Types and types of innovative strategies. Offensive and defensive innovative strategy of firm - Abstract

Innovative strategies, on the one hand, can be described as strategies planned. This is a classic strategic planning option when we develop an adaptation strategy to an external environment. It is believed that the company really uses strategic planning within its innovation, when, in general, innovations are introduced at least once every 1-3 years. Thus, the periodic introduction of innovation suggests that the company really develops innovative strategies.

On the other hand, you can also talk about strategies. emergen. The difference from the planned strategies is that Emergen innovative strategies are developed as a response to the changes that have occurred.

Understanding the innovative strategy of a particular model of the company's behavior in new market conditions, two main groups of strategies are active and passive.

Active innovative strategies It is assumed that the company is based on its innovation activities and launch a new product or new technologies to the market. In other words, we are talking about new technological ideas for the production and sale of the product.

Second group of strategies ( passive innovative strategies ) implies passive marketing innovative strategies. In this case, we are talking that the company mainly uses innovations in marketing, organizational construction and, accordingly, concentrates more in this area of \u200b\u200binnovation. In this case, the products remain traditional and the range does not change.

To say definitely, small companies are inclined to what strategies is quite difficult. First, there are no results of serious research; Secondly, it is impossible to characterize all industries and the more regions. However, in general, we can say that the more resources from the company and the more active the company positions itself as a leader in the market, the sooner it will apply both types of innovation. Accordingly, marketing innovations will be accompanied by active innovative strategies.

Speaking about active innovative strategies, which is based on a new technological idea, two fundamentally different groups can be distinguished.

The first group is represented leadership strategy which lies in the fact that the company positions itself as a technological leader in the market and, accordingly, the first is with a new product or a technology.

Second group of strategies - imitation strategies When a company is somehow different methods and tools copies the successful innovation of the leader.

The strategy of the technological leader implies the following main stages: the development of a new technical idea, conducting research and development and development (R & D), a trial batch, testing, mass production and marketing program implementing.

The strategy of the technological leader is chosen, as a rule, large companies, TNK, which have a sufficiently serious basis of R & D, resource, material base and human resource in order to develop new technologies and products, as well as implement them to the market. Such companies in the field of electronics include, for example, Samsung, Intel, IBM, Nokia, Panasonic and Sony in the development of the software Microsoft. and Google, in the health and pharmaceutical industry - Roche, Novartis, Pfizer, Johnson & Johnson, Sanofi and etc.

At the same time, there are innovative, quite often venture, small companies that, developing a new product, new technology and then, without having opportunities and resources for its commercialization, sell licenses to larger companies that are able to commercialize products.

In general, it can be said that small and medium-sized business, with the exception of the scientific and technical sphere companies, is generally not inclined to use the strategy of the technological leader. It must be emphasized that with this strategy, the company constantly positions itself as "number one" in the conclusion on the market of new products or technologies.

The advantages of this strategy are obvious:

• Novelty factor;
• the possibility of obtaining super-profits;
• Changing the image towards innovation.

However, there are three risk groups when electing a technological leader's strategy.

The first group is the problems and difficulties associated with technone definition. Technone-definition assumes that, with a fundamentally new technology laid in the product, you can not always be sure that the technical or technological market is ready to use this product. You can bring a lot of examples to this in the B2C market and in the B2B market. The previously mentioned robot AIBO. Companies Sony It was developed in the early 1990s, but the invention completely did not correspond to the low level of technological development, and therefore the yield of the product had to be postponed for eight years.

In such situations, TNK, which have economic units in many areas and covering both sectors of the B2B and B2C, can set the purpose of establishing a new technological standard for adapting their own innovative products.

The second group of problems is related to market uncertainty. Developing and displaying a new product to the market, no company can be 100% sure that the market will positively perceive this novelty. Customary preferences change very quickly, and marketing research results do not always actually reflect reality. It often happens that the consumer who in the questionnaire, when interviewing or in the focus group, is responsible that he would have been happy to acquire this product, it would not necessarily acquire it in a real market situation. Accordingly, it is never impossible to precisely predict how the consumer will react to a new product.

Finally, the third group is the so-called business uncertainty. One of the most important problems of technological leaders is related to the fact that it is quite difficult to predict the reaction of competitors to the appearance of a new product. Further, competitive strategies in innovative marketing are considered in detail, which can reduce the risk of business uncertainty.

For innovative small and medium-sized businesses, three main directions of development can be distinguished.

The first alternative is under its new product, new technology to find a loyal investor and at the expense of these investments to grow. It was on this that the development strategy of the RFFF brand (instant porridge) was founded, which was able to attract an impressive investment, about 40% of which were directed to an aggressive campaign of promotion. However, the investor search problem is one of the very difficult, as it is associated with the risk of loss of control over its own business and sufficiently strict conditions, which, as a rule, are involved in investments.

The second alternative is the development of the franchise scheme. The franchisee receives income in the form of contributions for the technologies provided, staff training fees, for the right to use the trademark. The average franchise collection is approximately 10% of the company's profits. However, for small businesses, which has no wide opportunity to lobbying its interests, this scheme is also non-optimal, since the transparency of the franchisee business in Russian conditions still continues to remain at a fairly low level.

The third alternative is the timely sale of ready-made business, product or technology, i.e. Full refusal from them. But here there is a notion of missed benefit, and very often entrepreneurs are psychologically difficult to abandon their children.

The company can choose one of the simulation strategies. The first one is strategy of following the leader. It suggests that the company takes the innovation of the leader and contributes to it serious technological improvements, changing the formula of the product itself. The result is the innovation of the second wave. Often, the improvement of the new product requires the same serious R & D base, large financial costs and aggressive marketing. Sometimes simulators, having the same as the leader's technology in their portfolio R & D, specially adhere to it to analyze the perception of the new market and avoid technical and marketing errors.

It should be noted that in this case you can get around the leader (from a market point of view), having a stronger brand to which a fairly large share of the target market is loyal. Thanks to intensive marketing activities, it is possible to achieve the effect when the simulator and leader in the eyes of consumers are changing places, it is important only to prevent the perception of their product as imitation and position it as an absolute novelty. Great success on this path reached the company Apple.

It is interesting

Despite the emergence of the revolutionary and innovator, the company Apple In many cases, the fact is not in the role of the technological leader, but as a follower. The company's products are often essentially finalized and improved (both in terms of technology and in terms of design) options for analogs in the market. As well as iPad, As an example, you can also give smart watches. Apple Watch, which mimic (albeit with significant improvements) a large number of "predecessors": LG. G Watch , Moto 360, Pebble Watch , Samsung Galaxy Gear. , Sony SmartWatch and others. Revolutionary Apple It is often not in technologies, but in ergonomics and the convenience of the user's products.

The following type of simulation strategy is copy strategy. Unlike the strategy of the leader, the copy strategy assumes that the copying company takes the innovative idea of \u200b\u200bthe leader or following the leader and completely copies a new product or technology. Since in this case there is no investment of funds in R & D and there are no marketing risks of the innovator, the company has the ability to conduct a flexible pricing policy and offers the market new products under its own brand with certain price advantages.

