickly meet changing demand. Losses associated with the inability to meet demand are high, and the daily experience of price cuts and sales is proof of this.

There are two concepts associated with ensuring rapid response:

Deflationary prices generated by the desire of the consumer to purchase fashion goods at a very

a conspicuous unwillingness to pay a high price for them;

Credit squeeze: a decrease - due to the rapidly rising prices of food, gasoline and mortgages - of consumer income that they can spend on fashion items.

Another concern is how to sourcing fashion in an ethical and potentially exploitative way within the industry. What should be the ethics of visitors who make fashion purchases?

TO pressing issues also include sustainable development and a culture of consumption of environmentally friendly products. Some fashion designers consciously prefer organic materials and encourage suppliers to develop and use environmentally friendly coloring and finishing agents. This leads to an increase in the cost of fashion products. But what price are consumers willing to pay for sustainable products?

The book "Marketing in the Fashion Industry" made a significant contribution to the development of the discipline of the same name, and also contributed to the development of a research plan in this area. It is a complex scientific publication and considers the most important aspects marketing and management. Its chapters cover issues such as market segmentation; strategies for building, structure and interconnection in the supply chain; purchasing and merchandising; retailer identity; luxury fashion; e-commerce and the Internet; consumer behavior and trend forecasting.

In the previous chapters, the most popular approaches to the study of financial markets from the point of view of technical analysis were considered. The described methods can be used both to determine current state market, and to predict its future movement. Usually, main goal such research is the issuance of recommendations to investors on the most effective behavior in a particular market.

In this case, under the most effective behavior of an investor, we mean the commission of such trading actions on the market, the result of which is the maximum increase in the ratio of investment profitability to their riskiness.

An analyst's trading advice may be advice to an investor to go long or short on some financial instrument, close a position on this instrument or generally refrain from trading at the current moment. The sequence of technical analyst recommendations can be viewed as a set of trading signals that allow the investor to determine his position in relation to the market at any time. Since the technical approach to analysis is based on studying the behavior of only market parameters (prices, trading volumes, etc.), it seems logical to automate the issuance of trading signals, for which it is necessary to formalize the procedure for developing trading recommendations.

According to our assessment, as of 11/22/2019, the best brokers are:

For trade currencies– A Markets;

For trade binary options – Intrade.bar ;

For investment in PAMMs and other instruments - Alpari;

For trade shares– RoboForex.

Formalization of the definition of trading recommendations means the development by an analyst of clear rules for processing incoming market information, allowing to determine best moments opening and closing, as well as the optimal size of trading positions in the studied market. The set of such rules is called automatic trading strategies or, in other words, mechanical ones. trading systems technical analysis, since trading signals can be issued by computers as a result of the action of the corresponding computer programs.

Under Methods optimal control capital, as a rule, means that part of the methods for developing trading strategies that is focused on determining the size of the position being opened.

Price changes in financial markets are essentially non-stationary random processes, i.e. processes whose probabilistic characteristics change over time. The rules by which optimal trading recommendations are built for one period of market development may turn out to be useless in other time ranges. The hypothesis of the efficiency of markets and the related statement about the martingale nature of price increment processes completely reject the possibility of a successful systematic application of such rules (as well as methods The underlying assumption of technical analysis that there are market inefficiencies, on the contrary, leads to the possibility of using market analysis methods in trading; however, the question of whether it is possible to establish trading rules that work effectively over sufficiently long periods of time remains open. It should be noted here that trading rules can be changed in accordance with the changing nature of the market, but if the procedure for such optimization of the rules is itself formalized, it can be considered part of a trading strategy.

The question of the possibility of constructing rules that make it possible to increase the efficiency of trading operations in financial markets compared to the “buy and hold” strategy is related to the question of whether there are such persistent manifestations of market inefficiency that they can be used for a long time. Observations show that, regardless of the answer to this question, mechanical trading systems can be successfully applied in periods of relatively unchanged market conditions, and such periods are sometimes quite long.

