Competitive Strategies in the Marketing Activities of Enterprises in the Digital Economy

Анотація

The article is devoted to the study of the features of implementing competitive strategies in the marketing activities of enterprises to ensure the proper level of competitiveness of enterprises in the digital economy. The essence of digitalization is revealed and its positive aspects of the impact on the development of enterprises are highlighted. The need to introduce strategic planning in the context of digitalization is emphasized to form competitive advantages of enterprises, increase their flexibility and adaptability to modern realities of ng business. The essential aspects of the conceptual apparatus related to the formation of competitive strategies within the framework of the use of online marketing are specified. In the process of research, the authors considered modern trends in digital marketing, the specifics of forming the marketing budget of the enterprise. Particular attention is paid to the issues of distributing budget funds between priority areas of marketing expenses, in particular with the use of digital marketing tools. There is a tendency to focus on key marketing opportunities and return to the basic principles of marketing: ensuring brand recognition and audience engagement through effective strategies that focus on convincing brand marketing and effective campaigns that contribute to establishing communication with customers and achieving specific results. Emphasis is placed on the use of digital tools to choose safe and reliable ways to make purchases in an environment of high transparency and technological accessibility of the market, as well as on measures aimed at increasing customer loyalty, which is implemented through a detailed analysis of the specifics of the functioning of the company's electronic store (E-Shop). A conceptual shell model of choosing competitive strategies in the process of marketing activities of an enterprise in the digital economy is proposed, which, unlike the traditional model, is focused not only on the usual use of the formed client base and the existing product portfolio, but on effective entry into the market at the beginning of the deployment of activity on it, which opens access to a wider range of possible strategic prospects.

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