Statistics on Western countries indicate that 60% of patented innovations are legally imitated for four years. If we talk about illegal imitation and copying, then the numbers will be much higher.

Example

In 1998, a new kind of snacks was released on the market of St. Petersburg - rye crackers under the Chapaevsky brand. They were released a small company with rather limited resources. At that time, snacks on the Russian market were not very much, but rye crackers were not presented at all. This product had excessive demand, and the question was about expanding the business. The company-Novator had no money to expand capacity and increase productivity, and strong competitors ("Baltika", "Bochkarev"), having a powerful resource and production base, copied this product, which was not technologically difficult. In 2001, in Russia, rusty crackers were sold in the amount of more than $ 22 million, while the market share of the Chapaevsky brand was less than 5%. Thus, a small business, performing as a technological leader in the market, was simply unable to keep his position precisely due to the lack of a resource base.

In case of election dependency strategies The company fully recognizes its secondary role in relation to the leader and introduces innovations only when this requires new technological standards established by leaders and followers. Although this strategy relates to technological, but the degree of innovative activity of chosen its firms is very low. The most typical is the choice of this strategy for firms related to sectors with low levels of high-tech or small (often family) firms in the service sector.

Improvement strategy It can be attributed to the traditional version of the innovative behavior of companies before the early 1980s. This strategy is to adopt the need to improve the goods with the main purpose of reducing its cost. As a rule, we are talking about the introduction of new production technologies and increasing overall labor productivity to optimize the cost structure in order to reduce prices for their products.

Passive or marketing, Innovative strategies suggest the use of new marketing approaches to the promotion of old, traditional products. Here we are usually about such aspects as a new product differentiation or repositioning.

Example

Company Motorola. Very actively differentiated its products but such an indicator as quality, as part of a system of quality management "6 sigma". In the United States even was established a special premium for achieving the quality of "6 sigma" (three or four defects per million units of products).

It is possible to differentiate the products by highlighting the environmentally friendly factor, since the environmental component of competitiveness is becoming increasingly relevant.

Example

Company 3M In 1995, he stated that its cumulative ecology costs amounted to $ 13 billion. If you look at the structure of these costs, then it is a greater degree of charity, support for all sorts of environmental movements, i.e. Not related directly with the environmental friendliness of production and product. But, nevertheless, the new image was built by the market for the company's products, which began to perceive as more environmentally friendly.

Marketing innovative strategies include permanent innovations in the field of sales, pricing policies and marketing communications concepts.

An innovative strategy is a means of achieving the objectives of the Organization with respect to the organization's internal environment. Innovative strategies are divided into

the following groups:

products -focused on creating new products,

services, technologies;

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

resource- the novelty element is entered into resource support (labor, logistical, financial, information);

organizational and managerial- relate to changes in systems

control.

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

Depending on the scientific and technical policy, there are three types of innovative strategies.

1. Offensive- characteristic of firms based on their activities on the principles of entrepreneurial competition; It is characteristic of small innovative firms.

2. Defensive- aims to keep the competitive position of the firm in the already available markets. the main

the function of such a strategy is to activate the ratio of "spending the result" in the innovative process. Such a strategy requires intensive R & D.

3. Imitation- used by firms having strong market and technological positions; Not pioneers in publishing on a market for certain innovations. At the same time, the main consumer properties (but not necessarily technical features) of innovations issued to the market with small innovative firms or leadership firms.

Currently, basic (reference) innovative strategies are widely used. They are aimed at the development of competitive advantages, so they are called strategies of growth(Fig. 5.2).

Basic growth strategies are divided into four groups:

1) intensive development strategy;

2) strategy of integrational development;

3) diversification strategy;

4) Reduction strategy.

Under exercise intensive development strategiesthe organization is increasing its potential by better use of its internal forces and those capabilities that the external environment provides.

Three intensive development strategies are known:

"The existing goods in the existing market" - the strategy is aimed at a deeper penetration to the market in this goods;

"New Product - Old Market" is a product innovative strategy in which goods are being developed with new consumer properties and it is implemented in the old market;

"Old product is a new market" - a marketing innovative strategy aimed at implementing the well-known goods in new market segments.

There are three integrational Development Strategies:

Vertical integration with suppliers;

Vertical integration with consumers;

Horizontal integration (interaction with sectoral enterprises-competitors).

Three are also distinguished diversification strategies:

design - product strategy aimedized
on the search and use of additional opportunities

nesa; Strategy Implementation Scheme: New Product - Old Technology - Old Market;

Design and technological strategy - involves changes in product and technology; Strategy Implementation Scheme: New Product - New Technology - Old Market;

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

Strategy abbreviationit manifests itself in the fact that organizations detect and reduce inappropriate costs. These activities of the enterprise entail the acquisition of new types of materials, technologies, changes in the organizational structure.

There are several types of reduction strategy:

Management (organizational) - changes in the structure
Tour of the company and, as a result, the elimination of individual

structural links;

Local Innovative - the cost management of the cost associated with the change in individual elements of the enterprise;

Technological - change in the technological cycle in order to reduce personnel and total costs.

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

1. Number.This turning point is characterized by the appearance of a new system in an old environment, which requires restructuring of all vital activity. For example, the appearance of the first idea (a decorated technical solution) or the organization of a firm specializing in the creation of a new or radical transformation of old market segments, which is taken to develop a new technique.

2. Birth.At this stage, a new system appears, which has formed largely in the image and similarity of the systems, its spawned. For example, after registration of a technical solution, we turn to the general presentation of a new type of technology (formulation of the layout scheme) or to transform the created company to another, working on a narrow market segment and satisfying the specific needs that exist on it.

Fig. 5.2.Innovative part of the basic company growth strategies

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3. Statement.Here there is a system that begins to compete with the previously created. For example, the appearance of the first idea will allow you to move on to the practical creation of the first samples of a new type of technology or the transformation of the previous company to the company with the "Silovo" strategy acting in the field of large standard business.

4. Stabilization.The fracture is in the accession of the system in such a period when it exhausts its potential of further growth and close to maturity. For example, the transition to the practical implementation of technical systems suitable for large-scale implementation or the exit of the company to the global market and education on it of the first branch.

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

6. The fall.In many cases, there is a decrease in the majority of significant indicators of the system of system, which is the essence of the fracture. At this stage, the improvements of the previously created technical system at the level of rationalization proposals, the collapse of TNCs on a number of separate firms carrying out medium and small business to meet local needs.

7. Exodus.At this stage of the life cycle, the system returns to its initial state and is prepared for the transition to a new state. For example, changing the functions of the operated equipment or the death of one of the companies separated from TNK.

8. Destructuring.It occurs here all the processes of the system of system of life, or it is used in another capacity, or its disposal is carried out. The company ceases to exist; As a rule, this means its prospercyalization to the release of other products.

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

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Each generation of equipment takes place in its development a separate life cycle. For example, a firm in a segment of time from T1, to T3 works over three generations of technology - A, B, C, consistently replacing each other (Fig. 5.3). At the stage of the origin and began the growth of the production of the product in (moment T1) the cost of its production is still great, the demand is still small and the volume of production is insignificant (diagram butin fig. 5.3). At this point, the volume of product output A (previous generation) is great, and the product is not yet available at all (diagram butin fig. 5.3).

