Enterprise innovative strategies. Types of innovation strategies

Depending on the conditions of the micro- and macroenvironment, an organization can choose one of the main types of innovation strategy:

· adaptive (defensive, passive)

· creative (offensive, active)

In general, the essence adaptation strategy consists in carrying out partial, non-fundamental changes, allowing to improve previously mastered products, technological processes, markets within the framework of the structures and trends of activity already established in the organization. In this case, innovations are viewed as a form of a forced response to changes in the external business environment, which contributes to the preservation of previously won market positions.

Within the framework of adaptation strategy stand out:

§ defensive strategy - a set of measures to counteract competitors, the purpose of which is to penetrate the existing market with similar or new products.

Depending on the market position and potential of the organization, this strategy can be developed in two main directions:

Creation of conditions on the market of these products that are unacceptable to competitors and contribute to their refusal from further struggle

Reorientation of its own production to the production of competitive products while maintaining or minimizing the previously won positions.

The main characteristic, the factor of the success of a defensive strategy is time. All proposed activities are usually carried out in a fairly short time, so the organization must have a certain scientific and technical groundwork and a stable position in order to achieve the expected result;

§ innovation imitation strategy assumes that the commodity producer is betting on the success of competitors' innovations by copying them.

The strategy is quite effective for those who have the necessary production and resource base, which allows for the mass production of simulated products and their implementation in markets that have not yet been mastered by the main developer. Producers choosing this strategy incur less R&D costs and less risk. At the same time, the likelihood of high profits is also reduced, since production costs are higher in comparison with the developer, the market share is relatively small, and consumers of simulated products feel quite natural distrust of them, striving to get a product with high quality characteristics guaranteed by reputable brands. manufacturers. The strategy of innovative imitation provides for the use of aggressive marketing policy techniques that allow the manufacturer to gain a foothold in a free market segment;

§ waiting strategy is focused on minimizing the level of risk in the face of high uncertainty in the external environment and consumer demand for innovation.

The strategy is used by organizations of all sizes and success. Large manufacturers expect to use it to wait for the results of an innovation offered by a small organization to enter the market, and, if successful, push the developer back. Small organizations can also choose this strategy if they have a sufficiently stable resource base, but have problems with R&D. Therefore, they see waiting as the most realistic opportunity to penetrate the market they are interested in.

The strategy of waiting is close to the strategy of innovative imitation, since in both cases the manufacturer, first of all, strives to make sure that there is a steady demand for a new product from the developer organization, which accounts for the bulk of the costs of creating and commercializing the innovation. But, in contrast to the imitation strategy, in which the manufacturer is content with market segments not covered by the main organization, the manufacturer who chooses the waiting strategy seeks to surpass the developer organization in terms of production and implementation of the innovation, and here the moment of starting active action against the organization is of particular importance. developer. Therefore, the waiting strategy can be both short-term and rather long-term;

§ strategy of direct response to the needs and demands of consumers usually used in the production of industrial equipment.

The strategy is implemented by small-sized organizations that fulfill individual orders of large companies. The peculiarity of these orders or projects is that the envisaged work covers mainly the stages of industrial development and marketing of innovation, while the entire volume of R&D is carried out in specialized innovation units of the organization itself. Organizations implementing this strategy are not confirmed to be at particular risk, and the bulk of the costs falls on the above stages of the innovation cycle. In addition to small specialized organizations, the strategy of direct response to the needs and demands of consumers can also be applied by divisions of large organizations that have a certain economic independence, quickly respond to specific production needs and are able to quickly adapt their production and scientific and technical activities in accordance with the content of the proposed orders.

In conditions of relatively stable commodity-money relations, innovations, as a rule, are the initial basis for increasing the competitiveness of products, expanding and strengthening market positions, mastering new areas of application of products, i.e. an active means of business, constituting the content of a creative, offensive strategy.

In the class of creative strategies, the following stand out:

§ active R&D .

Manufacturers implementing this strategy receive the strongest competitive advantage, which, in fact, is expressed in original, one-of-a-kind scientific and technical developments or principles and methods. With a strategy based on R&D intensity, key strategic opportunities are opened up through diversification, new products and markets. The strategic objectives of management here are to mobilize additional assets (including market knowledge) to enter new product markets and to constantly analyze the activities of production units in terms of identifying emerging technological opportunities, as well as to carry out internal reorganization necessary for the development of new products;

§ marketing oriented strategy

The strategy provides for the targeting of all elements of the production system, as well as auxiliary and service activities, to find ways to solve the problems associated with the entry of an innovation to the market. Moreover, the main range of these problems reflects the relationship between the seller of the innovation and its consumers. The success of the strategy directly depends on the intensity of the organization's innovative activities. Practice shows that the intensity is higher if the organization has a stable position in the expanding market, invests heavily in R&D on new products, implements the principles of entrepreneurial activity in its activities, helps to maintain the spirit of creativity in the team and a stimulating organizational climate;

§ mergers and acquisitions strategy

Strategy is one of the most common options for the innovative development of organizations, since it involves less risk compared to other types of active strategy, relies on already streamlined production processes and focuses on developed markets. The result of this strategy is the creation of new industries, large divisions, joint organizations on the basis of combining previously separate structures.

It is much more difficult to distinguish internal differences in active innovation strategies than in adaptation ones. They have much in common and are most effective when an organization implements a whole range of different areas of active innovation.

The specific type of innovation strategy for a new product depends on a number of factors, the most important of which are technological capabilities and the competitive position of the organization.

Technological capabilities are determined by the internal and external characteristics of innovation. The internal ones include the previously formed scientific and technical and technological potential, the elements of which are personnel, a portfolio of patents.

Thus, the specific type of innovation strategy, first of all, depends on the state of the processes of interaction of the producer with the external environment in the broadest sense.

An innovation strategy is a means to achieve the goals of the organization in relation to the internal environment of the organization. Innovation strategies are subdivided into

the following groups:

grocery - focused on the creation of new products,

services, technologies;

functional - these include scientific and technical, production, marketing and service strategies;

resource- an element of novelty is introduced into resource provision (labor, material and technical, financial, informational);

organizational and managerial- Concerning system changes

management.

The basis for the development of an innovative strategy is the scientific and technical policy pursued by the company, the market position of the company and the theory of the product life cycle.

There are three types of innovation strategies, depending on the scientific and technical policy.

1. Offensive- typical for firms that base their activities on the principles of entrepreneurial competition; characteristic of small innovative firms.

2. Defensive- is aimed at keeping the competitive position of the company in the existing markets. home

the function of such a strategy is to activate the cost-benefit ratio in the innovation process. Such a strategy requires intensive R&D.

3. Imitation- used by firms with strong market and technological positions; who are not pioneers in the release of certain innovations to the market. At the same time, the basic consumer properties (but not necessarily technical features) of innovations released to the market by small innovative firms or leading firms are copied.

Currently, basic (reference) innovation strategies are widely used. They are aimed at developing competitive advantages, which is why they are called growth strategies(fig.5.2).

Basic growth strategies are divided into four groups:

1) strategy of intensive development;

2) strategy of integration development;

3) diversification strategy;

4) reduction strategy.

