From March 4 to 7, the international exhibition Euro Shoes premiere collection was held at the WTC Congress Center in Moscow - a specialized b2b event for professionals of the shoe industry and fashion retail, the main industry event of the new season of procurement and the formation of the fashion retail assortment. The exhibition was attended by about 100 companies and brands that presented professional visitors with collections of shoes, bags and accessories of the autumn-winter 2026/27 season.

Among the participants of the March Euro Shoes are Russian manufacturers and companies from Germany, Spain, Italy, India, Turkey, China and other countries, which presented to the professional audience the autumn-winter season 2026/27 collections of Caprice, Tamaris, MARCO TOZZI, Peter Kaiser, Rieker, Remonte, EMU Australia, Ballina, AXA, ARA, Alpino, John Ricardo, ESSE, VSN, Waldlaufer, Abbacino, ART Metropolitan shoes, El Naturalista, Pitas, Pitillos, Wonders, IGI&Co, EXTR4, W6YZ, Jonny Fire, Laura Vita and others.

The Euro Shoes exhibition is constantly being transformed and developed taking into account the requirements of the market, and today it is relevant not only for retail, but also for brands developing their own collections or planning to expand their range at the expense of their own brands. Companies from China and India with extensive experience under the contract production scheme presented their wide opportunities for the production of collections under STM at Euro Shoes. The Chinese exposition was very diverse, it presented collections of shoes, bags, accessories, and it was possible to assess the quality of products, their relevance and compliance with fashion trends and trends. Russian entrepreneurs interested in long-term partnership with Chinese factories had a great opportunity to learn firsthand all the details about production facilities, terms of cooperation, terms of production and delivery of products.

Euro Shoes premiere collection today, as before, remains the main and only b2b platform for professionals of the shoe and fashion industry, where the operational tasks facing the business are effectively solved. This is a working environment for those who shape the sales of the new season.

The next Euro Shoes premiere collection exhibition will be held from August 25 to 28, 2026 in Moscow, at the WTC Congress Center on the Krasnopresnenskaya embankment.

Shoe retail is one of those segments that depends very much on the seasonality factor. In turn, pricing in the shoe business depends on many factors - from cost to weather vaprices and regional features.

SR expert in working with the assortment and its management Emina Poniatova talks about the key principles of price formation for the shoe range, as well as about the main pressure factors and challenges of 2025 for shoe sellers, and gives recommendations on how the store to remain successful and profitable.

Emina Poniatova is an expert in the fields of "Assortment Planning", "Analytics and Category Management" with more than 15 years of experience in the fashion industry. Work experience: buyer and category manager - brands Replay, Pepe Jeans, Hugo Boss, Armani Collezioni, Stefanel, Missoni. Head of the analytical department - "CenterObuv" and Modis. Author and speaker at courses at Fashion Factory, SkillBox and Fashion Advisers schools, consultant and online coach, teacher of REU named after G.V. Plekhanova.

Pricing in the shoe business depends on many factors: cost, market positioning, competition, demand and brand strategy. Let's consider the key principles of price formation.

1. Production cost The base price is formed from the costs of:

Materials (leather, textile, rubber, accessories);

Production (labor force, equipment, rent);

Logistics (delivery of raw materials and finished products);

Overhead costs (marketing, packaging, certification).

Example:

If a pair of sneakers costs 2,000 rubles in production, the minimum price should cover these costs + profit. To do this, it is necessary to understand and take into account all factors and costs, including advertising costs, and often, the cost of goods does not even include storage costs and balances by the end of the season. Ideally, all factors should be correctly calculated and necessarily included in the cost of production.

2. Margin and profitability

Usually the mark-up in shoe retail is 50-300%, depending on the segment:

Mass market (Zara, Bershka) - 50-150%

Premium (Geox, Ecco) - 100-200%

Luxury (Gucci, Louis Vuitton) - 200-500% and above.