At the stage of stabilization of production of generation in (moment T2 , stages of saturation, maturity and stagnation) its technology is fully mastered; Demand is great. This is the period of the maximum volume of the issue and the greatest aggregate profitability of this product. Product release A fell and continues to fall (diagram b.in fig. 5.P.).

With the emergence and development of a new generation of equipment (product C), the fall in demand for the product in (moment T3 ) - the volume of its production and their profits bringing them reduced (diagram inin fig. 5.3), generation of technology and does not exist or is used only as a relic.

A B C

Fig. 5.3.Product production charts in various

time moments:

but- moment (x; b- moment 12 ; in- moment (3

In fig. 5.3 It can be seen that the stable magnitude of the cumulative income of the enterprise (firm) is ensured by the right distribution of the efforts between the products that replace each other (generations of technology). Achieving such a distribution and is to form the formation and implementation of the scientific and technical policy of the company. Optimization of this policy requires

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

However, the enterprise (firm) is determining in the formation of a competitive scientific and technical strategy (firm) that funds in the development and development of the product must be investing much earlier than the real effect will be obtained in the form of conquests of lasting positions in the market. Therefore, strategic planning of scientific and technical policy requires reliable identification and prediction of trends in the development of each generation of relevant equipment at all stages of its life cycle. It is necessary to know at what point the generation of technology proposed for the development will reach a maximum of development, when a competing product competes, when it is advisable to start mastering when it is expanding, and when the decline in production occurs.

5.2. Ways to choose innovative strategies

The choice of strategy is carried out on the basis of the analysis of key factors characterizing the state of the company, taking into account the results of analyzing the business portfolio, as well as the nature and essence of the strategies implemented.

Currently, large American, Japanese, European companies in order to monopolize the issue of goods on radical innovation and reducing the impact of venture business on the final results are on the way of concentration and diversification of production. American Corporations "Gepp1 Mytoogs Sogrogtion", "Fogd Mytog Summary", "GoNEG1 E1ESTRIS", Japanese "Sopu", "ToyoTa", Swedish "E1ESTGO1Uh", German "Siems", South Korean "Saxung" and many other organizations have their own strategies for The basis of the following principles:

a) diversification of goods manufactured;

b) a combination of a portfolio of goods improved in the resul
Tata introduction of various types of innovation;

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C) improving the quality of goods and resource saving for
R & D deepening account and activation of innovative act
;

d) application according to various goods, depending on their
Competitiveness, various strategies: fusion, patients
manufacturers, commutations or extensors (more about these countries
Tags will be discussed in ch. 6);

e) the development of international integration and cooperation;

e) improving the quality of the management decision, etc.
If the firm produces several types of goods, then on them

it often uses different strategies. In this case, the risk in the whole by the company is leveled.

In general, the analysis of the functioning strategies of large firms shows that the proportion of the Exceler Strategy increases with an increase in the share of net competition.

The basis for the development of recommendations on an innovative strategy and its relevant investment policy (resource planning) is predicting the development of development and change of generations of technology (products).

The direction of the choice of an innovative strategy, taking into account the market position (the controlled share of the market and the dynamics of its development, access to sources of financing and raw materials, the position of the leader or follower in the sectoral competitive struggle) are shown in Fig. 5.4.

The choice of strategy is carried out in each direction allocated when setting goals.

Fig. 5.4.Directions for choosing an innovative strategy

To select a strategy, depending on the market share and growth rates in the industry, the BKG (Boston Consultative Group) matrix (Fig. 5.5) can be used. In accordance with this model of the company that won large market share in the rapidly growing industries ("Stars"), should choose a growth strategy, firms with high robes in stable industries ("dairy cows"), choose a limited growth strategy. Their main goal is to hold the positions and profits, firms that have a small market share in slowly growing industries ("Dogs") choose the "clipping of superfluous" strategy.

Care from the market

High low

Market Share / Sales

Fig. 5.5.Matrix BKG.

To display and comparative analysis of the strategic positions of various businesses of a commercial organization uses the McKInse matrix. It overcomes such a significant drawback of the BKG model, as a simplified construction of the horizontal and vertical axes of its matrix.

The GE / MS model allows, first of all, to rank all business corporations as candidates for investment on the criterion of future profit in a given strategic perspective.

McKinSEU matrix is \u200b\u200brepresented in Fig. 5.6. Here on the axis, the ordents are evaluated by the parameters of a specific business that

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Middle competitive status

Fig. 5.6.MSKINSEU matrix

organizations are almost uncontrolled. Significant factors of the external environment. The abscissa axis records positioning parameters that depend on the organization.

Thompson and Strickland proposed a strategy selection matrix depending on the market growth dynamics (equivalent to the growth of the industry) and the competitive position of the company (Fig. 5.7).

For strategic analysis of diversified companies, a matrix proposed by the consulting firm Arthur de Little ( ADL-LC matrix), which is a multifactor model (Fig. 5.8).

In the matrix ADL-LC The horizontal is set to an integral multifactor assessment of the "competitive position", and vertically - an integral assessment of the life cycle. In the methodological terms, obtaining specific values \u200b\u200bof the indicator "Competitive Position" is very similar to the calculation of the "Competitive Status" indicator (business position) according to the model MSKInse. But the main difference of the model ADL-LC From other similar models lies in the use of the concept of life cycle.

Features of the Stages of the Life Cycle on the model ADL-LCconsist in the following.

Birth:changes in technology; Fragment of proposals on a rapidly changing market; Energetic customer search; rapid growth in sales, but practically without profit, because everyone absorbs investments; Cash flow negative, because There is its absorption of the market by the development of the market.

Development(height): rapid sales growth; Profit appears and rapidly growing, but the cash flow can still remain negative.

Maturity:sales becomes maximum; Profit also reaches the maximum level; The cash flow becomes positive and gradually increasing.

Aging:sales drops; Profit decreases; The cash flow is reduced, but slower than profit.

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

Weak:the business has a number of critically weaknesses; In this position, the business cannot survive independently.

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

Noticeable:the business has noticeable features and advantages; very strong positions in their specialized niches; There is significant potential to improve competitive position.

Strong:for business, strong competitive advantages are characterized; An independent business strategy is possible that does not take into account the behavior of the main competitors; The position of the business is strong, but not absolute.

Leading:only one business can occupy this position in the market; It establishes its standard on the market and controls other businesses; The competitive advantage is almost absolute; Business strategy is completely independent.

Choosing the options for an innovative strategy, the company can use the "Products / Market" matrix (Table 5.1)

Table 5.1Matrix "Products / Market" to select a strategy

Taking one or another strategy, the management should take into account four factors:

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Risk.What level of risk does the firm consider acceptable to each of the decisions made?

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

Time factor.Often, good ideas were failed because they were offered to exercise at an inappropriate moment.

Reaction to owners.The strategic plan is developed by company managers, but often the owners can have a power pressure on its change. The company's management should keep in mind this factor.