When implementing intensive development strategies the organization builds up its potential by making better use of its internal forces and the opportunities that the external environment provides.

There are three strategies of intensive development:

“Existing product in the existing market” - the strategy is aimed at deeper penetration of this product into the market;

“New product - old market” is a product innovation strategy in which a product with new consumer properties is developed and sold on the old market;

“Old product - new market” is a marketing innovation strategy aimed at selling a well-known product in new market segments.

There are three integration development strategies:

Vertical integration with suppliers;

Vertical integration with consumers;

Horizontal integration (interaction with industry competitors).

There are also three diversification strategies:

design - product strategy aimed
to find and use additional business opportunities

nesa; strategy implementation scheme: new product - old technology - old market;

Design and technological strategy - involves changes in the product and technology; strategy implementation scheme: new product - new technology - old market;

Design, technological and marketing strategy is used according to the scheme: new product - new technology - new market.

Reduction strategy manifests itself in the fact that organizations identify and reduce inappropriate costs. These actions of the enterprise entail the acquisition of new types of materials, technologies, changes in the organizational structure.

There are several types of pruning strategies:

Managerial (organizational) - changes in the structure
tour of the enterprise and, as a result, the liquidation of individual

structural links;

Local innovation - cost management associated with changes in individual elements of the enterprise;

Technological - changing the technological cycle in order to reduce personnel and overall costs.

An innovative strategy, developed on the basis of the theory of the product life cycle, takes into account the phases in which the product is located. Sometimes the life cycle of an innovation includes several stages: origin, birth, approval, stabilization, simplification, fall, exodus and destructuring.

1. Inception. This turning point is characterized by the emergence of the embryo of a new system in the old environment, which requires a restructuring of the entire life activity. For example, the appearance of the first idea (a formalized technical solution) or the organization of a company specializing in the creation of new or radical transformation of old market segments, which undertakes to develop a new technique.

2. Birth. At this stage, a new system appears, formed largely in the image and likeness of the systems that gave rise to it. For example, after formalizing a technical solution, they move on to a general presentation of a new type of technology (formulation of a layout scheme) or to transforming a created company into another one that works for a narrow segment of the market and satisfies the specific needs existing on it.

Rice. 5.2. The innovative part of the basic growth strategies of the company

Innovation management and strategic management

3. Statement. Here a system arises and forms, which begins to compete on equal terms with those created earlier. For example, the appearance of the first idea will make it possible to move on to the practical creation of the first samples of a new type of technology or the transformation of a previous company into a firm with a “power” strategy operating in the area of ​​large standard business.

4. Stabilization. The turning point lies in the entry of the system into a period when it exhausts its potential for further growth and is close to maturity. For example, the transition to the practical implementation of technical systems suitable for large-scale implementation or the entry of a company to the world market and the formation of the first branch on it.

5. Simplification. At this stage, the system begins to "fade". For example, optimization of the created technical system or education from the firm of a transnational company (TNC).

6. The fall. In many cases, there is a decrease in most significant indicators of the vital activity of the system, which is the essence of the fracture. At this stage, the improvement of the previously created technical system begins at the level of rationalization proposals, the disintegration of TNCs into a number of separate firms that carry out medium and small businesses to meet local needs.

7. Exodus. At this stage of the life cycle, the system returns to its original state and prepares for the transition to a new state. For example, a change in the functions of the equipment in operation or the death of one of the companies that separated from TNCs.

8. Destructuring. Here all the processes of life of the system stop, or it is used in a different capacity, or its disposal is carried out. The firm ceases to exist; as a rule, this means its re-specialization for the release of other products.

According to modern economic science, at each specific period of time, a competitive production unit (firm, enterprise) specializing in the production of products to meet a specific social need is forced to work on a product belonging to three generations of technology - the outgoing, dominant and emerging (promising).

Innovation management and strategic management

Each generation of technology goes through a separate life cycle in its development. For example, a company in a time interval from t1 to t3 is working on three generations of technology - A, B, C, successively replacing each other (Fig. 5.3). At the stage of inception and the beginning of growth in the output of product B (time t1), the costs of its production are still high, while demand is still small and the volume of production is insignificant (diagram a in fig. 5.3). At this point, the production volume of product A (previous generation) is large, but product C is not yet produced at all (diagram a in fig. 5.3).

At the stage of stabilization of production output of generation B (time t2 , stages of saturation, maturity and stagnation) its technology is fully mastered; the demand is great. This is the period of maximum output and the greatest cumulative profitability of a given product. The output of product A has fallen and continues to decline (chart b in fig. 5.Z.).

With the advent and development of a new generation of technology (product C), the demand for product B begins to fall (time t3 ) - the volume of its production and the profit it brings are reduced (diagram v in fig. 5.3), while generation A does not exist or is used only as a relic.

A B C

Rice. 5.3. Diagrams of the structure of output in various

moments in time:

a- moment (x; b- moment 12 ; v- moment (3

In fig. 5.3 it can be seen that the stable value of the total income of the enterprise (firm) is ensured by the correct distribution of efforts between successive products (generations of technology). The achievement of such a distribution is the goal of the formation and implementation of the scientific and technical policy of the company. Optimizing this policy requires

knowledge about the technical and technological capabilities of each of the successive (and competing) generations of technology. As one or another technical solution is mastered, its real ability to meet the corresponding needs of society and its economic characteristics change, which, in fact, determines the cyclical nature of the development of generations of technology.

However, the decisive factor in the formation of a competitive scientific and technical strategy of an enterprise (firm) is the fact that funds in the development and mastering of a product must be invested much earlier than a real effect is obtained in the form of gaining strong positions in the market. Therefore, strategic planning of scientific and technical policy requires reliable identification and forecasting of development trends for each generation of the corresponding technology at all stages of its life cycle. It is necessary to know at what point the generation of technology proposed for development will reach its maximum development, when a competing product will come to this stage, when it is advisable to start development, when - expansion, and when production will decline.

5.2. Methods for choosing innovative strategies

The choice of strategy is based on the analysis of key factors characterizing the state of the company, taking into account the results of the analysis of the portfolio of businesses, as well as the nature and essence of the strategies being implemented.

At present, large American, Japanese, and European companies, in order to monopolize the production of goods for radical innovations and reduce the influence of venture business on the final results, are following the path of concentration and diversification of production. American corporations "Gepera1 Motogs Consolidation", "Fogd Motog Companu", "Genera1 E1striс", Japanese "Sopu", "Touota", Swedish "Eestgo1ux", German "Siеmens", South Korean "Samsung" and many other organizations based on the following principles:

a) diversification of manufactured goods;

b) the combination in the portfolio of goods that are improved as a result
tate implementation of various types of innovations;

Innovation management and strategic management

C) improving the quality of goods and saving resources for
by deepening R&D and enhancing innovation
body;

d) application for various goods, depending on their
competitiveness, various strategies: violets, pati-
ents, commutators or exporters (more about these countries
tags will be discussed in Ch. 6);

e) development of international integration and cooperation;

f) improving the quality of management decisions, etc.
If a company produces several types of goods, then for them

she often uses different strategies. In this case, the risk for the whole company is leveled.

On the whole, an analysis of the strategies of functioning of large firms shows that with an increase in the share of pure competition, the share of an exploratory strategy increases.