Retail price formula through markup:

Retail price = Purchase price × (1+Surcharge in shares)

Or

Retail price = Purchase price + (Purchase price × Sarkup in %/100)

Example of calculation:

Let's say the store buys goods for 2,000 rubles, and the markup is 30%. In this case, the retail price will be as follows:

2,000 × (1+0.30) = 2,000 × 1.30 = 2,600 rubles

Reverse calculation (mark-up from the retail price):

If the retail price and purchase price are known, you can find the markup in percent:

Surcharge (%) = (Retail price - Purchase price) × 100%

It is important to use a differentiated approach when calculating profitability or markup: put a lower markup for the basic assortment, a higher markup for a fashion or risky assortment.

3. Competition and market positioning

Here, the bulk of stores work in three segments:

Economy segment: prices are below average market prices, emphasis on sales volume;

Middle segment: balance of price and quality (Nike, Adidas);

Premium: high price as a status indicator.

Analysis of competitors' prices helps to choose the optimal range and decide on the price level. But having chosen positioning, it is necessary to adhere to the initial strategy and convey to the target audience the key values that formed the basis of pricing.

4. Demand and seasonality

The shoe segment is very dependent on seasonality. Ways to influence price and demand:

Discounts in the off-season (sale of winter shoes in spring);

Price increase for trend models (for example, limited edition sneakers);

Flexible prices (for example, dynamic pricing in online stores).

At the stage of forming the first retail price, it is necessary to take into account all the input data and lay down the possibility of influencing the price within the season - through discounts and promotions. The mark-up is higher at the entrance to a number of products - this makes it possible to give a discount or launch this product under the promotion. The lower mark-up means our confidence in sales and minimal discount opportunity. That is, the higher the risk of non-sales of products, the higher the mark-up.

Thus, we insure our risks.

5. Sales channels and their impact on the price

Today, companies and brands work simultaneously in several channels:

Offline stores - higher price (rent, staff);

Online sales - you can reduce the price by saving on rent;

Wholesale purchases - volume discounts;

Marketplaces - high traffic, but also high competition.

Each sales channel has its own specifics, but now the most relevant is the strategy of omnichannel - the use of all sales channels to optimize costs. You can start with online sales, marketplaces or wholesale sales and then connect offline stores.

6. Brand and perceived value

The retail price may be affected by the degree of fame, brand recognition:

- well-known brands can overprice because of their image;

- startups often start with low prices to attract customers.

7. Additional factors

Customs duties (for imported footwear).

Exchange rate (if materials/production abroad).

Exclusivity (handmade, limited collections).

1. Economic factors

Decrease in purchasing power due to inflation, crises or rising unemployment.

Cost growth (logistics, raw materials, energy resources).

What to do?

Optimize the assortment (emphasis on the available segment + premium for a loyal audience).

Implement flexible discount and installment systems.

2. Competition and digitalization

Growth of online sales (pressure of marketplaces, D2C brands).

Customer expectations: fast delivery, personalization, convenient return.

What to do?

Develop omnichannel (online/offline integration, fitting via AR, click&collect).

Strengthen digital marketing (targeting, UGC content, collaborations with influencers).

3. Sustainable development and ethics

Demand for eco-friendly shoes (recycled materials, carbon neutrality).

Regulatory requirements (taxes on "fast fashion", bans on harmful materials).

What to do?

Introduce sustainable collections, work with local manufacturers.

Communicate with the client and tell him about your environmentally friendly initiatives (through packaging, social networks).

4. Changes in consumer trends

Shifting demand towards comfort (sneakers, unisex models) and hybrid shoes (office + sports).

Growth of the secondary market (resale, shoe rental).

What to do?

Monitor trends through social networks (TikTok, Pinterest).

Test new models (for example, collaborations with designers).

5. Logistics and supply chains

Geopolitical instability (chain break, sanctions).

The need for a quick response to demand (acceleration of production-to shelf).

What to do?

Diversify suppliers (Asia + Turkey/Eastern Europe).

Implement demand forecasting technologies (AI, BIGdata).

6. Personalization and customer experience

Waiting for customization (design customization, 3D printing).

The importance of service: consultations, after-sales service.

What to do?

Implement loyalty programs with personal offers.

Train staff soft skills (sustability advice, style selection).