Strategy development can be carried out in three ways: from top to bottom, bottom up and using a consultative firm.

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

When developing "bottom-up" each unit (marketing service, financial department, production units, R & D services, etc.) develops its proposals for drawing up a strategic plan within its competence. Then these suggestions come to the management of the company, which summarizes them and takes the final decision when discussing in the team. This allows you to use the experience gained in units directly related to the problems learned and creates a sense of community of the whole organization in developing a strategy.

The company can use the services of consultants to study the organization and develop strategy.

Innovative business is not pure science or inventiveness, although scientific and technical developments have a priority value here.

The behavior of the company as a consumer of innovation can be determined by finding out which it elected the option for carrying out technological changes (Fig. 5.9, where the periods of demand cycle are indicated: E.- birth; O1 - accelerated growth; o2 - slowed M -maturity; IN -attenuation; R- profitability; T 2, T 3 - time range rating).

In the case of stable technology (see Fig. 5.9, but)high need for technological innovation appears in the occurrence of demand and development of production (E)and in maturity (M).

Fig. 5.9.The relationship of innovation and product demand for technology: but- stable; b -fruitful; in- Changeable

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

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

The firms following the principle of changeable technology are technologically active industries. This is mainly electronics, chemical industry, pharmaceutical production. Most of the engineering sectors refer to industries with medium technological activity and, therefore, with an average level of innovation needs.

5.3. Formation of innovative strategies

Innovative strategies of the enterprise can be combined and submitted in the form of two main types: the leader's strategies aimed at developing and implementing fundamentally new products, and the strategy of the follower implied to the market of improved technologies. These objectives of innovative development can be achieved in various ways.

Thus, on the basis of the research leadership strategy, you can achieve long-term leading positions in the field of R & D through the desire of the enterprise to preserve in its economic portfolio of products at the initial stages of the 5-shaped curve. If, in its innovative development, the company adheres to a protective response policy and prefers to follow the market leaders in order to avoid economic risks associated with the commercialization of innovation, then such an economic entity should adhere to expectant strategies and try to bring the market improved versions of goods that have already been tested by the market.

The number of organizational stages of development and innovation will be united for basic or improvement technologies, reflecting the stages of their life cycle. The reason is that food and technological innovations regardless of their novelty and scale are undergoing certain stages.

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

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

Despite the fact that new and improving technologies take place the same stages of their growth and development, initial goals and final tasks for these innovations on each of the selected steps are different. So, to create a fundamentally new product, it is necessary to carry out large-scale R & D. At the same time, in the implementation of improving technology, some of these activities can be neglected and limited to the implementation of the OCP, since this type of innovation is based on well-known scientific knowledge. As a consequence, we can talk about the main differences in the initial costs and the final results of each of the implementing stages on the introduction of new and improving technologies.

We highlight and grouped the basic similarities and differences in the management of the processes of introducing new and improving technologies (Table 5.2). Basic or fundamentally new technologies are more expedient to display first on the industrial market and only then to consumer. Such a conclusion is made on the basis of the analysis of a significant number of failures associated with the elimination of fundamentally new technologies immediately to the consumer market bypassing industrial.

Table 5.2.Similarities and differences in the processes of development of basic and improving innovation

The development of basic technologies requires a significant amount of fundamental and applied research and needs to be in significant investments. Pioneer's strategy, or the choice of new technologies to launch to the market, can choose only high-tech enterprises, valid market leaders. Similarities, as well as significant differences in the nature of the initial goals and the final results of the development and implementation of new technologies, confirm the need for the type and scale of innovations in the formation of innovative development strategies.

The cumulative needs for the resources necessary for the implementation of a strategy of innovative development are chosen first on the elementary, and then on the phased

Stages of development and implementation of technologies will designate the following symbols:

W - research;

X - constructive;

V - conceptual;

X.- Distribution.

Given the adopted designations, it is possible to allocate phased resources requirements necessary for the enterprise to implement the strategy of innovative development (Fig. 5.10 and 5.11).

As can be seen from the concluded schemes, the financial and economic resources necessary for the implementation of a particular strategy of innovative development are largely dependent on type and

5 Innovation Management: Theory and Practice

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scale of the introduced technology. This once again confirms the conclusion about the need to systematize the processes of strategic and innovative management and their initial orientation on the involvement of fundamentally new or only improvement technologies into the economic circulation.

Models for the formation of expenses related to the development of new and improving technologies reveal a step-by-step sequence and an exemplary list of activities that need to be carried out when implementing a leader or follower strategy. However, these models do not take into account the valuation of some costs that should be taken into account when carrying out business planning and estimating 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 paying for labor, as well as with the contribution of certain taxes and fees, among them, for example, a single social tax, compulsory social insurance against industrial accidents and trade-bloods. In addition, part of the overhead costs should also be taken into account in the form of costs for technological electricity, steam, water, utilities, communication services, transportation costs. At the same time, it is impossible not to take into account the costs associated with the acquisition of machines, equipment and other permanent assets necessary for the implementation of the innovative development strategy, which in the form of the depreciation amounts gradually transfer their value to products as they are wear.

The presented models that reveal the meaningful side of each of the stages of innovative development are directed mainly to the solution of organizational and economic, and not investment and financial tasks. In order for enterprises to use the proposed approach, it is fully fully, it is necessary to disclose the method of implementing such a calculation. In tab. 5.3 presents formulas for calculating the production costs associated with the development and implementation of new and improved technologies. They can be used by enterprises when planning innovative development strategies.

Fig. 5.10. (Start)

Fig. 5.10.The main stages of the cost of the formation of costs associated with the development of new technologies (ending)

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Fig. 5.11.The main stages of the cost of forming costs associated with the development of improvement technologies

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Table 5.3.Phased payments to the cost of implementing innovative development strategies in the enterprise

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

we have the necessary financial and economic resources, plan the sequence of organizational actions to implement the innovative development of the enterprise and answer questions about how the innovative goals of the company's development can be performed with the help of approximately any amount of resources. At the next stage of the formation of innovative development, it is necessary to assess the effectiveness of planned activities. For this, based on the calculation of the costs associated with the development and implementation of innovative development strategies (Table 5.3), the commercial and economic efficiency of introduction at the enterprise of new or improving technologies should be assessed. According to the results of the effectiveness of innovation 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 from the considered alternatives followed by their presentation in the form of innovative projects or business plans.

Questions for self-control

1. What is such a strategy?

2. Name the strategy development goals.

3. Explain the strategy development scheme.

4. What groups are innovative strategies divide?

5. What types of innovative strategies allocate depending on scientific and technical policy?

6. What stages include the life cycle of innovation?

7. Describe the BKG matrix.

8. What strategic decisions can be accepted based on the MSCINSEU matrix?

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

10. Based on what principles is a large strategy.

companies?