The basis for the development of recommendations regarding the innovation strategy and the corresponding investment policy (planning of resource investments) is the forecasting of the moments of development and the change of generations of technology (products).

The directions for choosing an innovative strategy, taking into account the market position (controlled market share and dynamics of its development, access to sources of financing and raw materials, the position of a leader or follower in the industry competition) are shown in Fig. 5.4.

The choice of a strategy is carried out for each direction, highlighted when setting goals.

Rice. 5.4. Directions for choosing an innovative strategy

The BCG (Boston Advisory Group) matrix (Figure 5.5) can be used to select a strategy based on market share and industry growth. According to this model, firms with large market shares in high-growth industries (“stars”) must choose a growth strategy, while firms with high shares of growth in stable industries (“cash cows”) choose a limited-growth strategy. Their main goal is to retain positions and make a profit, firms with a small market share in slowly growing industries ("dogs") choose a strategy of "cutting off the excess."

Leaving the market

High Low

Market share / sales volume

Rice. 5.5. BCG matrix

A McKinsew matrix is ​​used to display and benchmark the strategic positions of various businesses in a commercial organization. It overcomes such a significant drawback of the BCG model as a simplified construction of the horizontal and vertical axes of its matrix.

The GE / McKinseu model allows, first of all, to rank all the corporation's businesses as candidates for receiving investments according to the criterion of future profit in a given strategic perspective.

The McKinseu matrix is ​​shown in Fig. 5.6. Here, on the ordinate axis, the parameters of a specific business are estimated, which

Innovation management and strategic management

Competitive status Medium

Rice. 5.6. Matrix McKinseu

organizations are practically uncontrollable i.e. significant environmental factors. Positioning parameters are fixed along the abscissa axis, which depend on the organization.

Thompson and Strickland proposed a matrix for choosing a strategy depending on the dynamics of market growth for products (equivalent to industry growth) and the competitive position of the firm (Figure 5.7).

For strategic analysis of diversified companies, a matrix proposed by the consulting firm of Arthur De Little is used ( ADL-LC Matrix), which is a multivariate model (Figure 5.8).

In the matrix ADL-LC horizontally, an integral multifactorial assessment of the “competitive position” is set, and vertically, an integral assessment of the life cycle. In terms of methodology, obtaining specific values ​​of the “Competitive position” indicator is very similar to the calculation of the “Competitive status” indicator (the strength of a business’s position) according to the McKinseu model. But the main difference between the model ADL-LC from other similar models is to use the concept of a life cycle.

Features of the stages of the life cycle according to the model ADL-LC are as follows.

Birth: changes in technology; fragmented offerings in a rapidly changing market; energetic search for consumers; rapid sales growth, but practically no profit, because everyone absorbs investments; the cash flow is negative because it is absorbed by the development of the market.

Development(growth): rapid growth in sales; profit appears and grows rapidly, but cash flow may still be negative.

Maturity: sales are at their maximum; profit also reaches its maximum level; the cash flow becomes positive and gradually increases.

Aging: sales are falling; profits are declining; cash flow declines, but more slowly than profits.

The features of competitive positions according to the ADL-LC model are as follows.

Weak: the business has a number of critical weaknesses; in this position the business cannot survive on its own.

Durable: business generates profit, business specializes in its niche and has sufficient strength in it, it has minimal opportunities to exit this position.

Noticeable: the business has distinct features and benefits; very strong positions in their specialized niches; there is significant potential for improving the competitive position.

Strong: business has strong competitive advantages; an independent business strategy is possible that does not take into account the behavior of the main competitors; the business position is strong, but not absolute.

Leading: this market position can only be occupied by one business; he sets his own standard in the market and controls other businesses; the competitive advantage is almost absolute; the business strategy is completely independent.

When choosing options for an innovative strategy, a firm can use the Product / Market matrix (Table 5.1)

Table 5.1 Product / Market Matrix for Strategy Selection

When adopting a strategy, management must consider four factors:

Innovation management and strategic management

Risk. What level of risk does the firm consider acceptable for each of the decisions it makes?

Knowledge of past strategies and the results of their application. This will allow the firm to develop new ones more successfully.

Time factor. Oftentimes, good ideas fail because they were proposed at the wrong time.

Reaction to owners. The strategic plan is developed by the managers of the company, but often the owners can apply forceful pressure to change it. The management of the company should keep this factor in mind.

Strategy development can be done in three ways: top-down, bottom-up, and with the help of a consulting firm.

In the first case, the strategic plan is developed by the company's management and, as an order, descends through all levels of management.

When developing "from the bottom up", each department (marketing department, finance department, production departments, R&D department, etc.) develops its proposals for drawing up a strategic plan within its competence. Then these proposals go to the management of the company, which summarizes them and makes the final decision when discussing in the team. This leverages the experience gained in departments directly related to the issues under study and creates a sense of community across the organization in developing strategy among employees.

The firm can also use the services of consultants to research the organization and develop a strategy.

An innovative business is not pure science or invention, although scientific and technological development is a priority here.

The behavior of a firm as a consumer of innovations can be determined by finding out which option it has chosen to carry out technological changes (Figure 5.9, where the periods of the demand cycle are indicated: E- origin; o1 - accelerated growth; o2 - slowed down, M - maturity; V - attenuation; R- profitability; T b T 2, T 3 - the time range of the assessment).

In the case of a stable technology (see fig. 5.9, a) a high need for technological innovation appears in the area of ​​demand and production development (E) and in maturity (M).

Rice. 5.9. The relationship between innovation and product demand with technology: a- stable; b - fruitful; v- changeable

Innovation management and strategic management

In the case of a fruitful technology (see fig. 5.9, b) the need for innovation is also small, since the satisfaction of demand occurs by modifying products or mastering new products without significant changes in the original technology of their production.

And only in the variant of changeable technology (see Fig. 5.9, v) the need for innovation to support the demand life cycle is constant at all stages.

Firms that follow the principle of changeable technology are technologically active industries. These are mainly electronics, chemical industry, pharmaceutical production. Most of the mechanical engineering industries belong to industries with medium technological activity and, therefore, with an average level of need for innovation.

5.3. Formation of innovative strategies

Enterprise innovation strategies can be combined and presented in two main types: a leader strategy aimed at developing and implementing fundamentally new products, and a follower strategy, which implies bringing improved technologies to the market. These goals of innovative development can be achieved in a variety of ways.

Thus, based on the research leadership strategy, it is possible to achieve long-term leading positions in the field of R&D due to the enterprise's desire to preserve in its economic portfolio products that are at the initial stages of the 5-curve. If in its innovative development an enterprise adheres to a policy of a defensive reaction and prefers to follow the market leaders in order to avoid the economic risks associated with the commercialization of innovations, then such an economic entity should adhere to wait-and-see strategies and try to bring to the market improved versions of goods that have already been tested by the market.

The number of organizational stages for the development and implementation of innovations will be the same for basic or improving technologies, reflecting the stages of their life cycle. The reason is that product and technological innovations, regardless of their degree of novelty and scale, go through certain stages.