Let's draw a conclusion from all of the above.

Success in 2025 will require from the shoe retail:

- flexibility (adaptation to the economy and trends);

- digitalization (CX improvement, channel integration);

- sustainability (ecology + ethics as a competitive advantage);

- focus on the client (personalization + service).

Retailers who can combine these elements will be able not only to withstand the pressure, but also to increase their market share.

Maria Gerasimenko is the CEO of Fashion Advisers and the first online school for fashion business Fashion Advisers School, an expert in the field of management and business development, business coach. Experience in fashion business management - more than 12 years. Successfully defended 2 MBA theses (Mirby, Russia, Moscow, 2013) and London Metropolitan University (Great Britain, London, 2017)

Main activities: strategic and anti-crisis management of the shoe business, management of the assortment matrix, development of motivation programs, training in the field of management, service and sales. Among the clients: "Unichel", Tamaris, s'Oliver, "Kotofey", Rieker, Sinta Gamma, Helly Hansen, Rusocks and others.

The buyer rarely says what he really wants

Most buyers in shoe stores formally know why they came, but they can't always formulate it clearly. Someone comes in "just to look", someone says: "I'd like black sneakers", and someone honestly admits: "Nothing is needed, just to kill time". But a retail professional knows: behind these words there are often real needs that the client himself does not realize or cannot voice.

Why is this happening?

First of all, the buyer may not understand the assortment. He doesn't know what models there are, what cushioning technologies will suit his foot, how one pair of loafers differs from the other. Secondly, he can be shy, especially if he recently had a negative experience of communication with the seller, when they tried to "steam" him what he did not need. And finally, people in general are not inclined to speak directly about their true needs, especially if they are related to emotions: comfort, confidence, status, self-esteem.

That's why the seller's task is not just to hear the words, but to be able to "count" the real request by gestures, intonation, look and behavior. The client's needs can be clear and hidden. An obvious need is what he calls out loud. Hidden is what he actually buys for. For example, a client says: "I'm looking for warm boots", but in fact it's important for him not to get wet on the playground and look neat at the same time. Or he says, "I need shoes for work," and chooses between three pairs depending on which ones he feels "more expensive".

If the seller works only at the level of "what he said is shown", he will often lose sales. Because he won't offer the very couple that will solve the client's real problem. Or will offer inappropriate models, and the client will leave with the feeling that "nothing fit".

What to do about it?

It is important to teach the team not only to listen, but also to observe. The seller should ask questions, track reactions, pay attention to pauses, non-verbal signals and customer behavior at the time of fitting. For example, a client holds one pair in his hands for a long time: maybe he likes it, but he doubts the appropriateness of the price. Or he looks in the mirror for a long time: maybe it's important how it looks, not just comfort. All these are signals to respond to.

Conclusion: in the shoe retail, those teams that understand that "just looking" is the beginning of the dialogue, not its end, win. Your task is not only to offer shoes, but also to help the client understand what he really wants. This is what distinguishes a professional approach from formal service.

The "funnel of questions" technique: from general to concrete

One of the most common techniques in sales is the "question funnel" technique.

Its essence is simple: the seller begins communication with general, open questions, and then gradually narrows the focus to understand exactly what the buyer needs. This technique is especially effective in the shoe retail, where the customer often cannot immediately formulate a request.

Open questions help a person to relax. It is impossible to answer "yes" or "no" to them, you need to think a little and open up. For example:

- "What shoes are especially relevant to you now?"

- "Do you need more for the city, rest or work?"

- "Do you choose shoes for a special occasion or for every day?"

These questions do not pressure, do not cause resistance and at the same time start a dialogue. And when the client starts answering, an experienced seller "picks up" the words and clarifies:

- "You said that it's important for you to be comfortable to walk for a long time, you probably spend a lot of time on your feet?"

- "You mentioned the heel: are you more used to high or are you looking for something more stable?"

- "For a car or for walking around the city?"

So the seller goes to clarifying questions - this is already a narrow neck of the "funnel". It's important not to overdo it here. Questions should not sound like interrogation. They should be a logical continuation of the client's previous response. A good seller does not just ask questions according to the template, but listens to what the person says and directs the conversation.