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

12. Name the similarities and differences in the processes of development of basic and improving innovation.

Innovative Management and Strategic Management

Training tasks

A task5.1. Determine the costs of implementing the strategy of innovative development of the enterprise at the research stage in the development of new technology, if it is known that the costs associated with the development of new technology amounted to 93 thousand rubles, labor costs - 12 thousand rubles, the deductions of a single social tax and insurance premiums against industrial accidents - 3.1 thousand rubles, depreciation deductions - 10 thousand rubles, overhead costs - 37.2 thousand rubles.

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

A task5.3. Determine the costs of implementing an enterprise innovative development strategy in a 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, the deductions of a single social tax and insurance premiums against industrial accidents from this amount, depreciation deductions - 12.5 thousand rubles, overhead costs - 46.9 thousand rubles.

Task 5.4.To determine the total amount of the costs of implementing the strategy of innovative development of the enterprise in the development of new technology, if it is known that the costs of the study stage amounted to 81 thousand rubles, on a constructive - 143 thousand rubles, on conceptual - 257 thousand rubles, expenses 233 thousand rubles associated with the formation of a new market are equal to 233 thousand rubles, labor costs - 31 thousand rubles, the contributions of a single social tax and insurance premiums against industrial accidents - 14.5 thousand rubles, depreciation deductions - 27 thousand . rub., Overhead costs - 96.7 thousand rubles.

Test tasks

1. The company has high innovations and seeks to take a leading position in the market. What innovative strategy should be chosen by the company?

1.1. Offensive.

1.2. Simulation.

1.3. Traditional.

2. Product innovative strategies are:

2.1. Strategies related to changing management systems.

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

2.3. Strategies that are focused on the creation of new goods, services, technologies.

2.4. There is no correct answer.

3. Functional innovative strategies - this is:

3.1. Strategies related to changing management systems.

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

3.3. Strategies that are focused on the creation of new goods, services, technologies.

3.4. There is no correct answer.

4. Organizational and management innovative strategies are:

4.1. Strategies related to changing management systems.

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

4.3. Strategies that are focused on the creation of new goods, services, technologies.

4.4. There is no correct answer.

5. The defensive strategy is used by firms:

5.1. Having strong market and technological positions.

5.2. Who seek to keep competitive positions on the already available markets.

5.3. Baby activities on the principles of entrepreneurial competition.

6. Offensive strategy is used by firms:

6.1. Having strong market and technological positions.

6.2. Who seek to keep competitive positions on the already available markets.

6.3. Baby activities on the principles of entrepreneurial competition.

7. The simulation strategy is used by firms:

7.1. Having strong market and technological positions.

7.2. Who seek to keep competitive positions on the already available markets.

7.3. Baby activities on the principles of entrepreneurial competition.

8. When using basic innovative strategies
The company is aimed at:

8.1. Establishing your own potential by better use of your internal forces and external opportunities.

Innovative Management and Strategic Management

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

8.3. Development of competitive advantages.

8.4. There is no correct answer.

9. Does not apply to the class of integration strategies:

9.1. Vertical integration with suppliers.

9.2. Vertical integration with consumers.

9.3. Vertical integration with intermediaries.

9.4. Horizontal integration.

10. With an offensive strategy, innovation costs:

10.1. High.

10.2. Middle.

10.3. Low.

11. The company holds close to the leader, borrowing his innovations with
Making some changes. Innovations will be:

11.1. The same as the leader.

11.2. Lower than the leader.

11.3. There is no definite answer.

12. Which one listed below refers to the second stage of life
Cycle?

12.1. Theoretical and experimental studies.

12.2. Development of working design documentation.

12.3. Making a prototype.

13. Among the principles of goal setting are distinguished:

13.1. Fullness.

13.2. Systemity.

13.3. Alternativeness.

13.4. Sophillared.

14. What does not apply to the principles of building a tree of purposes?

14.1. Consistency of goals.

14.2. Certainty.

14.3. Concreteness.

14.4. Reality.

14.5. Detail.

14.6. There is no right answer.

Results on chapter 5

The strategy means an interconnected set of actions in the name of strengthening the viability and power of the enterprise (firm) in relation to its competitors. This is a detailed and comprehensive integrated plan for achieving goals.

Innovative strategies are divided into the following groups:

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

2) functional - they include scientific and technical, industrial, marketing and service strategies;

3) Resource - strategies in which the novelty element is entered into resource provision - labor, logistical, financial, information.

4) organizational and managerial - strategies for changing control systems.

Innovative strategy, developed on the basis of the product life cycle theory, 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: birth, birth, approval, stabilization, simplification, fall, outcome and destructuring.

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

To select a strategy, depending on the market share and growth rates in the industry, the BKG matrix can be used. To display and comparative analysis of the strategic positions of various businesses of a commercial organization uses the MSCINSEU matrix. It overcomes such a significant disadvantage of the BKG model as a simplified partitioning of the horizontal and vertical axes of its matrix.

To select a strategy, depending on the growth of the market growth (equivalent of industry growth) and the competitive position of the company, you can use the Thompson matrix and Strickland.

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

Innovative strategies of the enterprise can be combined and submitted in the form of two main types: the strategy of the leader aimed at developing and implementing fundamentally new products, and the strategy of the follower implied to the market of improved technologies. Despite the fact that new and improving technologies take place the same stages of their growth and development, initial goals and end tasks for these innovations on each of the selected stages are different.

The cumulative needs for the resources necessary to implement a strategy of innovative development are chosen first element and then - in stages.

The chapter examines various schemes for determining the cost necessary for the implementation of a particular strategy of innovative development

Chapter 5.

tia. This once again confirms the conclusion about the need to systematize the processes of strategic and innovative management and their initial orientation on the involvement of fundamentally new or only improvement technologies into the economic circulation.

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

\u003e Concept and types of innovative strategies;

\u003e Stages of the life cycle of innovation

and be able to:

Form innovative strategies;

Calculate the cumulative costs of implementing the strategy.

Abstract on the topic

"Offensive and defensive innovative strategy of firms"

St. Petersburg

Introduction 4.

Offensive Innovation Strategy of the Company 6

Defensive innovative strategy of the company 8

Conclusion 9.

List of references 10

Introduction

In the world economic literature "Innovation" is interpreted as the transformation of potential scientific and technological progress into a real, embodiment in new products and technologies. Problems of innovations in our country for many years was developed as part of the economic research of NTP.

Development, the introduction into the production of new products for firms is important as a means of increasing competitiveness and eliminate the firm's dependence on the incompleteness of life cycles of products, because in modern conditions, the update of products is fairly rapidly.

An increasing number of firms recognize the need for strategic planning and actively introduces it. This is due to growing competition. You have to live not only today, but to foresee and plan possible changes to survive and win in a competitive struggle.

"Each company is specifically for each functional space develops functional strategies:

strategy R & D.

production strategy

marketing strategy

financial strategy

personnel Management Strategy

informatization strategy

security strategy

survival strategy

R & D strategy, generalizing the main ideas about the new product - from its initial development before introducing to the market, has two types: offensive strategy and defensive strategy "1. Offensive strategies are strategies for developing fundamentally new products and services; They require high costs and are very risky: on average, only one of the seven innovations has a market success, the remaining six turn into the costs unprofitable for the company. Therefore, defensive strategies are more popular, which are widely used even in modern high-tech industries, such as the computer industry.

