MINISTRY OF EDUCATION AND SCIENCE OF THE RUSSIAN FEDERATION

FEDERAL EDUCATION AGENCY

NON-STATE EDUCATIONAL INSTITUTION

Ural Financial and Legal Institute

INNOVATIVE MANAGEMENT

Abstract on the subject "Innovation management"

On the topic: "Innovative strategies of the organization"

Completed by: Soboleva E.S.

GR. FKF SPZ 5407

Checked by: Yushkevich E.E.

Ekaterinburg

1. Concept and meaning of innovation strategy 3

2. Objectives and effectiveness of innovation 8

2.1 Goals of innovation 8

2.2 Effectiveness of innovation 10

3.Types of strategies in innovation management 14

3.1 Technology management strategy 15

3.2 Simulation strategies 18

3.3 Marketing Innovation Strategies 20

Conclusion 21

List of sources used 23

1. Concept and meaning of innovation strategy

Innovation strategy - this is the leading functional strategy of a high-tech enterprise are the basis of the overall strategy and at the same time - the main condition for the competitive development of the enterprise. An innovative strategy involves the formation of an integral balanced set of measures for the product and technological modernization of production, changes in its organizational structure, the use of the latest management technologies and the purposeful integration of innovations into the existing culture of the organization. In other words, a strategy is a detailed comprehensive comprehensive plan to achieve the set goals.

The main components of the innovation strategy are the product innovation strategy; technology innovation strategy; knowledge management strategy ".

Currently, the concept of "strategy" is used in various fields, including economic, marketing, financial, innovation, etc.

A strategy is understood as:

the sequence of actions and states that are used to achieve the goal by the enterprise;

a long-term plan for the development of the organization, based on the characteristics of the influence of the external environment and internal potential;

long-term, most fundamental plans of the organization's management in relation to innovation, production, income and expenses, budget, taxes, investments, prices, social sphere;

an interconnected set of actions to strengthen the viability and power of the enterprise (firm) in relation to its competitors.

the innovative strategy of organizations is:

An action program that prioritizes problems and resources to achieve the organisation's overall innovation goal;

A business concept, supplemented by real actions that lead this concept to achieve a competitive advantage (this requires an understanding of the market, an assessment of the organization's position in the market, an awareness of its competitive advantages);

Target guidelines for a long-term action plan aimed at achieving qualitatively new goals associated with a radical change in the existing state of the managed object, and, consequently, management systems, its structure, existing relations, norms of behavior and the content of the activities of employees.

A strategy can be viewed as a model (a premeditated or constructed course of action or behavior), a plan (a deliberately and deliberately developed sequence of actions), as a clever trick (using various tricks and tricks to mislead competitors), as position (the position of the company relative to the external environment), as a perspective (a way of perceiving the world rooted in the organization).

innovative strategies are aimed at developing and using the potential of the organization and are considered as a reaction to a change in the external environment.

Innovation 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.

The prerequisites that stimulate the company's innovative activity are associated, first of all, with institutional changes, with the emergence of new needs and preferences among consumers, a reduction in the life cycle of goods, and an increase in the science intensity of products.

The innovative potential of an enterprise is usually interpreted as a combination of material, financial, labor, infrastructural, intellectual information and communication resources. There are two groups of factors that determine innovative activity and, as a consequence, the competitive advantage of an enterprise. The purpose of some (internal) is the establishment and management of innovative activities at the enterprise; others (external) are designed to help expand its boundaries.

External factors include the factors that determine the interaction of the enterprise with the economic and social environment:

Using external sources to support all phases of the innovation process: from discovery and development to commercialization;

Communication with customers, business partners, investors, competitors, research organizations and universities;

Lobbying interests in state institutional structures.

Internal factors are essential features of an enterprise that distinguish it from competitors and determine its innovative consistency:

Motivated leadership;

Integration of technological and organizational and managerial innovations;

High performance;

Effective relations with personnel, their wide involvement in the innovation process;

Continuous organizational learning;

An effective marketing system that communicates with end users;

Quality management, infrastructure, organizational development.

Strategy development should answer the following questions: how to achieve goals, how to eliminate competitors, how to provide competitive advantages, how to strengthen the long-term position of the firm, how to make the management strategic vision a reality.

Innovative strategies create a particularly challenging environment for project, corporate and corporate governance. These conditions include:

Increasing the level of uncertainty of results (in terms of time, cost, quality and efficiency);

Increasing investment risks of projects;

Strengthening the flow of changes in the organization in connection with innovative restructuring (restructuring of the enterprise, by changing any of its elements);

Strengthening the contradictions of interests and approaches to management among the management of the organization.