What is a common mistake?

Many sellers either immediately ask closed questions like "Which model are you interested in: sneakers or shoes?", or, on the contrary, ask too many questions in a row, without waiting for answers. Both approaches are harmful. In the first case, the funnel is narrowed too quickly, preventing the client from opening up. In the second one, they cause irritation.

How to implement this technique in the team?

1. Train sellers in three levels of questions:

• Open (conversational): "What are you looking for yourself today?"

• Clarifying (according to the facts): "What clothes do you plan to wear?"

• Specific (to choose from your assortment): "Do you want with or without lacing?"

2. Develop scripts and phrases that fit your assortment. For example, for the shoe business, questions about fullness, features of the foot, rise, the presence of orthopedic insoles, wear preferences and so on are relevant.

3. Work it out in practice. Simple format: one seller is a customer, the other is an observer. They change roles, after which they analyze which questions helped and which ones "extinguished" the dialogue.

The funnel technique not only helps to sell, it makes the service professional. The customer feels that he is not rushed, that the seller hears him, and that the proposed models are really suitable for his tasks. And this is a direct path to conversion growth and repeat purchases.

Working with the body: how shoes "sit down" - the main clue

In shoe retail, fitting is not just a choice of size. This is a unique chance to "count" the client's real request. While the buyer puts on a pair and stands in front of the mirror, he tells you more than any words. The main thing is to be able to read these signals.

Please note: during the fitting, the buyer shows how he feels in the shoes. Confidence, doubt, inconvenience, interest - everything can be seen in the movements. A good seller doesn't just wait at the counter until the customer "determines". He actively observes: how a person gets up, how he walks, how confidently he moves, how he looks at himself in the mirror.

Here are a few examples:

• The client tramples on the spot, does not take steps. Maybe the shoes are pressing, but he doesn't want to talk about it so as not to look capricious.

• Examines himself in shoes in full height in the mirror, puts on a bag, lowers/lifts his pants. So, the visual effect is important for it - how the shoes look from the outside. Here it is worth supporting his assessment of appearance, and not just commenting on comfort.

• Immediately removes shoes after a few steps. This is a clear signal: the couple didn't fit. It's better not to persuade, but to offer an alternative, taking into account what exactly could not be liked: weight, lift, sole stiffness.

Why do you need it?

Because not every client can or wants to formulate inconvenience. Many are afraid of appearing "difficult" or do not know how to describe the feeling. But if you observe carefully, you can ask a clarifying question that will tell the client the right words:

- "It looks like the ascent is a little pressing?"

- "Do you feel like you need a slightly softer insole?"

- "Do you want more stability on the heel?"

When the seller speaks in the words of the buyer, he inspires trust. The client feels: "They understand me without words." This turns a regular sale into a personalized service that you want to return to.

Why is it especially important in shoes?

Because shoes are a tactile product. It affects gait, posture, general well-being. And if you can "tolerate" something uncomfortable in clothes, then it's impossible in shoes. Therefore, the ability to read the body and work with the client's reaction in the fitting is one of the main skills of the seller.

Advice for owners: conduct a team analysis of fittings. Set small tasks - for example, observe 5 clients a day and describe what you noticed in their behavior. This develops insight, empathy and confidence in working with needs that are not voiced in words.

While others are waiting for the client to say "sht", your team will already offer the perfect pair. And this is the real art of sales.

The role of empathy and active listening technique

When a customer comes to a shoe store, he expects not only the goods, but also attention. And not a formal "Hello, how can I help you?", but a sincere inclusion in his request. It is here that two key competencies of the seller come to the fore - empathy and active listening.

Empathy is the ability to feel what a person is going through and show that you understand him. It's not about sympathy or pity. It's about the ability to catch the client's emotions and adjust communication to them. For example, the client is annoyed because he can't find a comfortable pair. Or he's worried: he buys shoes for an important event and is afraid of making a mistake. If the seller simply ignores this condition and continues to offer models, he loses contact. And if he says: "I understand how difficult it is to choose the perfect pair, especially when it is both convenient and beautiful," he shows: "I'm on the same side with you." This is empathy in action.