Innovation management and strategic management

Life cycle: birth, growth, maturity, decline. With regard to the structural content of each of the stages carried out, the nature of the actions required to develop and implement the strategies of a leader or follower will be different.

These differences are manifested both in the composition of stakeholders and in the amount of required investment costs for each type and scale of innovation. Therefore, when planning strategies for innovative development, these fundamental differences are important to assess and comprehensively analyze.

Despite the fact that new and improving technologies go through the same stages of their growth and development, the initial goals and final objectives for these innovations at each of the identified stages are different. So, in order to create a fundamentally new product, it is necessary to carry out large-scale R&D. At the same time, when implementing improving technology, some of these activities can be neglected and limited to carrying out R&D, since this type of innovation is based on already known scientific knowledge. As a result, we can talk about the main differences in the initial costs and final results of each of the implemented stages of the introduction of new and improving technologies.

Let's highlight and group the main similarities and differences in the management of the processes of introducing new and improving technologies (Table 5.2). It is more expedient to bring basic or fundamentally new technologies first to the industrial market and only then to the consumer market. This conclusion was made on the basis of an analysis of a significant number of failures associated with the introduction of fundamentally new technologies directly to the consumer market, bypassing the industrial one.

Table 5.2 Similarities and Differences in Basic and Improving Innovation Development Processes

The development of basic technologies requires a significant amount of fundamental and applied research and requires significant investments for this. The strategy of the pioneer, or the choice of new technologies to bring to the market, can only be chosen by high-tech enterprises, real market leaders. The similarities, as well as significant differences in the nature of the initial goals and final results of the development and implementation of new technologies, confirm the need to take into account the type and scale of innovations in the formation of innovative development strategies.

The aggregate requirements for resources necessary for the implementation of a particular strategy of innovative development are selected first on an element-by-element basis, and then on a step-by-step basis.

The stages of development and implementation of technologies are denoted by the following symbols:

W - research;

X - constructive;

V - conceptual;

X- distributive.

Taking into account the adopted designations, it is possible to single out the phased requirements for resources necessary for the enterprise to implement the strategy of innovative development (Fig. 5.10 and 5.11).

As can be seen from the presented schemes, the financial and economic resources required for the implementation of a particular strategy of innovative development largely depend on the type and

5 Management of innovation: theory and practice

Innovation management and strategic management

the scale of the technology being introduced. This once again confirms the conclusion about the need to systematize the processes of strategic and innovative management and their initial orientation towards the involvement of fundamentally new or only improving technologies in the economic turnover.

Models of the formation of costs associated with the development of new and improving technologies reveal a step-by-step sequence and an approximate list of activities that must be carried out in the implementation of the strategy of a leader or a follower. However, these models do not take into account the valuation of some of the costs that should be taken into account when carrying out business planning and estimating the approximate costs associated with the implementation of investment projects.

When developing an investment project, it is necessary, in particular, to take into account the costs associated with wages, as well as with the deduction of some taxes and fees, including, for example, a unified social tax, compulsory social insurance against industrial accidents and occupational diseases. In addition, one should also take into account a part of the overhead costs in the form of payment of costs for technological electricity, steam, water, utilities, communication services, transportation costs. At the same time, one cannot but take into account the costs associated with the acquisition of machinery, equipment and other permanent assets necessary for the implementation of the strategy of innovative development, which, in the form of the amount of depreciation deductions, gradually transfer their value to products as they wear out.

The presented models, revealing the content side of each of the stages of the implementation of innovative development, are mainly aimed at solving organizational and economic, rather than investment and financial problems. In order for enterprises to be able to use the proposed approach fully enough, it is necessary to disclose the methodology for carrying out such a calculation. Table 5.3 presents formulas for calculating production costs associated with the development and implementation of new and improved technologies. They can be used by enterprises when planning strategies for innovative development.

Rice. 5.10. (Start)

Rice. 5.10. The main stages of the model for the formation of costs associated with the development of new technologies (the ending)

Innovation management and strategic management

Rice. 5.11. The main stages of the model for the formation of costs associated with the development of improving technologies

Innovation management and strategic management

Table 5.3 Step-by-step calculation of costs for the implementation of innovative development strategies at the enterprise

Estimation of the required investment costs based on the presented approaches allows enterprises to determine the volume of

the necessary financial and economic resources, plan the sequence of organizational actions for the implementation of the innovative development of the enterprise and answer the questions about with the help of approximately what amount of resources, preliminary by whom, approximately when and how the innovative goals of the enterprise development can be achieved. At the next stage of the formation of innovative development, it is necessary to assess the effectiveness of the planned activities. To do this, on the basis of calculating the costs associated with the development and implementation of innovative development strategies (Table 5.3), it is necessary to assess the commercial and economic efficiency of the introduction of new or improving technologies at the enterprise. Based on the results of the effectiveness of innovations on the basis of a temporary assessment of cash flows and the impact of new technologies on the economic activity of the enterprise, the most promising options are selected from the considered alternatives, followed by their presentation in the form of innovative projects or business plans.

Questions for self-control

1.What is strategy?

2. What are the goals of developing the strategy?

3. Explain the strategy development diagram.

4. What groups are the innovation strategies subdivided into?

5. What types of innovation strategies are distinguished depending on the science and technology policy?

6. What are the stages of the innovation life cycle?

7. Describe the BCG matrix.

8. What strategic decisions can be made based on the McKinseu matrix?

9. Name the features of the stages of the life cycle according to the model
ADL-LC.

10. On the basis of what principles is the strategy of large

companies?

11. Explain the graphical relationship between innovation and product demand.

12. What are the similarities and differences in the processes of developing basic and improving innovations?

Innovation management and strategic management

Training tasks

Task5.1. Determine the costs of implementing the strategy of innovative development of the enterprise at the research stage in the development of a new technology, if it is known that the costs associated with the development of a new technology amounted to 93 thousand rubles, labor costs - 12 thousand rubles, deductions of the unified social tax and insurance premiums against industrial accidents - 3.1 thousand rubles, depreciation charges - 10 thousand rubles, overhead costs - 37.2 thousand rubles.

Task 5.2. Determine the total cost of implementing the strategy of innovative development of the enterprise in the development of improving technology, if it is known that the costs at the research stage are 31 thousand rubles, at the constructive stage - 57 thousand rubles, at the conceptual stage - 95 thousand rubles, at the distribution - 73 thousand rubles.

Task5.3. Determine the costs of implementing the strategy of innovative development of the enterprise at the constructive stage in the development of improving technology, if it is known that the costs associated with the creation of an industrial design amounted to 127 thousand rubles, labor costs - 15 thousand rubles, deductions of the unified social tax and insurance premiums from industrial accidents from this amount, depreciation charges - 12.5 thousand rubles, overhead costs - 46.9 thousand rubles.

Task 5.4. Determine the total amount of costs for the implementation of the strategy of innovative development of the enterprise in the development of a new technology, if it is known that the costs at the research stage amounted to 81 thousand rubles, at the constructive stage - 143 thousand rubles, at the conceptual stage - 257 thousand rubles. associated with the formation of a new market, equal to 233 thousand rubles, labor costs - 31 thousand rubles, deductions of the unified social tax and insurance premiums from industrial accidents - 14.5 thousand rubles, depreciation charges - 27 thousand rubles, overhead costs - 96.7 thousand rubles.