The innovation strategy, integrating the entire research and investment stages of the innovation life cycle, is fully associated with all types of uncertainties, specific innovation-investment and regular risks, as well as the contradictions of the innovation process.

The most significant specific risks that an enterprise faces when developing and implementing innovations on its own are: innovation, technological, commercial and financial risks.

Thus, with an innovative strategy, the duration of obtaining and the probabilistic nature of the results require the implementation of financial programs with a high degree of risk.

2. Objectives and effectiveness of innovation

2.1 Goals of innovation

Strategy development begins with the formulation of the overall goal of the organization.

The overall goal should be clear to anyone. Goal setting plays an important role in the relationship of the company with the external environment, market, consumer.

The overall purpose of the organization should consider:

· The main activity of the company;

· Working principles in the external environment (principles of trade; attitude to the consumer; business relations);

· Culture of the organization, its traditions, working climate.

When choosing a goal, there are two aspects to consider: who are the customers

the firm and what needs it can satisfy.

After setting a common goal, the second stage is the specification of goals.

The following main objectives can be identified:

1. Profitability - to achieve the level of net profit in the current year

2. Markets (sales volume, market share, introduction into new lines).

3. Performance

4. Products (total output, release of new goods or withdrawals

some models from production, etc.).

5. Financial resources (size and structure of capital; ratio

equity and debt capital; the amount of working capital, etc.).

6. Production facilities, buildings and structures.

technological characteristics, cost, implementation time.

8. Organization - changes in organizational structure and activities. (Open a branch of the firm in a specific region).

9. Human resources (their use, movement, training, etc.).

10. Social responsibility

In order for the goal to be achieved, one must proceed from the following

principles:

1. A clear and specific statement of the goal, expressed in specific

measuring instruments (monetary, natural, labor).

2. Each goal should be limited in time, set a deadline for it

achievements (for example, to establish a serial production of a new model of a meat grinder by the end of the 3rd quarter).

The goals can be:

Long-term (up to 10 years),

Medium-term (up to 5 years)

Short-term (up to 1 year).

The goals are specified taking into account changes in the situation and the results of control.

3. Goals must be achievable.

4. Objectives should not deny each other.

Strategic planning is based on a thorough analysis of external and

internal environment of the company:

Changes taking place or those that may occur in the planning period are assessed;

The factors that threaten the position of the firm are identified;

The factors that are favorable for the activities of the firm are investigated.

Processes and changes in the external environment have a vital

influence on the firm. The main problems associated with the external environment -

economics, politics, market, technology, competition.

Competition is a particularly important factor. Therefore it is necessary

identify the main competitors and find out their market positions (market share, sales volumes, goals, etc.).

It is advisable to conduct research in the following areas:

1. Assess the current strategy of competitors (their behavior in the market;

techniques for promoting goods, etc.).

2. Investigate the influence of the external environment on competitors.

3. Try to collect information about scientific and technical developments

rivals and other information and make a forecast of future actions

competitors and outline ways of counteraction.

Thorough study of competitors' strengths and weaknesses and comparison

their results with their own indicators will allow you to better think through

competitive strategy.

Serious environmental factors include social and behavioral

and environmental factors. The firm must take into account changes in

situation, educational level, etc.

An analysis of the internal environment is carried out in order to identify the strengths and

weaknesses in the activities of the firm.

Strategy is the starting point for theoretical and empirical

research. As you get involved in the process

decision-making by senior management, the importance of strategic and financial goals increases.

2.1 Effectiveness of innovation

The life path of innovation can develop along one of three paths: accumulation in an organization, transformation into an organization into innovation, and sale as a commodity.

The effectiveness of the organization's innovative activities is expressed through economic and financial indicators. In a market economy, there can be no unified system of indicators. Each investor independently determines this system based on the characteristics of the innovative project, the professionalism of specialists and managers, and other factors.

The following requirements are imposed on the scorecard:

Indicators should cover processes at all stages of the product's life cycle.

Indicators should be formed for the long term, at least 3-5 years, based on a retrospective analysis of the organization's activities.

The indicators should be based on data on the competitiveness of specific products in specific markets for a specific period.

The most important indicators should be expressed in absolute, relative and specific values.

Indicators should be consistent with all sections of the organization's plan.

The indicators should reflect all aspects of the organization's financial performance.