Offensive Innovative Strategy of the Company

An offensive strategy (offensive strategy) - implies an active, aggressive position of the company in the market and is aiming the goal of conquesting and expanding the market share. This strategy is selected by the company in case:

its share in the market below the required minimum or sharply decreased as a result of competitors' actions and does not provide a sufficient level of profit;

the company is going to release a new product to the market;

the company extension of production, which will pay off only with a significant increase in sales;

competitors lose their positions and creates a real opportunity to expand the market share at relatively low costs.

"Practice shows that it is extremely difficult to conduct an offensive strategy in markets with a high degree of monopolization and in those commodity markets, whose goods are poorly denominated by the differentiation process." 1.

"An offensive strategy is, first of all, a tough fight against competitors in order to capture market share at the expense of weaker rivals, there are no previous advantages of one or more rivals" 2. Possible offensive actions consist of: reducing prices, parallel advertising, presenting new product properties to attract the clientele of competitors, and other actions. The offensive strategy focuses on the conquest of the enterprise's leading positions in certain areas of activity.

"The offensive strategy is characteristic of firms based on their activities on the principles of entrepreneurial competition. It is characteristic of small innovative organizations.

The offensive strategy requires higher qualifications of R & D and the ability to see the market prospects for certain innovations. 3 strategies - with a high risk inherent, high possible payback, - requires a certain qualification in the implementation of scientific and technical innovations, the ability to see new market prospects and the ability to quickly implement them in products. The offensive strategy provides for active updating of production through innovation, innovations, mastering and filling in a market niche.

"It should be emphasized that the offensive strategy is not based on a separate one, one-time innovation, and on the series of them. It requires the greatest efforts of leadership and funds and is focused on achieving long-term goals "1.

Defensive innovative company strategy

"The defensive strategy is aimed at keeping the competitive position of the organization in the already available markets. The main function of such a strategy is to activate the ratio "Costs - Result" in the innovation process. This type of strategy requires intensive R & D "1.

The defensive strategy is used by organizations that have strong market and technological positions that are not pioneers in publishing a market for certain innovations. The essence of the model is that in production, the main consumer properties (but not necessarily technical features) of innovations issued to the market with small innovative organizations or leadership organizations are copied.

Leaders have a common main goal - to preserve the leading position, and try to achieve this in two possible ways: protecting against attackers or trying to strengthen their advantages. In general, for innovative enterprises an offensive strategy is effective, although they can use a defensive strategy. "Since the leader usually contributes the greatest contribution to the development of the basic market, it is promising for it to expand global demand, which is aimed at finding new consumers of goods, expanding the scope of application or frequency of use of the goods. As noted, such a strategy is promising at the initial stages of the product life cycle in the presence of a large growth potential. "2

Conclusion

The rod of the strategic organization of innovative activities of the enterprise should be a strategy of innovation, which is developed within the framework of the corporate (integrated) strategy for the development of the enterprise and causes the formation of a strategic set of an enterprise: commodity, marketing, competitive, resource, financial, industrial and other strategies, being their driving force, i.e. predetermines the content, composition, aggressiveness of strategies. The application of the concept of the strategic organization of innovation will allow the enterprise to improve the quality of management decisions and will ensure an increase in the effectiveness of innovation activities in general and each innovation in particular by reducing the cost of development time and introducing innovation, and therefore minimizing the costs of material and financial resources.

List of used literature

Books and monographs

Watolin V.B. Strategic management: studies. Manual / VB Watolin.- M.: Publishing House Prospekt, 2002.- 128 p.

Grinev V. F. Innovative Management: studies. allowance. - K.: Maup, 2000.-148 p.

Gukasyan GM Economic theory - key questions / M. Gukasian. - SPb.: Peter, 2000. - 361 p.

Markova V.D. Strategic Management / V.D. Markova. - M: Higher School, 1999.-228 p.

Problems and Experience in Economic Administration Enterprise: Collection of scientific. / Under. ed. Vladimir Glukhov. - SPb.: Peter, 2002. - 404 p.

Titov A. B. Marketing and Innovation Management. - SPb.: Peter, 2001. - 240 p.

Articles from newspapers and magazines

Shaburishvili M. V., the content and forms of innovative entrepreneurship / M. V. Shaburishvili // Corporate management. - 2003.-№2 (February)

1 Shaburishvili M.V., the content and forms of innovative entrepreneurship / M. V. Shaburishvili // Corporate Management. - 2003.-№2 (February). - p.28.

1 Watolin V.B. Strategic management: studies. Manual / VB Watolin.- M.: Publishing House Prospekt, 2002.- 128 p. - p.121.

2 Grinev V. F. Innovation Management: studies. allowance. - K.: Maup, 2000.-148 p. - S.59.

3 Problems and Experience of Economic Administration Enterprise: Collection of scientific. / Under. ed. Vladimir Glukhov. - SPb.: Peter, 2002. - 404 p. - p.185.

1 Gukasyan GM Economic theory - key questions / M. Gukasian. - SPb.: Peter, 2000. - 361 p. - C.109.

1 Titov A. B. Marketing and Innovation Management. - SPb.: Peter, 2001. - 240 s. - p.117.

2 Markova V.D. Strategic Management / V.D. Markova. - M.: Higher School, 1999. - 228 p. - p.139.

The strategy is a comprehensive comprehensive plan of action to achieve the objectives of the organization. The main task of the strategy is to translate the organization from its present state into the desired future.

The feature of innovative strategies is to choose the directions and determination of the proposed changes. At the same time, their scale and the desired rates depend on the possibilities of the enterprise to realize (innovative potential) and the state of the external environment (innovation climate).

Innovative strategies Enterprises (organizations) are developing to achieve the following purposes:

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

take another previously occupied market niche;

• opportunities to go from competition by creating a new market niche;
• Opportunities to increase production production (works or services).

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

Depending on the objectives of the company allocate four types of strategies (or four types of companies): COLORTS, Patients, commutants, Experchents.

Table 8.1.

Characteristics of competitive strategies _

	Competitive strategy	Innovative	condition	Competitive advantages	Quality product
	Vivent		New, mastered	High Performance, Low Prices
	Patientaya		Mastered	Maximum adaptation to a specific market
	Genty		Mastered	Flexible reaction to the market needs
	Exceler			Using innovation

Cellular (powerful) strategycharacteristic for firms operating in the field of large standard production. Fundamental source of forces - mass production of good products (medium) quality at low prices. Due to this, the firm provides a large supply of competitiveness. The motto of firms: "cheap, but decent" (but not "expensive and bad"). Depending on the dynamics of development, several types of virulents are distinguished.

Lions are large firms, leaders in a number of areas of innovation activity, for them the aggressive nature of competition and large costs for R & D are typical.

Elephants are particularly large firms, leaders in one-two directions of innovation activity that have a large network of foreign branches and a niche nature of competition.

"Hippopots" is a large amount of excessive diversification, they are characterized by the increase in the technological lag, small expenses for R & D and the passive nature of competition.