Test tasks

1. The firm has high innovation costs and strives to take a leading position in the market. What innovation strategy should the firm choose?

1.1. Offensive.

1.2. Imitation.

1.3. Traditional.

2. Product innovation strategies are:

2.1. Strategies for changing management systems.

2.2. A group of scientific, technical, production, marketing and service strategies.

2.3. Strategies that focus on the creation of new products, services, technologies.

2.4. There is no right answer.

3. Functional innovation strategies are:

3.1. Strategies for changing management systems.

3.2. A group of scientific, technical, production, marketing and service strategies.

3.3. Strategies that focus on the creation of new products, services, technologies.

3.4. There is no right answer.

4. Organizational and managerial innovation strategies are:

4.1. Strategies for changing management systems.

4.2. A group of scientific, technical, production, marketing and service strategies.

4.3. Strategies that focus on the creation of new products, services, technologies.

4.4. There is no right answer.

5. Defensive strategy is used by firms:

5.1. Having a strong market and technology position.

5.2. Who strive to maintain a competitive position in existing markets.

5.3. Based on the principles of entrepreneurial competition.

6. Offensive strategy is used by firms:

6.1. Having a strong market and technology position.

6.2. Who strive to maintain a competitive position in existing markets.

6.3. Based on the principles of entrepreneurial competition.

7. The imitation strategy is used by firms:

7.1. Having a strong market and technology position.

7.2. Who strive to maintain a competitive position in existing markets.

7.3. Based on the principles of entrepreneurial competition.

8. When using basic innovation strategies, the actor
The firm's focus is on:

8.1. Building your own potential by better using your internal forces and external capabilities.

Innovation management and strategic management

8.2. Acquisition of new types of materials, technologies, by reducing unnecessary costs.

8.3. Development of competitive advantages.

8.4. There is no right answer.

9. Does not belong to the class of integration development strategies:

9.1. Vertical integration with suppliers.

9.2. Vertical integration with consumers.

9.3. Vertical integration with resellers.

9.4. Horizontal integration.

10. With an offensive strategy, the cost of innovation:

10.1. High.

10.2. Average.

10.3. Low.

11. The firm keeps close to the leader, borrowing his innovations from
making some changes. The cost of innovation will be:

11.1. The same as those of the leader.

11.2. Lower than that of the leader.

11.3. There is no definite answer.

12. Which of the following applies to the second stage of life?
unnatural cycle?

12.1. Theoretical and experimental research.

12.2. Development of working design documentation.

12.3. Prototype manufacturing.

13. Among the principles of goal-setting are:

13.1. Completeness.

13.2. Consistency.

13.3. Alternativeity.

13.4. Subordination.

14. What is not related to the principles of building a goal tree?

14.1. Consistency of goals.

14.2. Certainty.

14.3. Concreteness.

14.4. Reality.

14.5. Detail.

14.6. There is no right answer.

Chapter 5 Summary

Strategy means an interconnected set of actions for the sake of strengthening the vitality and power of the enterprise (firm) in relation to its competitors. This is a detailed and comprehensive plan for achieving the set goals.

Innovation strategies are divided into the following groups:

1) product - strategies that are focused on the creation of new goods, services, technologies;

2) functional - these include scientific and technical, production, marketing and service strategies;

3) resource - strategies in which an element of novelty is introduced into resource provision - labor, material and technical, financial, informational.

4) organizational and managerial - strategies related to changes in management systems.

The innovation strategy, developed on the basis of the theory of the product life cycle, takes into account the stage in which the product is located. According to one of the opinions, the life cycle of an innovation includes several stages: origin, birth, approval, stabilization, simplification, fall, exodus and destructuring.

The choice of the firm's strategy is carried out by the management based on the analysis of key factors characterizing the state of the firm, taking into account the results of the analysis of the portfolio of businesses, as well as the nature and essence of the strategies being implemented.

The BCG matrix can be used to select a strategy based on market share and industry growth rates. The McKinseu matrix is ​​used to display and comparatively analyze the strategic positions of various businesses of a commercial organization. It overcomes such a significant drawback of the BCG model as a simplified division of the horizontal and vertical axes of its matrix.

To select a strategy depending on the dynamics of the growth of the product market (equivalent to the growth of the industry) and the competitive position of the firm, one can use the Thompson and Strickland matrix.

For strategic analysis of diversified companies, a matrix proposed by the consulting firm of Arthur De Little (matrix ADL-LC) is used, which is a multivariate model.

Enterprise innovation strategies can be combined and presented in two main types: a leader's strategy, aimed at developing and implementing fundamentally new products, and a follower strategy, which implies bringing improved technologies to the market. Despite the fact that new and improving technologies go through the same stages of their growth and development, the initial goals and final objectives for these innovations at each of the identified stages are different.

The aggregate requirements for resources necessary for the implementation of a particular strategy of innovative development are selected first element by element, and then - in stages.

The chapter discusses various schemes for determining the costs required for the implementation of a particular strategy of innovative development.

Chapter 5

tiya. This once again confirms the conclusion about the need to systematize the processes of strategic and innovative management and to initially orientate them towards the involvement of fundamentally new or only improving technologies in the economic turnover.

Having studied the materials of this chapter, the student should KNOW:

> the concept and types of innovative strategies;

> stages of the innovation life cycle

and be able to:

Form innovative strategies;

Calculate the total cost of implementing the strategy.

A strategy is a comprehensive, comprehensive plan of action to achieve the goals of an organization. The main task of the strategy is to move the organization from its present state to the desired future.

The peculiarity of innovative strategies lies in the choice of directions and determination of the scale of the proposed changes. At the same time, their scale and desired rates depend on the enterprise's capabilities to innovate (innovation potential) and the state of the external environment (innovation climate).

Innovative strategies enterprises (organizations) develop to achieve the following goals:

• ensuring the competitive position of the enterprise (organization);
• reactions to the influence of the external environment;
• opportunities through predominantly product innovation

to occupy another, previously not occupied market niche;

• opportunities to get away from competition by creating a new market niche;
• opportunities to increase the volume of production (work or services).

The basis for developing an innovative strategy is the company's goal, the theory of the product life cycle, the company's market position and its scientific and technical policy.

Depending on the goals of the company, there are four types of strategies (or four types of companies): violets, patents, commutators, and exporters.

Table 8.1

Characteristics of competitive strategies _

	Competitive strategy	Innovative	State	Competitive advantages	Quality products
	Violent		New, mastered	High performance, low prices
	Patent		Mastered	Maximum adaptation to a specific market
	Commuting		Mastered	Flexible response to market needs
	Explicit			Usage innovations

Violent (power) strategy typical for firms operating in the field of large standard production. A fundamental source of strength is the mass production of good (medium) quality products at low prices. Due to this, the company provides a large margin of competitiveness. The motto of the companies is “Cheap, but decent” (but not “Expensive and bad”). Depending on the dynamics of development, several types of violet are distinguished.

"Lions" are large firms, leaders in a number of areas of innovative activity, they are typically characterized by aggressive competition and large expenditures on R&D.