The design of the final indicators should be carried out on the basis of multivariate calculations, with the determination of the degree of risk and sustainability of financial activities, using a sufficient and high-quality amount of information characterizing the technical, organizational, environmental, economic and social aspects of the organization's activities.

One of the main indicators of the effectiveness and stability of the organization's functioning is its stability.

The introduction of innovations can give four types of effect: economic, scientific and technical, social and environmental.

By obtaining an economic effect in the form of profit, an innovative organization carries out a comprehensive development and an increase in the welfare of employees.

The other types of effect carry potential economic efficiency, i.e. form only the potential economic effect.

If we take into account only the final results of the introduction or sale of innovations, then any type of innovation activity can be estimated in value terms. The criteria for the final assessment here are: the time of obtaining the actual economic effect and the degree of uncertainty of its receipt (or the level of risk of investing in innovation). The system of indicators of the effectiveness of innovative activities (see diagram 2.1)

The system of indicators of the effectiveness of innovative activities

GHG

3.Types of strategies in innovation management

At the heart of the formation of a proprietary competitive strategy by using the achievements of innovative management is the interaction between the external environment, a functioning system (organization) that strives for stability, and a management system that ensures the adaptation of the organization to the conditions of functioning (to the external environment). Strategy is a set of sequential behaviors that allow an organization to position itself in the environment, and changes in strategy can be viewed as a reaction to changes in external conditions (see diagram 1).

Types of innovative strategies

Understanding innovation strategy as a particular model of the company's behavior in new market conditions, two groups of strategies can be distinguished: active and passive.

The first type of strategy, often referred to as technological, is a response to ongoing and possible changes in the external environment through continuous technological innovation. Having chosen one or several active strategies, the company chooses as the main factor of success using a new technological idea. Among active innovative strategies, two fundamentally different types of strategies can be distinguished: leadership and imitations. If the technology embodied in a new product or service is completely new to the market, then the company implements a technology strategy. ological leadership. In the case when a technological idea is already known to the market, but is used for the first time by the company itself, then we are talking about simulation strategies.

Passive, or marketing, innovative strategies are continuous marketing innovations. The firm can choose a strategy of innovation in the field of product differentiation, highlighting more and more of its competitive advantages. The segmentation strategy involves the permanent search for new market segments or entire markets, as well as the use of new methods for the market and / or the company to reach these groups of buyers. The choice by a company of passive innovation strategies can also mean such a way of responding to changes in external conditions, such as constant innovations in the field of forms and methods of marketing products, communication policy.

Large companies using a strategic innovation planning system have the ability to continuously innovate according to a certain scheme (or strategy). According to modern international standards, innovations are constant when they are implemented at least once every 1-3 years. In addition, large companies tend to use a combination of several strategic lines, which provides high mobility and efficiency of innovation.

3.1 Technology Leadership Strategy

The choice of a “leadership” strategy by a company means a policy of continually bringing brand new products to the market. Accordingly, all research and development, production system and marketing are aimed at creating a product that has no analogues. Companies that have embarked on the path of leadership invest significant funds in R&D, and the research here is not only applied, but also fundamental in nature. This necessitates the creation of strategic alliances in the field of R&D with other scientific and technical organizations, the creation of venture funds and divisions within the company.

The choice of a “technology leadership” strategy by a firm means:

Development of a new technical idea;

R&D;

Trial batch release;

Market testing;

Serial production launch;

Implementation of measures to introduce a new product to the market;

Organization of constant testing of “life-goods on the market and making necessary adjustments.

The result of choosing this strategy is the preparation of a marketing program for the product, which includes:

Market development analysis;

Choosing a go-to-market strategy;

Commodity, pricing, sales and communication policy of the company in this market;

Analysis of the conditions for achieving break-even;

The budget for the process of introducing a new product;

Control over the progress of its implementation.

Many firms that have chosen the strategy of a "technology leader" have transformed into TNCs, known all over the world: ZM, Intel(Intel), Microsoft , Xerox , Ford , GE , Federal Express . Second generation innovators: Sinclair, Osboume and Apple, Advanced Memory Systems and Gene-tech. Technological innovation and temporary market monopolization tend to be highly profitable, giving innovators a competitive edge.

However, the choice of this innovative strategy has a number of negative aspects. First, due to the lack of market experience in implementing a new idea, technology leaders face a high degree of risk and uncertainty. The uncertainty that leaders deal with is related to three main areas of concern: technology, market, and business. Technological uncertainty consists in the absence of guarantees of the possibility of translating the developed new technological idea into the final product. The situation is quite typical when huge expenditures on fundamental and applied research turn out to be unprofitable due to the impossibility of commercial use of R&D results. Of course, even commercialized scientific and technical knowledge accumulates and forms the scientific basis for subsequent innovations. However, if the company was unable to diversify this risk, it may find itself in a rather difficult financial situation.