Then active listening is activated. It's not just a silent nod, but a technique in which the seller:

• rephrases the client's words to clarify the meaning ("That is, it is important for you that the sole is as soft as possible, right?") ;

• asks clarifying questions based on what he heard ("You say that your feet often freeze, maybe consider a model with fur?") ; •mirror of emotions ("I see that you liked this couple - just shine in it!").

Why is it important?

Because most customers don't buy "just shoes". They buy comfort, confidence, image, lifestyle. And these needs are always emotional. And only when the client feels that he has been heard and understood, he is ready to choose and buy.

What is the typical mistake of sellers?

They start "playing the expert" before they make contact. They immediately talk about materials, discounts, orthopedic insoles, when the client has not even had time to adapt. This creates a pressure effect. And empathy and active listening, on the contrary, reduce anxiety, create trust and increase readiness for dialogue.

An example from practice

The customer came to the store with a tired face and said: "I would like something easier for me, for the winter, so that it wouldn't be erased." The seller could have shown practical models right away, but first she asked questions: "Do you spend a lot of time outside in winter? Are you walking or driving?" ; "Do you need protection from salt, slush? Or is it more important to put on their swees quickly?"

In response, it turned out: the client is a mother of two children, and it is critical for her that the shoes do not slip and are easy to clean. As a result, they chose not the "simpler" model, but a much more functional one - and the client left satisfied, although initially she did not voice all the criteria.

Conclusion: empathy and active listening are not soft "psychological" things, but specific tools for increasing sales. They can and should be introduced into the training system, worked out in pairs and included in the checklists of the seller's work. Because they are the ones who make communication with the client not a scene of intrusive sales, but a scene of trust. And trust is the basis of repeat purchases.

Scripts and training: to make technology become a habit

Many entrepreneurs think: "We have conducted training - it means that sellers now know how to identify needs". In practice, there is a gap between knowledge and application. Even if employees have learned techniques, they quickly forget them or use them mechanically if there is no regular training.

In order for the methods to really work in a shoe store - especially in the technique of identifying needs - they must become a habit. And habits are formed only through repetition and feedback. This is where scripts and mini-trainings come into play.

What are scripts?

A script is not a memorized phrase for all occasions. This is a dialogue template that helps the seller not to get confused in typical situations: how to start a conversation, how to ask a clarifying question, how to offer an alternative. It is important that the script is alive and adapted to the real voice of the brand.

For example: "Do you choose shoes for everyday wear or for a specific occasion?" ; "Is it more important for you to be sustainable, or are you looking for something easier and more flexible?" Good scripts set the right direction of conversation. They do not make the seller a "robot", but, on the contrary, give him confidence and freedom, because there is no need to invent dialogue from scratch every time.

Why is training important?

Because even the best script will not work if it is not "trained" in speech. As in sports: knowing the technique of hitting the ball does not mean knowing how to play. Therefore, in strong retail teams, short trainings are held every week: 10-15 minutes before the shift, in pairs or with the manager.

One plays the role of a buyer, the other - a seller.

Topic: for example, identifying the needs of a client who is "just looking".

After that - analysis: what happened, where they got strun, which phrase should be replaced.

How to implement it in the store?

1. Make a library of situations. For example: "The buyer is looking for winter shoes, but does not say why", "Buyer with a child", "Buyer with a limited budget". For each - working out the dialogue.

2. Include mini-workouts in the schedule. Not as rare trainings, but as part of the daily routine - 2 times a week before opening.

3. Collect successful phrases from strong sellers. It's not externally invented formulations that work best, but the living words of your employees.

The result?

A team that trains sells more stable and confidently. Sellers get in touch faster, adapt more easily to different customers, get less tired. And most importantly, they don't just know the technique of identifying needs, but live it in every dialogue.

This is what distinguishes a truly strong retail from other competitors. Not a declared "customer orientation", but a system in which the right words are not an accident, but the result of daily, purposeful work.

Photo: Tamaris, NEWD