Patent (niche) strategy("Surgery Lisa") is typical for firms in the path of narrow specialization for a limited circle

tweets. They address their expensive and high-quality goods to those who do not suit ordinary products. Their motto is "expensive, but well." They seek to avoid direct competition with leading corporations. For domestic firms, this strategy can be accepted as entrepreneurial philosophy. She calls for not fighting directly with leading corporations, but to seek unavailable areas of activity. This approach seriously increases the chances of weak in rivalry with strong. These firms are profitable. At the same time, there is a possibility of making an incorrect decision leading to the crisis. In such firms, it is advisable to the position of a permanent innovative manager, designed to secure their activities. The main goal of the innovation manager is to reduce the risk in the life of the company.

Puttan (connecting) strategy("Gray Mouse") prevails with ordinary business in local (local) scales.

The power of the local non-specialized enterprise is in its best fitness to the satisfaction of small volumes (and often short-term) needs of a particular client. This is the way to improve consumer value not at the expense of ultra-high quality (like a patient), but at the expense of individualization of the service. "You pay extra for the fact that we solve your problems" - the slogan commutants. Celllets and patients can not always satisfy individual needs, then switches are performed on the stage, ready to use any opportunity for business. Increased flexibility of commutants allows them to hold their position in the competitive struggle.

An innovative manager of such a company should well understand in the specifics of the buyer of goods, the situation in the market, accurately, promptly and reliably anticipate possible crises. Passionate strategy is characteristic of many private Russian firms.

Exceler (Pioneer) Strategy("The first swallow") is associated with the creation of new or radical transformation of old market segments, it is "pioneers in finding and implementing revolutionary solutions preferably the first move." Among them are pioneers in the release of personal computers, biotechnologies, robots, etc. They work in the "surroundings" stage of the maximum cycle of inventive activity from the very beginning of production.

The power of extensors is due to the introduction of fundamental innovations, they benefit from the initial presence in the market. In 85 cases, they suffer from 100, but due to 15 cases, a huge technical, financial and moral success is obtained. They are engines of scientific and technological progress. Explorer motto: "Better and cheaper, if possible."

In front of the company-expirept (pioneer) there is a problem of production, when an attractive novelty has already been created for the market. For this, the extensors conclude an alliance with a large firm. The extension cannot independently replicate the proven innovations. Deletion with replication threatens the appearance of copies or analogues. The union with a powerful company (even subject to absorption and subordination) allows you to achieve favorable conditions and even preserving the known autonomy. The choice of such a partner depends on the specifics of the consumer.

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

• 1. Offensiveproviding technological leadership by independently developing and implementing a high degree of radicalism innovations.
• 2. Defensiveaimed at keeping the competitive position of the company on the existing markets. The main function of such a strategy is to intensify the ratio of "cost-results" in the innovation process. Such a strategy requires intensive R & D.
• 3. Imitationfocused on dynamic reproduction of technological leadership achievements and the effective development of free market segments.

Consider these innovative strategies in more detail. Offensive strategy The development of the enterprise involves the development and implementation of the innovation of a high degree of radicality based on large inventions or even discoveries. It covers the full life cycle of innovations, as a result, the longest and resource-intensive. Intellers to use this strategy to significantly coincide with the motivation of the development of radical innovation.

An offensive strategy is the role of pioneer. The company based on this strategy offers products, services, technologies that are fundamentally new ones in the global or national market. The purpose of the offensive strategy is to gain a leading position in the market. The development and implementation of large-scale innovation earlier than competitors becomes a necessary and important condition for the implementation of this strategy.

For its implementation requires the following conditions:

• Effective innovative activity;
• The management of the company, prone to new ideas;
• good market knowledge;
• effective marketing;
• Employees of a creative warehouse;
• The possibility of risk distribution.

A prerequisite for the offensive strategy is technological jerk and a quick response to market changes due to flexible organizational structure and available unique resources.

The main competitive advantage of innovators is that due to the created and accumulated specific knowledge and skills, they are able to make an innovation better than their competitors. Technological breakthroughs are provided by the presence of specialized research laboratories and engineering and technical divisions; The presence of high technological potential exceeding the need of current production.

The offensive strategy is characterized by high R & D costs, as a rule, provides a high rate of profit, but has an increased risk, which can be a consequence of technical failures, poor choosing the moment of product implementation.

Several innovative offensive strategies are allocated.

• 1. Creating a new market - A rather rare strategy when, based on a new idea, a unique product is produced that has no analogues. Such a product at one time has become television gaming consoles. It is implemented by an enterprise with a sufficiently strong division of R & D engaged in diverse studies, including interdisciplinary. The conducted studies are aimed at fulfilling promising fundamental developments that contribute to the occupation of a monopoly marketplace. The restriction is acting antitrust law, prohibiting more than 35-55% of the market. Contrary to ideas, only a truly new product brings the highest return, and the imitation of these goods is more risky than the independent development of new products: anyone who imites others will certainly face competition. True, only the development of unoccupied market segments is given.
• 2. Purchase of Companies - A strategy involving the acquisition of a company with significant intangible assets (development and technology, methods and business models, engineering and technical workers, market image, etc.). As a result, a new enterprise is being formed and a significant expansion of its market is ensured.
• 3. "Robbery" strategy. Its essence is that on the basis of the new technology, the company produces to the market from

a good product that has significantly improved characteristics, which reduces the total market size. An example is the drugs of prolonged action and others.

• 4. Continuous Improvement Strategy (Kaisen) It is to improve production technologies and quality due to highly educated and professionally trained personnel, which is given a key value. This is a strategy of leading Japanese firms that every day, even hourly, carry out minor improvements in all concerning production.
• 5. Strategy of comparative advantages Based on the production of a product that combines the properties of several goods, without deteriorating the characteristics of the base 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 search for an unoccupied niche. It requires active R & D, high level of technology.

Defensive or stabilization innovative strategy Used by firms that do not claim to the championship of bringing innovation to the market, but seeking to keep their positions. As a rule, the innovations of recognized leaders are borrowed with some changes to the products, i.e. Products are created.

At the same time, the company refuses the possibility of a high level of initial income in exchange for the safety of late market, which is ensured by knowing the results of the sale of the product. In addition, the costs of developing innovation, marketing and advertising are reduced. Therefore, the costs of R & D and the commercialization of innovation in this case are lower than that of the leader. This is a low innovative risk strategy. Several options for innovative strategies aimed at preserving and strengthening positions in the market and in the industry are allocated.

• 1. Opportunist strategy - The company is engaged in the search for such a product that does not require too much costs of research and development, but with which it will be able to single in the market for a certain time. The search and use of their niches implies a deep knowledge of the market situation, a high level of technical and technological development and adaptation abilities of the company. As a rule, these products have patent protection (patents for useful models, industrial samples).
• 2. Dependent strategy suggests that the company is focused on the development of goods and technology of large leading

companies. Its purpose is self-preservation based on the implementation of contractual work for these companies. It is widely used in the production of parts for plants for the assembly of finished products (for example, automotive plants in Japan).