Market uncertainty associated with the difficulty of predicting customer reactions to brand new products. Companies are trying to reduce the level of uncertainty by setting up dedicated consumer testing centers for new products and conducting trial sales. However, it is obvious that these marketing activities can be carried out already at the final stages of product development, when there is a prototype or a trial batch has already been released. In the event of a negative market reaction, the company has several alternatives. The company may try to improve (adapt) a new product to meet new consumer requirements. A company can choose a new target market for a novelty. Finally, the company can abandon the production stage and freeze the project. Obviously, any of these options requires significant financial resources and leads to the loss of temporary advantage, the most important factor in the success of the implementation of the leadership strategy.

The third problem area is associated with the uncertainty of the response to innovation from competitors and market counterparties, as well as possible changes in macroeconomic factors. The innovative company must be ready to imitate its products by competitors, and competitors will be in more favorable conditions, since they will be able to take into account the marketing mistakes of the leader and offer the market a perfect product. A technology leader can reduce dependence on competitors by licensing, setting quality standards, and developing close relationships with its suppliers. As for the factors of the macroenvironment, the risk of their change is inherent in the innovative activities of all companies and, as a rule, is quite predictable. The most effective way to reduce the negative consequences of changes in the macroeconomic situation, legislative regulation and the social environment is the formation of a broadly diversified business portfolio of the company.

3.2 Simulation strategies.

Having chosen the strategy of “following the leader”, the company waits for a competitor to bring its new products to the market, and then begins production and sale of similar products. At the same time, technological and marketing adjustments of the novelty are taking place due to the study of possible mistakes of the "technological leader". An important point is the fact that "followers" do not release an exact copy of the "leader" product, but its differentiated improved version. This is why the company that has adopted this strategy is actively funding its R&D to make significant changes to the product concept. Followers also have a strong manufacturing base that allows them to reduce the cost of new products through flexibility and economies of scale. These firms use unique experience in the field of marketing activities, which allows them to scan the external environment in a timely manner, turn the marketing mistakes of leaders into their competitive advantages, and effectively use sales channels. One of the determining factors for the success of the “follow the leader” strategy is the recognition and high reputation of the corporate brand, which allows the new product to be commercialized very quickly.

The adoption of this strategy by many large tech companies usually means a desire to minimize the risk and uncertainty that the “leaders” face.

Copy strategy

The absence of a strong R&D base and the availability of opportunities for mass introduction of a product into production, as well as significant potential in the field of product promotion and marketing activities in general, are often the main conditions for the selection of a “copy” strategy by the top management of the company. Firms that have embarked on this path acquire a license to produce and commercialize a new product, either a “leader” or a “follower,” and begin producing an exact copy of the product. Lacking the opportunity to generate super-profits from market leadership, these companies are actively using new factors to increase production profitability. Typically, this is made possible by access to cheaper raw materials, materials and labor, as well as the availability of a powerful adapted production base.

Dependency and Improvement Strategies

Although these two innovation strategies refer to technological ones, the degree of innovation activity of the firms that have chosen them is very low. In case of choosing a strategy dependencies the firm fully recognizes its secondary role in relation to the leader and introduces innovations only at the request of the consumers or the company-leader. In the latter case, the company is forced to imitate the innovations of other companies, since, firstly, new standards corresponding to the level of technology appear, and secondly, the market itself is completely rebuilt for products of a new level. The most typical choice of this strategy is for firms belonging to industries with a low level of knowledge intensity, which are on government subsidies, or small firms in the service sector.

This strategy consists in accepting the need to improve the product with the main goal of reducing its cost.

3.3 Marketing innovation strategies

important aspects of passive innovation strategies

Conditionally marketing innovation strategies can be divided into several groups according to their areas of application:

New product differentiation (and therefore its repositioning);

Entering new target markets;

ZR innovations place, price, promotion (sales, pricing and communication policy).

Many firms seek to significantly improve the competitiveness of the company as a whole through constant innovation in these areas of marketing.

Conclusion

When writing this essay, the concept and meaning of the innovative strategy of the enterprise, the goals and effectiveness of innovation, and the types of strategies in innovation management were described. Strategy is a set of sequential behaviors that allow an organization to position itself in the environment, and changes in strategy can be viewed as a reaction to changes in external conditions.