"Elephants" are especially large firms, leaders in one or two areas of innovation activity, with a large network of foreign branches and a niche nature of competition.

Behemoths are large firms with overly broad diversification, growing technological backwardness, low R&D spending, and passive competition.

Patent (niche) strategy("Sly fox") is typical for firms that have embarked on the path of narrow specialization for a limited circle of

consumers. They address their expensive and high-quality goods to those who are not satisfied with ordinary products. Their motto is "Expensive, but good." They seek to avoid direct competition with leading corporations. For domestic firms, this strategy can be adopted as an entrepreneurial philosophy. She calls not to fight directly with leading corporations, but to seek out areas of activity that are inaccessible to them. This approach seriously increases the chances of the weak in competing with the strong. These firms are profitable. At the same time, there is a possibility of making the wrong decision, leading to a crisis. In such firms, the position of a permanent innovation manager is advisable, designed to secure their activities. The main goal of the innovation manager is to reduce the risk in the life of the company.

Commuting (connecting) strategy("Gray Mouse") dominates business as usual on a local (local) scale.

The strength of a local non-specialized enterprise lies in its better adaptation to meeting the small (and often short-term) needs of a particular client. This is a way to increase consumer value not due to super-high quality (like a patent), but due to the individualization of the service. "You pay extra for the fact that we solve your problems" - the slogan of commutators. Violents and patents may not always meet individual needs, and then switchboards come on the scene, ready to seize any business opportunity. The increased flexibility of switches allows them to maintain their competitive position.

The innovation manager of such a company must be well versed in the specifics of the buyer of the goods, the current situation on the market, accurately, promptly and reliably anticipate possible crises. The commuting strategy is typical for many private Russian firms.

Explicit (pioneering) strategy("First Swallow") is associated with the creation of new or radical transformation of old market segments, these are "pioneers in the search and implementation of revolutionary solutions, mainly of the first move." Among them are pioneers in the production of personal computers, biotechnology, robots, etc. They operate in the “vicinity” of the maximum cycle of inventive activity from the very beginning of production.

The strength of the exporters comes from the introduction of fundamental innovation, they benefit from an initial presence in the market. They fail 85 times out of 100, but 15 times they get huge technical, financial and moral success. They are the engines of scientific and technological progress. The exposer's motto is: "Better and cheaper, if possible."

The explorer company (pioneer) faces the problem of the volume of production, when a novelty attractive to the market has already been created. To do this, the experents enter into an alliance with a large firm. An exporter cannot independently replicate innovations that have proven themselves. The delay in replication threatens the appearance of copies or analogues. An alliance with a powerful firm (even under the condition of absorption and subordination) allows achieving favorable conditions and even maintaining a certain autonomy. The choice of such a partner depends on the specifics of the consumer.

Depending on the market position of the company there are the following types of innovative strategies.

• 1.Offensive, providing technological leadership through self-development and implementation of innovations of a high degree of radicalism.
• 2. Defensive, aimed at keeping the competitive position of the company in the existing markets. The main function of such a strategy is to activate the cost-benefit ratio in the innovation process. Such a strategy requires intensive R&D.
• 3.Imitation, focused on the dynamic reproduction of the achievements of technology leaders and the effective development of free market segments.

Let's take a closer look at these innovative strategies. Offensive strategy enterprise development involves the development and implementation of innovations of a high degree of radicalism based on major inventions or even discoveries. It covers the entire life cycle of an innovation, being, as a consequence, the most time-consuming and resource-intensive. The incentives for using this strategy coincide to a significant extent with the motivation for developing radical innovations.

Offensive strategy is a pioneer role. Based on this strategy, the company offers products, services, technologies that are fundamentally new on the global or national market. The goal of an offensive strategy is to gain market leadership. A necessary and important condition for the implementation of this strategy is the development and implementation of large-scale innovations ahead of competitors.

For its implementation, the following conditions are required:

• effective innovative activity;
• the management of the company, inclined to new ideas;
• good knowledge of the market;
• effective marketing;
• employees of the creative warehouse;
• the possibility of risk distribution.

A prerequisite for an offensive strategy is a technological breakthrough and a quick reaction to market changes due to a flexible organizational structure and available unique resources.

The main competitive advantage of innovators is that, thanks to the specific knowledge and skills created and accumulated, they are able to innovate better than their competitors. Technological breakthroughs are ensured by the presence of specialized research laboratories and engineering departments; the presence of a high technological potential that exceeds the needs of current production.

An offensive strategy is characterized by high R&D costs, as a rule, provides a high rate of return, but has an increased risk, which can be the result of technical failures, poor choice of the moment of product introduction.

Several innovative offensive strategies stand out.

• 1. Creation of a new market- a rather rare strategy, when a unique product is produced on the basis of a new idea that has no analogues. Television game consoles became such a product in due time. It is implemented by an enterprise with a fairly strong R&D department engaged in diverse research, including interdisciplinary research. The ongoing research is aimed at the implementation of promising fundamental developments that contribute to the occupation of a monopoly position in the market. At the same time, antimonopoly legislation acts as a limitation, which prohibits occupying more than 35-55% of the market. Contrary to ideas, only a truly new product brings the highest returns, and imitation of these products is more risky than developing new products on their own: anyone who imitates others will certainly face competition. A really big profit is provided only by the development of unoccupied market segments.
• 2. Acquisition of companies - a strategy involving the takeover of a company with significant intangible assets (developments and technologies, methods and models of doing business, engineers and technicians, market image, etc.). The result is essentially a new business and a significant expansion of its market.
• 3. Rogue strategy. Its essence lies in the fact that, on the basis of a new technology, a company launches to the market from

a well-known product that has significantly improved characteristics that reduce the overall size of the market. An example is long-acting drugs, etc.

• 4. Continuous improvement strategy ("kaizen") is to improve production technologies and quality thanks to highly educated and professionally trained personnel, who are given key importance. This is the strategy of leading Japanese firms that make small improvements in everything related to production on a daily, even hourly basis.
• 5. Comparative advantage strategy based on the production of a product that combines the properties of several products without degrading the characteristics of the basic product (for example, the production of mobile phones with built-in video cameras). The application of this strategy is caused by the employment of traditional markets and the need to find an unoccupied niche. Its implementation requires active research and development, a high level of technology.

Defensive or innovative stabilization strategy are used by firms that do not claim the primacy of bringing innovations to the market, but strive to maintain their positions. As a rule, innovations of recognized leaders are borrowed with the introduction of some changes in the products, i.e. products-analogues are created.

In doing so, the firm discards the highest possible initial income in exchange for the safety of late-to-market, which is ensured by knowing the results of the sale of the product. In addition, innovation development, marketing and advertising costs are reduced. Therefore, the costs of R&D and commercialization of innovation in this case are lower than those of the leader. This is a low innovation risk strategy. There are several options for innovative strategies aimed at maintaining and strengthening positions in the market and in the industry.

• 1. Opportunistic strategy - the company is looking for a product that does not require too much research and development costs, but with which it will be able to single-handedly present on the market for a certain period of time. The search and use of their niches presupposes a deep knowledge of the market situation, a high level of technical and technological development and the adaptive ability of the company. As a rule, these products have patent protection (patents for utility models, industrial designs).
• 2. Dependent strategy assumes that the firm focuses on product development and technology from major leading

companies. Its goal is self-preservation through the execution of contract work for these companies. It is widely used in the production of parts for assembly plants of finished products (for example, automobile factories in Japan).

