**3. Materials and methods**

The rapid pace of globalization of the world economy has led in recent years to a sharp increase in competition in almost all industries and spheres of activity. Companies are constantly searching for new approaches to the formation of competitive advantages that can ensure stable socioeconomic development, taking into account the influencing factors of the external and internal environment and current and promising threats and opportunities.

Sectoral strategies are the potential for economic development. Business strategy allows you to respond in a timely manner to ongoing or expected changes, to identify the most successful combinations of resources to achieve strategic goals. The development and achievement of high results in sports and obtaining financial profit become impossible without the use of a strategic approach.

In the modern world, strategy is the basic tool for the stable and effective development of any economic system. The development of organizations in the sports and fashion industries should be based on a strategic approach, which is the result of a systematic analysis of the external and internal environment of the facility, the correct determination of competitive advantages and strategic priorities, and setting strategic goals.

### *New Topics in Emerging Markets*

The development of an effective strategy is impossible without the presence of a specific methodological apparatus, the use of which will minimize many types of risks, to choose the correct tactics taking into account the impact of external and internal factors and apply effective tools to adapt to changing market conditions.

This article applies the strategy theory and methodology of strategizing [10, 11] developed by Dr. Vladimir Kvint and fashion-strategizing process methodology [12]. Dr. Vladimir Kvint in his works offers a unique methodological model of strategizing, the main advantage of which is adaptation to any external conditions. Dr. Vladimir Kvint emphasizes that there is a certain relationship between forecasting, strategizing, and planning. Strategy development is impossible without an analysis of global, regional, and industry development trends, on the basis of which a long-term forecast is made, which later acts as a basic strategic document for defining the mission, vision, strategic goals, and objectives and their corresponding strategic priorities.

Despite the fact that the model includes a large number of individual stages, it allows to form all the necessary strategic documents of a fashion industry enterprise and determine key strategic priorities for the development of the enterprise, based on existing resource constraints and taking into account current opportunities and threats of the external environment.

At the first stage of the fashion-strategizing process methodology [1], fashion industry enterprises should conduct a thorough analysis of global and regional trends in the environmental field. Special attention at this stage should be paid to the study of industry reports, materials of industry experts, and up-to-date statistics of leading companies in the industry. This will allow to determine which areas of development in the medium and long-term will be the highest priority for the entire industry. Then, it will allow the company to correctly place emphasis points in the strategic priorities in the future. For the fashion industry, special attention should be paid to updating the used and promising sales channels, communication methods with the consumer audience, the possibility of organizing new supply chains of raw materials, and the development and implementation of innovative technologies that can positively affect both the optimization of production capacities and create the opportunity to reduce production costs, which ultimately will optimize the policy-selling prices and create a competitive price advantage.

Based on the analysis and the forecast, the fashion industry company can begin to develop the main strategic documents—the mission and strategic vision. The mission in accordance with the strategy theory of Dr. Vladimir Kvint is the general message of the company's functioning in the market and, most importantly, what benefits the company brings to society. The mission is based on the individual and social values of a particular organization and emphasizes how the subject achieves a qualitative improvement in life.

Strategic vision is philosophy and ideology. It is a system of strategic priorities and ensuring their implementation of the competitive advantages of a particular organization operating in a competitive environment. Examples of such competitive advantages in the industry can be the following:


The effective use of these advantages through the prism of formulated strategic priorities allows successful fashion industry enterprises to achieve success both in a stable market condition and in emergency periods. Over the past few years, the fashion industry has become one of the most dynamically developing industries, which is based on a combination of elements of the creative economy, technological, and digital achievements.

Leadership as one of the management system main elements plays a crucial role in long-term development. According to Dr. Vladimir Kvint, the methodology identifies five main elements necessary for the strategic management system formation: strategic leadership; organizational structure senior management, managers and administrative staff; strategic decision-making process; management tools, infrastructure and strategic information technology. Strategic leaders with strategic thinking question old views and established paradigms, encourage the creation of new perspectives and ways of action, and are always in a new ideas search and strategic opportunities monitoring. This kind of leaders who are able to develop and implement a strategy of fundamentally new forefront opportunities that will increase the commercial efficiency of services and investment projects. Modern leaders nowadays are focused on the technological sovereignty establishment.