Strategies in innovation management are divided into types

♦ technological management

♦ simulation strategies

♦ marketing innovation strategies.

Depending on the tasks set at the enterprise, aimed at improving the types and methods for the products manufactured at the enterprise, one or another type of strategy is used.

When performing this abstract, the following conclusions were made

The choice of a “leadership” strategy by a company means a policy of continually bringing brand new products to the market. Accordingly, all research and development, production system and marketing are aimed at creating a product that has no analogues.

Follow the Leader Strategy

Having chosen the strategy of “following the leader”, the company waits for a competitor to bring its new products to the market, and then begins production and sale of similar products. At the same time, technological and marketing adjustments of the novelty are taking place due to the study of possible mistakes of the "technological leader".

Passive innovation strategies are associated with focusing the firm's attention on constant marketing innovations and / or product modifications, that is, with minor product improvements without changing the basic technology of its production. At the present stage of development of a market economy, only a few firms use marketing innovation strategies in isolation. As a rule, the company applies a complex system of combining active innovation strategies and marketing innovations both in relation to a new product and within the main range.

List of sources used

1. Innovation management. Textbook. / Ed. prof. V.A. Shvandara, prof. V.Ya. Gorkinkel. - M .: University textbook, 2006 .-- 382 p.

2.Medynsky V.G. Innovation management. Textbook. - M .: INFA-M, 2007 .-- 295 p.

3. Foundations of innovative management. Textbook for universities. 2nd ed. converting and add. / E.S. Baryutin, S.V. Valdaitsev, A.V. Vasiliev and others; Ed. A.K. Kazantseva, L.E. Mindeli. - M .: Publishing house "Economics", 2004. -518 p.

4.Fatkhutdinov R.A. Innovation management. Textbook for universities.

5th ed. - St. Petersburg: "Peter", 2007 - 448 p.

5.Khotyasheva O.M. Innovation management. Textbook for universities.

M .: Publishing house "Peter", 2006.-384 p.

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; typical of small innovative firms.

2. Defensive- is aimed at maintaining 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.

The innovation 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 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 birth 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 market segment 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 emergence 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 of the 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, in 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 (the 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 the product. Product A's output 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 product 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 economic characteristics change, which, in fact, determines the cyclical nature of the development of generations of technology.

However, the determining 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 expedient 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", "Genega1 E1striс", Japanese "Sopu", "Touota", Swedish "Eistgo1ux", 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-
agents, 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.

In general, 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

The 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. The abscissa shows the positioning parameters, 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 the business 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 makes a 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 its decisions?

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 are sent to the management of the company, which summarizes them and makes the final decision during the discussion 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 innovations 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 innovative development goals 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 the products that are at the initial stages of the 5-curve 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 substantial 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 total 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 Innovation management: 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 certain 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 ignore 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

Assessment 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, previously 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 a strategy?

2. What are the goals of the strategy development?

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 from industrial accidents - 3.1 thousand rubles, depreciation charges - 10 thousand rubles, overhead costs - 37.2 thousand rubles.

Task 5.2. Determine the total amount of costs for the implementation of 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 against industrial accidents from this amount, depreciation charges - 12.5 thousand rubles, overhead costs - 46.9 thousand rubles.

Task 5.4. Determine the total cost of implementing 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 deductions - 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 is focused on:

8.1. Building your own potential by better using your inner strengths 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. It 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 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 choose 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-Strickland matrix.

For strategic analysis of diversified companies, the matrix proposed by the consulting firm 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 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 necessary 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 their initial orientation 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.

FEDERAL EDUCATION AGENCY

STATE EDUCATIONAL INSTITUTION

HIGHER PROFESSIONAL EDUCATION

"SAINT PETERSBURG STATE UNIVERSITY

ECONOMY AND FINANCE "

Department of Enterprise Economics and Production Management

Test

on the course "Innovation Management"

On the topic: "Innovative strategy of the company"

5th year student group 556

specialty organization management

Gerasimova M.V.

grade book No. 098736

Introduction 3

Innovation strategy concept 5

Types of innovation strategies 8

Selecting and developing an innovative strategy 10

General Electric Corporation Innovation Strategy 20

List of used literature 23

Introduction

The modern economy can be safely called an “innovation economy”. The development and implementation of new types of products, technologies and services is becoming one of the key factors of competitiveness and the main strategy of enterprises. In order to fully understand what the “Innovation Strategy” is, I begin my test with more general definitions.