• 3. Defensive strategy based on the fact that research and development is carried out without claims to the firm's leading positions and their goal is to keep up with others in the field of technical and technological development and, if possible, to raise the technical level of production.
• 4. Selective (selective) strategy presupposes the concentration of resources in certain, most effective areas, which creates conditions for the transition to an offensive strategy.

Simulation strategy involves copying, with real investment, technologies and (or) products previously used or produced by technology leaders, in unchanged or modified form.

In this case, the technology or product is purchased from other enterprises, for example, by purchasing a license. Often, for firms, a license is much cheaper, acquired more quickly and operates more reliably than conducting their own R&D. This is a successful strategy, but in order to adapt an invention as an original product that creates a monopoly situation, a high technological level of production, the professionalism of engineers and technicians, workers who are able to quickly master "someone else's" development are required to the conditions of a particular production.

Usage imitation strategy can be based on an unfilled dynamically growing market, which for some reason cannot be fully occupied by a technology leader.

There may be the following reasons for the inability of a technology leader to master the market on its own:

• inconsistency of innovation with existing product lines;
• the high value of transaction costs for protection from imitation in excess of the costs of patenting;
• lack of finance for the development and promotion of the innovation;
• obstacles to comprehensive capitalization of innovation from outside

When using a simulation strategy, innovation risk disappears, technological risk is minimized, and commercial and financial risks are reduced.

This is the reason for the wide spread of the imitation strategy in world practice.

The effective use of this particular strategy was one of the main conditions for the emergence of the so-called "Japanese economic miracle" in the 1960-1970s. During this period, Japanese firms were characterized by active adaptation of other people's achievements, leadership at the stage of development and expansion in narrow segments of fast-growing markets through price competition provided by economies of scale. The technological level of Japanese industry formed in these decades became the basis for what in the 1980s. Japan has become not only a global technology leader, but also an innovation leader in many high-tech industries, in particular, ranking first in the world in the number of patents in the automotive industry.

For the development of the Russian economy, it is realistic to use all three strategies, both offensive, defensive, and imitative. This is also stated in the Concept 2020, that Russia faces the task of simultaneously advancing and catching up development.

An offensive strategy (anticipatory) is possible for those industries and enterprises where there is a serious scientific background.

Modern Russian science in many fundamental areas of knowledge has not lost its world level and is able to respond to innovative challenges, primarily in the field of physics, mathematics, chemistry, physiology, medicine, as well as in the applied development of laser and cryogenic technology, new materials, aerospace technology , a number of samples of military equipment and technologies, means of communication and telecommunications, informatics, software products for computers, etc.

In our country, there are still powerful scientific and innovative reserves in nuclear, space, aviation technologies, in the production of weapons, chemical, energy, transport engineering, as well as certain technologies in oil and gas production, processing and in the chemical industry.

In Russia, the world positions are still maintained in 17 priority scientific and technological developments, and about 20 critical technologies developed in our country correspond to the world level, which together makes up about one third of world research in the field of high technologies. For example, the competitive technologies created by Russian scientists at the turn of the new millennium include aerospace, nuclear power and laser technologies; the development of a fundamentally new information carrier - three-dimensional optoelectronic memory - continues. The successful implementation of this promising project can transform the most modern information technology

nology in yesterday's technology. In addition, breakthroughs are being made in new areas of research of information and communication systems in the following areas: mechatronics, the creation of an element base for computers of the 5-6th generations; holography; small communication specialized satellites; long-wave communication channels; systems of global monitoring of the environment, etc.

For example, the E2K computer processor developed by a group of Russian companies "Elbrus", which uses the binary compilation method, surpasses the western most powerful processor in terms of technical solutions and basic characteristics. "Merced", which company Intel just planning for release.

However, in many industries, enterprises where there are no serious innovative groundwork, it is advisable to use catch-up development based on an imitation strategy. Borrowing the experience and developments of developed countries will help overcome the backlog of domestic enterprises in relevant industries, increase the competitiveness of their products and increase production efficiency.

This way of successfully overcoming the backlog in their development was used by the countries of the "economic miracle", for example, Japan and South Korea.

As for the defensive strategy, it will be used by those enterprises that already have a fairly modern level of development, they only need to monitor and respond in a timely manner to the emergence of new innovative developments.

According to the results of a survey of 1000 large and medium-sized industrial enterprises in Russia, the choice of a development strategy is characterized by the following data (in% of respondents):

• to become one of the leaders in the production of new unique products - 32.2;
• to gain a foothold in the market of traditional products of mass demand - 45.5;
• to produce products by analogs of leading companies - 16.9.

As can be seen from the above data, almost one third of the surveyed industrial enterprises chose an offensive strategy for their development based on the development and implementation of unique products, 45.5% of the surveyed enterprises chose a defensive strategy for their development, almost 17% of enterprises intend to use an imitation development strategy.

• Ivasenko L.G., Nikonova Ya.P., Sizova D.O. Decree. op. P. 189.
• Novitsky N.A. Decree. op. P. 171.
• Expert. 2010. No. 36, p. 38.

An organization operating in a competitive environment seeks to provide itself with an advantage over other enterprises.

To do this, she uses a strategy - the organizational use of resources to achieve specific goals.

The enterprise strategy forms and predetermines the role, place, content of the innovation strategy. In turn, the latter contributes to the implementation of the corporate strategy carried out by the enterprise. The connection between corporate and innovation strategy is realized primarily when mastering the production of new products and changes in the production process.

The main directions of the innovation strategy are formed:

• in the process of expedient and rational use of the most accessible results of innovative activity to achieve the general goal of the enterprise - to meet the needs for a certain type of product or the provision of certain types of services;
• through the provision and economical use of resources in the development of product innovations.

Depending on the business strategy pursued by the organization, its resource capabilities and competitive positions, all innovative strategies can be reduced to several main types: offensive, defensive, licensed, intermediate.

Offensive strategy consists in self-development of innovations; this requires a large investment and comes with significant risk. This option is suitable for large corporations that are leaders in their respective markets, or for small innovative firms, for which the risk of failure of an innovation strategy is comparable to the risk of current commercial activities. An offensive strategy requires the firm's employees to have certain qualifications to facilitate innovation, the ability to see prospects and be able to quickly implement them, and the availability of significant resources.

Even large corporations can pursue an offensive strategy for only a fraction of their products. This strategy is justified only when choosing the appropriate promising type of product, on the release of which the corporation concentrates its forces and resources.

Defensive innovation strategy it is used more often by medium-sized enterprises with a strong, but not leading position in the market. The risk of implementing this strategy is lower than that of an offensive one, but there is also less potential gain.

Defensive strategy is characterized by low risk and is used by enterprises that can make a profit in a competitive environment. They succeed in this due to special attention to the field of production and marketing. Their main advantage is low production costs and retention of positions in a significant market segment. Such enterprises are more focused on innovation and have sufficient potential to modify them.