In addition to the approach associated with the development of formalized trading rules, or a systematic approach, in technical analysis there is an approach to issuing trading recommendations based on a predominantly visual study of market information in a graphical form. Analysts adhering to this approach, as a rule, consider the patterns formed on the charts various types and reveal on them signs of one or another further development of the market situation. Each such specialist also has certain rules of analysis, but in this case they are not explicitly formalized and have a significant degree of subjectivity. We will call the supporters of this approach non-system analysts or traders. Both in the system and not systems approach to technical analysis strengths and weaknesses can be identified. In favor of a non-systemic approach, the following arguments are usually given:

The brain seems to be more efficient at analyzing graphic images(in this case, graphical models) than a computer that obeys a set of certain rules does.

An analyst not bound by strict rules can take into account unusual market behavior at some points in time, in particular, filter out data related to technical errors of bidders, exchange or information systems.

An experienced trader, generally speaking, can detect changes in market conditions faster than a mechanical system registers them. In addition, a trader not connected by the system can additionally take into account information of a fundamental nature.

The following advantages are distinguished in a systematic approach to trading:

Mechanical trading systems can significantly reduce the influence of the subjective factor on trading. When making their decisions, non-systemic traders are influenced by various emotions: fear, hope, greed, as well as stressful situations and a variety of personal considerations. Under the influence of these emotions, the analyst or trader may make decisions that are different from those that would be developed on the basis of his method of analysis in a more relaxed environment. A computer trading strategy, of course, does not have this drawback. Moreover, work on trading systems seriously disciplines trading participants.

A computer trading strategy obliges you to work consistently in the market, i.e. a system trader needs to follow all the signals of the strategy, while a non-system trader does not have such an obligation.

Mechanical trading systems, as a rule, include a mechanism for managing trading risks. Automated trading systems allow you to limit losses on an individual position, thereby preventing ruinous losses.

The influence of fundamental information on the decisions of non-system analysts can also have a negative side. Often, the behavior of asset prices and other market parameters more accurately reflects changes in the market situation than an analyst can do, taking into account economic, political and other external factors. The market can give a diametrically opposite reaction to the arrival of seemingly similar external data.

A computerized strategy allows you to quickly test trading ideas on historical data and determine how effective their use can be. Check the effectiveness of informal trading principles non-system analysts is much more difficult.

Trading on mechanical systems has a serious problem: any system is adapted to a certain state of the market, and a change in this state leads to a sharp deterioration in trading performance. However, this problem is not excluded with a non-systemic approach, especially if decisions are made by an insufficiently experienced or insufficiently qualified specialist. Observations show that among the proponents of an active approach to working in the financial markets, some outstanding non-system traders perform better than traders trading mechanical trading systems.

It is also noted that, on average, the results of many system traders significantly exceed the results of the actions of supporters of a non-system approach. It is difficult to judge to what extent these observations can serve as a serious argument for choosing one or another trading method, but in any case, the development and testing of mechanical trading systems, as well as work on these systems, are extremely useful for novice analysts.

Computer trading strategies allow you to develop effective trading techniques, give general idea about what can be expected from the use of these techniques in the market, and to achieve discipline in the execution of the adopted trading decisions. The last factor may be decisive for the effectiveness of the entire trading activities. In addition, computer trading strategies are taught to work consistently in the market.

Currently on the market software There are a number of computer programs that allow analysts to significantly simplify the process of developing and testing trading strategies. The best known of these programs is the product of Equis International, 1ps. - MetaStock family and developed by TradeStation Group, Inc. (former name - Omega Research, 1ps.) - a family of Trade Station programs.

Further in this chapter, the main components of an automated trading strategy will be listed, the main stages of building a mechanical trading system will be described, the main types of such systems will be characterized, and examples of trading ideas that can be used to generate signals to open or close market positions will be given. The main principles of testing the work of trading strategies on historical market data, optimization methods and parameters for evaluating the performance of mechanical trading systems will be described. In addition, some methods for optimal management of trading capital will be briefly listed.

The development of marketing strategies in the industry is carried out taking into account:

growth intensity;

integration development;

diversified growth.

An intensive growth strategy is carried out in cases where the enterprise has not fully used its capabilities within the industry. This strategy has three directions:

deep introduction to the market;

expanding the boundaries of the market;

product improvement.