Innovation management 1 - an interconnected set of actions aimed at achieving or maintaining the required level of viability and competitiveness of the enterprise using mechanisms for managing innovation processes.

The objects of innovation management are innovation and the innovation process.

Innovation 2 (engl. innovation) is an implemented innovation that provides a qualitative increase in the efficiency of processes or products demanded by the market. It is the end result of a person's intellectual activity, his imagination, creative process, discoveries, inventions and rationalization. An example of innovation is the introduction to the market of products (goods and services) with new consumer properties or a qualitative increase in the efficiency of production systems.

In line with international standards innovation is defined as the end result of innovation, embodied in the form of a new or improved product introduced on the market, a new or improved technological process used in practice, or in a new approach to social services.

Innovation process 3 is a process of successive transformation of an idea into a product, passing through the stages of fundamental and applied research, design development, marketing, production and sales.

Innovative activity of the enterprise 4 - This is the preparation and implementation of the renewal of products (services) and production (fixed assets), including the creation of new products and technologies. Innovation activity is the main means of enterprise development, increasing production efficiency, ensuring the quality and competitiveness of products.

In accordance with the legislation of the Russian Federation, innovative activities include:

research, applied and experimental work required to create innovations;

work related to the creation of prototypes and serial samples of new products and technologies;

work related to the preparation of production and industrial testing;

works related to certification and standardization of innovative products;

work related to marketing research and the organization of sales markets for innovative products;

all types of intermediary activities and other types of work, interconnected in a single process in order to create and disseminate innovations

One of the main tasks of innovation management is to develop a strategy for the innovations themselves and measures aimed at their implementation. R&D, development and release of new types of products becomes a priority area of ​​the company's strategy, as it determines all other areas of its development.

Innovation strategy concept

In its general sense strategy can be defined as a set of actions taken by an enterprise to achieve its corporate goals.

Innovative strategy 5 - this is a purposeful activity to determine the most important ways, to select the priorities for the future development of the enterprise and to develop the set of measures required to achieve them.

The innovation strategy of the enterprise should increase and / or maintain the competitive status of the products manufactured by the enterprise.

It should be noted that the essence of the current stage of development of both the national economy as a whole and individual enterprises is reflected in such a category as "innovative development".

At the same time, the innovative development of an enterprise is not only the main innovation process, but also the development of a system of factors and conditions necessary for its implementation, that is, innovative potential.

Therefore, we can say that the innovation strategy of the enterprise should reflect the content and main directions of the process of innovative development of the enterprise.

Analysis of modern innovation issues makes it possible to identify the following main types of innovations:

Product innovation 6 (services) is a process of updating the sales potential of an enterprise, ensuring the survival of the enterprise, expanding its market share, retaining customers, strengthening the independent position of the enterprise, etc. on the growth of labor productivity and saving resources, which, in turn, makes it possible to increase profits, improve safety techniques, carry out environmental measures, introduce new information technologies, etc.

Organizational innovation 7 is a process of improving the organization of production and management at the enterprise.

Social innovation 8 - is a process of improving the social sphere of the enterprise, which mobilizes personnel to implement the strategy of the enterprise; expands the capabilities of the enterprise in the labor market; strengthens confidence in the social obligations of the enterprise to employees and society as a whole.

When formulating an innovation strategy, a number of external and internal factors should be taken into account, among which are forecasts of the economic environment, analysis of the potential of the enterprise, the compliance of innovation with the general strategy of the enterprise, etc. innovation strategy connects together the general strategy of the enterprise, analysis of the economic environment, scientific and technical, personnel, resource potential of the enterprise and specific innovative projects. The main elements of the enterprise innovation strategy are 9:

improvement of already produced products and applied technologies;

creation and development of new products and processes;

improving the quality level of the technical and technological, research and development and development base of the enterprise;

increasing the efficiency of using the personnel and information potential of the enterprise;

improving the organization and management of innovative activities;

rationalization of the resource base;

ensuring environmental and technological safety;

achievement in the domestic and foreign markets of competitive advantages of an innovative product in comparison with products of a similar purpose.

Analysis of the innovative situation in the enterprise should be the starting point of the process of forming the innovative strategy of the enterprise. It should begin with a brief description of the main goals and objectives of the enterprise in this area of ​​activity. In this case, special attention should be paid to the analysis and assessment of the market position of the enterprise. In this case, it is advisable to give a description of: the innovative potential of each manufactured product or product groups; the innovative strategy and tactics used at the present stage; highlight and evaluate specific factors of the external and internal environment; analyze and evaluate the positions and actions of competitors.