Licensing (absorption) strategy assumes an orientation towards the acquisition of innovative solutions (protected by patents or know-how) obtained by other firms. Sometimes even large corporations do not have sufficient capacity to conduct research on a broad front. At the same time, they intend to distribute resources in a balanced manner for conducting their own research and development and acquiring licenses. At the same time, selling a license for one's own radical innovation can be an effective means of maintaining an offensive strategy. This is especially true of a small innovative firm, which otherwise does not have the slightest chance of the success of an offensive strategy.

An alternative to acquiring a competitor's technology through a licensing agreement is to involve its specialists: either leading employees or the entire "team" of the project. This is due to the unwillingness of a competitor to continue work on the implementation of a research project or to reduce the cost of it. This knowledge of possible changes in competitors' policies can provide an excellent chance to gain experience at a minimal cost.

Variations of absorption strategies can be used by businesses of all sizes. The resource-intensive strategy of mergers or acquisitions is used for large corporations.

Intermediate strategy is based on product differentiation and the desire to maintain a market advantage. This desire is due to the desire to avoid direct competition with leading corporations, since the fight against giants in the production of standard products is deliberately doomed to failure. At the same time, taking into account the special needs of the consumer, the advantages are on the side of the firm that devotes its activities to their study and satisfaction. As a rule, they orient their expensive and high-quality products to those categories of consumers who are not satisfied with standard products. In this sense, the roles change - gigantic advantages turn into disadvantages, while small and medium-sized firms gain advantages.

Of the factors influencing the choice of an innovative strategy, the most significant are:

1. information about the behavior of competitors during economic changes;
2. the propensity and attitude of the top management of the company to risk and the ability to develop measures to minimize it;
3. trends and prospects for the development of the industry.

In particular, in a booming industry and a low level of competition, an offensive strategy is preferable.

When the market grows and competition intensifies, the activity of an enterprise should be focused on a defensive strategy, product improvement or a licensing strategy. At the stage of maturity (in an environment of low growth or recession and a high level of competition), an enterprise should focus on a defensive technology innovation strategy or an industry licensing strategy.

The choice of strategy is the key to the success of innovation. A firm may find itself in crisis if it fails to anticipate and respond to changing circumstances in time.

The choice of strategy is essential component cycle of innovation management.

Strategy Is a detailed, comprehensive, comprehensive plan to achieve the set goals.

Innovative strategy- one of the means of achieving the goals of an organization (corporation, firm), which differs from other means by its novelty, primarily for this organization and, possibly, for the industry, market, consumers.

Innovative strategies can be:

· Innovative activities of the organization aimed at obtaining new products, technologies and services;

· Application of new methods in R&D, production, marketing and management;

· Transition to new organizational structures;

Application of new types of resources and new approaches to the use of traditional resources

There are many classifications of innovative strategies

The following types of innovative strategies are distinguished:

According to managerial "behavior" on the basis of K. Freeman's classification, the following modifications of the enterprise innovation strategy are distinguished.

Offensive- the ambition in this case is to be the first on the market. Typical for firms that base their activities on the principles of competitive struggle. It has a high risk and high return on investment. It requires leaders of a certain classification in the implementation of scientific and technical innovations, the ability to give out new market prospects and changes, quickly implement them in goods. In most cases, a research orientation combined with the application of new technologies is required. Such firms strive to be the first in the market, which requires a high level of organization and qualifications from their management, the search for effective innovations, active research and development, and a marketing management system. This is a merger strategy, an acquisition strategy. It is typical for small innovative firms.

Defensive - aims to maintain the firm's competitive position in existing markets. The main function of such a strategy is to activate the cost-benefit ratio in the innovation process. Such a strategy requires intensive R&D. Enterprises conduct research and development without claims to occupy leading positions, their goal is to keep up with others in the field of technical and technological development and to raise the technical level of production. This is a very costly strategy. It is mainly used in isolated (government) research institutions.

Intermediate- comes down to reasonable competition. Success is achieved through independent implementation of an effective innovation policy in order to keep up with the leading firm, at the same time, it is necessary to avoid risk in a high-level consumer market with careful selection of products. Such a strategy can be called passive, since it means a change of product, which does not require serious changes in the means and technologies of production, does not require significant additional costs of mental labor, does not lead to radical changes in technical and technological characteristics.

Protective- involves a high risk and is suitable for firms that are able to make a profit in a competitive environment. This requires gaining significant market share and maintaining profit margins through low production costs. As foreign experience shows, success awaits those firms that have strong positions in production and marketing. At the same time, it is necessary to maintain sufficient scientific and technical potential in order to quickly respond to innovations introduced by a competitor.

Traditional - is aimed at maintaining its existing market position, the company seeks only to improve the quality of existing products. It focuses the attention of the enterprise on the actions of competitors and is less responsive to the needs and behavior of consumers. Therefore, in the long run, it will most likely lag behind first in the technical and technological, and then in the economic respect.

Opportunistic - the company is looking for a product that does not require too much research and development costs, but with which it will be able to single-handedly present on the market for a certain period of time. The search and use of such sectors presupposes a deep knowledge of the market situation, a high level of technical and technological development and adaptive abilities. In this case, there is a high degree of risk of a quick loss of the monopoly position.

Imitation - used by firms with strong market and technology positions. It is used by firms that are not pioneers in the release of certain innovations to the market, which copy the basic properties of the product released to the market by innovative firms. At the same time, the basic consumer properties (but not necessarily the technical features) of innovations released to the market by small innovative firms or leading firms are copied. The innovation strategy is based on the principle "time is money". New technology is acquired from others, for example, through the purchase of licenses. A license is much cheaper, purchased faster and operates more reliably than your own developments and inventions. This is a successful strategy, but for the adaptation of the original and creating a monopoly situation, the product of mental labor (invention) requires high special qualifications and tireless maintenance of the achieved level. This type of strategy is also called adaptation.

Dependent - observed mainly in small enterprises, which the large ones impute a new product or production method. Typical for firms operating on a franchise basis.

Absorbing- refers to cases when the acquired license is sold in a fundamentally new product with high profits and a new market.

Enterprise innovative strategies (L. Kudinov) can be divided into two main groups:

1) R&D strategies- related to the research and development carried out by the enterprise. They determine the nature of borrowing ideas, investing in R&D, their relationship with existing types of products and processes;

2) strategy and adaptation of innovations- relate to the system of updating production, bringing products to markets, using technological advantages

Portfolio of innovative strategies is formed under the influence of various factors of innovative development. Their level is determined for each enterprise separately. For the purpose of increasing the scale of production, various strategies are used with a high and low level of factors of innovative development.

Types of firms' behavior in the market: strategies of exporters, violets, patents, commutators

The implementation of a firm's innovative strategy largely depends on its organizational form and competitive behavior. To analyze the position of the company, it is necessary to clearly understand how its scientific and industrial, technological, human and organizational resources correspond to market needs and what needs to be done to achieve such compliance with minimal costs.

A.Yu. Yudanov, depending on these indicators, divides companies into four types: violets, commutants, patents, experents... H. Friesewinkel associated the behavior of firms with competitive behavior in the animal world. The table shows the comparative characteristics of firms corresponding to the type of their strategic competitive behavior.