In domestic practice, this strategy was used by AvtoGAZ, creating new models of cars such as GAZelle and Sobol for passenger and freight traffic. The integration growth strategy is used if the enterprise can receive additional profit by moving within the industry. There are regressive, progressive and horizontal integration.

Regressive integration is an attempt by an enterprise to acquire ownership or put under tighter control of its suppliers, progressive integration is associated with similar actions in relation to the distribution system, horizontal integration in relation to competing enterprises.

The integration growth strategy is used in the construction industry when construction firms acquire brick factories, factories for the production of metal structures and create their own trade divisions for the sale of the constructed residential and non-residential stock.

Diversified growth is justified in cases where the industry does not allow the company to grow further. Diversification has three types:

concentric;

horizontal;

conglomerate.

Concentric diversification - replenishment of its nomenclature with products similar to the existing goods of the enterprise, but cheaper or more affordable.

Horizontal diversification is the expansion of its range by releasing goods that are unusual for this enterprise.

Conglomerate diversification - replenishment of the nomenclature with completely new products.

This type of strategy has been used and is being used by domestic machine-building enterprises, producing consumer goods along with equipment and machinery. Diversification can be related, in this case, diversified production has a technological commonality, and unrelated technological chain. In Novosibirsk, FGMP Sibselmash uses unrelated diversification. Other large enterprises use both types of diversification.

To develop strategies in the industry, portfolio matrices and models are used, as well as competitive analysis models.

Portfolio models and matrices determine the present and future of a business, enterprise, industry in terms of market attractiveness and enterprise competitiveness.

The BCG (Boston Consulting Group) matrix uses two indicators - demand growth rate and market share (\%).

The BCG matrix is ​​shown in fig. five.

Market share, \%

Rice. 5. BCG matrix

The matrix indicates four main business positions:

highly competitive business in a fast growing market – ideal star position;

a highly competitive business in mature, saturated, stagnant markets (highly profitable "cash cows" or "money bags" are a good source of cash for the firm);

not having a good competitive position, but operating in promising markets, "wild cats", whose future is uncertain;

a combination of weak competitive positions with markets that are in a state of stagnation (“dogs”).

Strategy options within the BCG matrix:

growth and increase in market share - the transformation of "wild cats" into "stars";

maintaining market share - the strategy of "cash cows";

"harvesting" is a strategy for weak "cows", "wild cats" and "dogs".

This matrix can be used to analyze the industry market and select priority areas development.

The Shell matrix uses more evaluation criteria than the BCG matrix.

The attractiveness of strategic business zones (Sr) is based on the prospect of growth in demand, profitability and the level of instability, and the competitive status of an enterprise (CSP) is assessed for all types of capital investments, the potential of an enterprise (Fig. 6).

Rice. 6. Matrix "Shell"

General marketing strategies can only be selected in relation to specific sales markets and are aimed at:

expanding existing markets;

penetration into new markets;

maintaining the level of sales in existing markets;

concentration of commercial and marketing efforts in a smaller number of markets in order to effective use the limited amount of resources that the enterprise can allocate for the implementation of marketing activities;

withdrawal from the market.

Portfolio matrices do not allow for a full-scale analysis of the market, therefore, complex business analysis models were developed that took into account more than 30 variables that affect the level of profit. These models were the result of summarizing the experience of more than 30,000 enterprises in various industries.

special area strategic analysis is the analysis of the competitive position of the organization. Competitive analysis is carried out in two stages:

identification of the main competitive forces in the industry;

formation of the main variants of competitive strategies.

The recognized leader in the development of competitive analysis is Professor M. Porter of the Harvard Business School, the author of the main models for determining the main forces of competition and options for competitive strategies.

The market share, the level of profit of the company are determined by how effectively the company counteracts the following competitive forces in the industry (Fig. 7):

rivalry among competing sellers;

competition from goods that are substitutes and competitive in terms of price;

the threat of new competitors;

supplier exposure;

buyer impact.

Competitive forces emerging Competitive forces emerging

due to economic

opportunities and trading sides of substitute goods

supplier capabilities