It is advisable to identify innovative opportunities and shortcomings in the innovative development of an enterprise in order to assess the innovative opportunities arising from it, as well as the expected dangers. This stage should facilitate the implementation of the processes of anticipating changes in the economic situation at the enterprise in the process of implementing innovative planning. It should be noted that computer technologies provide great opportunities. Moreover, it is necessary to use precisely the specific, innovative advantages of these technologies.

In general, the innovation strategy of an enterprise (strategy of innovation) can be characterized as a certain logical structure, on the basis of which the enterprise solves the main tasks facing it in the innovation field. It should be borne in mind that both for each individual innovation and for each product (service) produced, there are strictly individual strategies and tactics. At the same time, a comprehensive vision of the enterprise's innovative activities includes both specific strategies and various aspects of production and implementation of the innovation. In addition, it is necessary to give a real assessment of the costs and benefits of the implementation of innovative activities at the enterprise.

Types of innovative strategies

The following can be distinguished types of innovative strategies 10 .

1. Offensive strategy. It is characterized by high risk and quick payback if the innovation is successful in the market. Requires highly qualified personnel, the ability to see new market prospects and the ability to quickly translate them into products. Its implementation requires a focus on research combined with the use of new technologies. As a rule, offensive strategies are resorted to by large firms - market leaders in competitive industries, where the leadership position can be undermined as a result of competitors introducing more advanced scientific and technical products.

2. Defensive strategy is based on the rapid introduction of imitation reactive innovations in response to the actions of competitors. It assumes a low risk compared to an offensive strategy. This strategy is suitable for large companies that have a stable market position and pay more attention to production and marketing issues in their activities than R&D, but have significant scientific and technical potential to quickly react to competitors' actions. In their innovative activities, these enterprises are guided by the development and adaptation of already existing advanced technologies.

3... Licensing (absorbing strategy). Based on the acquisition of the best scientific and technical results obtained by other enterprises in the course of R&D. Even large leading companies cannot limit themselves to the results of their own research and development. On the other hand, selling a license to innovate in-house can be an essential element of an enterprise's offensive strategy. The same is true for small businesses, which, due to the limited financial resources of their own, cannot fully implement large innovative projects on their own.

4. Intermediate strategy associated with the search for market niches. It is built on a conscious effort to avoid direct competition, based on an analysis of the weaknesses of competitors, taking into account their own advantages. This strategy is often used successfully by innovative small businesses.

5. Creation of a new market. Associated with radical innovation. In this case, a high rate of return can be achieved without significant risk. However, such innovations and the opportunities that open up in connection with their implementation are quite rare. They usually occur in the early stages of an industry or market.

6. Rogue strategy allows to apply new advanced technologies to the technologically and productively strong, but unstable in the market enterprises to offer a new product when this innovation reduces the total market volume. In this case, market leaders are reluctant to innovate because it could threaten their positions. It is important for businesses with a robbery strategy to keep in mind that they can achieve sustained success by using an offensive strategy after entering the market.

7. Involvement of specialists. This strategy allows you to acquire knowledge, experience, skills and, in some cases, know-how at minimal cost. Many businesses themselves do not actively solicit specialists for reasons of ethics and prefer to seek the help of recruiting agencies.

An innovative Coursework >> Management

... strategy firms; Consider the relationship between investment and innovative processes. Consider the role and sources of investment in innovative strategy firms... 1. The relationship between investment and innovative ...

It is important to realize that the strategy determines the direction of the company's movement towards achieving its goals. It does not contain a specific algorithm of actions and answers to problematic questions. For example, an innovative development program will help to cope with the difficulties of an existing strategy.

Overview of the innovation strategy

Modern strategic innovation is a set of rules, actions, intermediate goals and methods for increasing financial capital and work efficiency.

This strategy opens up a new look at the existing problem for managers, helps to solve it in new, more effective ways. Both the specifics of the field of activity and the work of the organization itself are taken into account.

The features of the innovative strategic behavior of the enterprise are as follows:

• Change of all management and production levels.
• Increasing the level of company risks.
• Rising risks associated with investment investments.

The best decision for a leader choosing an innovative program is a skillful combination of stability and gradual innovation.

Classification of strategic innovations

Specialists identify certain types of innovative strategies.

Defensive

This type of strategy is used by companies with a constant market share, decent production technology, and a competent workforce.

An organization that has chosen a defensive program prioritizes the preservation and strengthening of existing positions.

Imitation

The bottom line is to "imitate" competitors' products. A prerequisite is the introduction of innovations in old products (new components, design, manufacturing technology), which should attract new consumers.

This program is in demand among enterprises that have established themselves in the market and have the opportunity to save their budget. Acting according to a certain algorithm, the company will be able to attract customers and bypass the competitor.

Offensive

Covers a detailed analysis of the industry market for the profitability of manufacturing high-tech products. It is popular with large, highly competitive organizations with highly competent staff.

Small companies can also choose this program, but it takes a lot of effort to achieve positive results.

Intermediate

Choosing this strategy, the company must conduct a market analysis and, as a result, find the strengths and weaknesses of competitors. The next task of the enterprise is to skillfully use the found "gaps" and fill them with their own products (services).

Rogue

The program is highly effective at the initial stage of enterprise development. It involves the release of a large amount of a standard product with the introduction of some novelty into its development. The main task is to extend the operational period of the product.

For this, a competitor's product can be used, but a serious technical base is needed to improve.

Absorbing

The absorption system is often used in conjunction with others. When producing our own products, the strategy involves the use of both our own scientific developments and those of others (with the outbidding of all rights). It is not difficult to buy out other people's ideas if they do not fit the requirements of the company that was created. Sometimes it works.

Selection methods

There are several methods for selecting strategic innovations:

1. Analysis of vocabulary and terms. The possibility of transition of terminological units from one sphere of activity to another is analyzed, which allows one to talk about the possibility of developing a new entrepreneurial branch and draw up its strategy.
2. Determination of the parameters of publication activity. Publications about the company are studied as a whole organism, on the basis of which conclusions are drawn and appropriate recommendations are given.
3. Method of proportions. The study of documents on the dynamic movement of the indicators of world technosystems is underway, on the basis of which recommendations for development are formed.
4. Structural morphological analysis. Tracking innovations, fixing them and creating on this basis the principles of doing business.
5. Method of patent analogues. World experience is taken into account; the concepts patented during the reporting period are considered and trends are determined, in accordance with which the development path is chosen.

Strategic innovation development

When developing a strategy, it is necessary to take into account the stages of the product life cycle: the birth of an idea, the birth of a product, its approval in a competitive market, stabilization, simplification, falling demand, outcome, complete cancellation of production and the search for a new idea.

In strategic planning, it is important to clearly define the outcome of one product and the emergence of another. For this, the entrepreneur must be aware of new market trends and invest in them.

The development of an innovation program can be carried out by both special employees (there is even a position of the director of innovation), and the head of the company himself. In the latter case, two scenarios are possible:

1. The strategy is developed "from above", and its provisions are communicated to the subdivisions.
2. The divisions themselves form a package of proposals for the leadership, on the basis of which the strategy is formed.

Each of the versions assumes consideration of risks and time factors.

The successful work of an organization depends on the competence of the staff, the management style of the leader, and many other factors. A well-chosen strategy for the development of the enterprise will make this mechanism well-coordinated. Knowing the types of strategies and the ways of their application described in this article, it is easier for the founder to make a choice in favor of a particular program.

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 of products (works 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
	Patient		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 firm 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 an innovation manager is to reduce the risk in the life of the company.

Commuting (connecting) strategy("Gray mouse") prevails in ordinary business 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 customer value not due to ultra-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. Violettes and patents may not always meet individual needs, 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 stems from the introduction of fundamental innovations, they benefit from the initial presence in the market. In 85 cases out of 100, they fail, but at the expense of 15 cases they get huge technical, financial and moral success. They are the engines of scientific and technological progress. Explainers motto: "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. The 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) makes it possible to achieve favorable conditions and even preserve a certain autonomy. The choice of such a partner depends on the specifics of the consumer.

Depending on the market position of the company distinguish 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 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.
• 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 in 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 innovation 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. TV 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, which reduces 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, which daily, even hourly, make small improvements in everything related to production.
• 5. Comparative advantage strategy is 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.

At the same time, the firm discards the highest possible level of initial income in exchange for the safety of late entry to the 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 the 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 is based on the fact that research and development is carried out without claims to occupy leading positions by the company and their purpose 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 implies copying, with real investment, technologies and (or) products previously used or produced by technology leaders, in an 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 the fact that in the 1980s. Japan has become not only a world 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, powerful scientific and innovative groundwork has been preserved 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 in aggregate amounts to 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 in information and communication systems in the following areas: mechatronics, the creation of an element base for computers of the 5-6th generation; holography; small communication specialized satellites; long-wave communication channels; global environmental monitoring systems, 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.