• 3. Protective strategy It is based on the fact that research and development are conducted without claims to the work of leading positions and their goal is to keep up with others in the field of technical and technological development and, if possible, increase the technical level of production.
• 4. Selective (selective) strategy It involves the concentration of resources at certain, most effective directions, which creates conditions for the transition to an offensive strategy.

Simulation strategy It assumes copying in real investment of technologies and (or) products previously used or manufactured by technological leaders, in a constant 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, it is most likely becoming more reliable than holding its own R & D. This is a successful strategy, but to adapt the invention as an original and creating a monopoly product situation, a high technological level of production, the professionalism of engineering and technical workers, workers who can quickly master the "alien" development are needed.

Using simulation strategy It can be based on the unfilled dynamically growing market, which the firm is a technological leader for some reason cannot completely occupy.

There may be the following reasons for the inability of the technological leader to master the market independently:

• non-compliance of innovation by existing product lines;
• The high value of the transaction costs for imitation is over the cost of patenting;
• lack of finance for mastering and promoting innovations;
• Obstacles to the comprehensive capitalization of innovation from

When using a simulation strategy, an innovative risk disappears, a technological risk is reduced to a minimum, commercial and financial risks are reduced.

This caused the latitude of disseminating a simulation 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 1960-1970. For Japanese firms, at that time, an active adaptation of other people's achievements was characterized, leadership at the stage of development and expansion in narrow segments of fast-growing markets by price competition provided by savings. The technological level of the Japanese industry formed during these decades was the basis of the fact that in the 1980s. Japan has become not only a global technological leader, but also an innovative leader in many high-tech industries, in particular, occupying the first place in the world by the number of patents in the automotive industry.

For the development of the Russian economy, the use of all three strategies and offensive, and defensive, and imitation. This is also stated in the Concept 2020 that Russia is faced with the task at the same time advanced and catching development.

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

Modern Russian science in many fundamental areas of knowledge did not lose its global level and is able to answer innovative challenges, primarily in the field of physics, mathematics, chemistry, physiology, medicine, as well as on the applied developments of laser and cryogenic equipment, new materials, aerospace technology , A number of samples of military equipment and technologies, communications and telecommunications, computer science, software for computer, etc.

In our country, there are still powerful scientific and innovative bindings on nuclear, cosmic, aircraft technologies, in the production of weapons, chemical, energy, transport engineering, as well as separate technologies in oil and gas production, processing and in the chemical industry.

In Russia, global positions in 17 priority scientific and technological developments are maintained, and about 20 critical technologies developed in our country correspond to the world level, which in the aggregate is about one third of world research in the field of high technologies. For example, the competitive technologies created by Russian scientists at the borders of the new millennium can include aerospace, nuclear-energy and laser technologies, the development of a fundamentally new medium of information - three-dimensional optical electrical memory continues. The successful implementation of this promising project can turn the most modern information technicians.

nologis in the technology of yesterday. In addition, breakthroughs in new directions for the study of information and communication systems in such areas are carried out: Mechanotronics, the creation of an element base for computers of 5-6 generations; holography; Small communication specialized satellites; long-wave communication channels; Global environmental monitoring systems, etc.

For example, a computer processor "E2K", developed by a group of Russian companies "Elbrus", using a binary compilation method, for technical solutions and basic characteristics surpasses the western powerful processor "MERCED",which company "Intel" Only plans to release.

However, in many industries, enterprises where there are no serious innovative nearers, it is advisable to use catching development based on a simulation strategy. Borrowing experience and development of developed countries will contribute to overcoming the lagging for domestic enterprises of the relevant industries, an increase in the competitiveness of their products and an increase in production efficiency.

Such a way to successfully overcoming the backlog in its development was used by the country of the "Economic Miracle", such as 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 be tracked and respond to the emergence of new innovative developments.

According to the results of a survey of 1,000 large and medium industrial enterprises in Russia, the choice of development strategy is characterized by the following data (in% of responding):

• become one of the leaders in the production of new unique products - 32.2;
• Conscient the market for traditional mass demand products - 45.5;
• Release products on the analogues of leading firms - 16.9.

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

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

Innovative activities and strategic management

Innovations are closely related to the strategic development of the organization. Each successful organization is developing its own strategy. Strategic management is to manage competitive advantages, but it is possible to achieve competitive advantages through innovation. The choice of strategy is the key to the success of innovation. The firm may be in the crisis, if it does not be able to anticipate the changing circumstances and respond to them on time. The choice of strategy is the most important component of the innovative management.

An increasing number of companies recognizes the need for strategic planning and actively introduces it. This is due to growing competition: it is impossible to live only today, you have to anticipate and planful possible changes to survive and win in a competitive struggle.

By the beginning of the 70s. XX century In the West there was a situation that was marked by the transition from strategic planning to strategic management.

Strategic management is defined as the technology of management under conditions of increased instability of the factors of the external environment and their uncertainty in time. Strategic management activities are related to the formulation of the goals and objectives of the Organization, with maintaining a relationship system between the organization and the environment, which allow it to achieve its goals, comply with its internal capabilities and allow you to remain receptive to external challenges. Unlike operational management, which serves to achieve specific tactical objectives of the Organization, the Strategic Management of the Organization is intended to provide its long-term strategic positions.

A significant difference between strategic planning and strategic management is characterized, primarily the fact that the first, especially at the initial stage of its development, has actually reduced to strategic programming, i.e., to formalization and detailed elaboration of existing strategies or strategic vision. Therefore, effective strategic changes require a breakthrough for the traditional framework and established ideas about a particular business. Unlike unnecessary formalized strategic planning, strategic management is primarily synthesis. Thus, strategic planning is a necessary element of the strategic management process, this is an integral part of the development strategy development process.

The choice of strategy is related to the development of research plans and developments and other forms of innovation.

The strategy can be defined as the decision-making process.

Strategymeans an interrelated set of actions in the name of strengthening the viability and power of the enterprise (firm) in relation to its competitors. This is a detailed, comprehensive, comprehensive plan for achieving goals.

The company, operating in the context of competition, strive to ensure benefits over other enterprises.

The strategy of the enterprise forms and predetermines the role, place, maintenance of an innovative strategy. In turn, the innovative strategy adjusts and contributes to the implementation of the corporate strategy carried out by the enterprise.

The relationship between corporate and innovative strategies is implemented in the development of the production of new products and changes in the manufacturing process. The comparative characteristics of the corporate and innovation strategy is presented in Table 1.

Table 1- Comparative characteristics of corporate and innovative strategies

Sphere of influence	Corporate strategy	Innovative strategy
Resources	Distribution between management areas (marketing, production, R & D, etc.)	Distribution between projects
Goal	Defined economic situation	Defined by the provision of the enterprise
Business areas	Grocery and Market Strategy, Product Assortment	Technical and Product Strategy, Balanced Portfolio Projects
Temporary aspect		Linking long-term, medium-term and short-term aspects.

The feature of innovative strategies is to choose the directions and determination of the proposed changes. At the same time, their scale and the desired rates depend on the possibilities of the enterprise to carry out innovation (innovative potential and state of the external environment) and the state of the external environment (innovation climate).

Innovative strategies are developed to achieve the following goals:

Ensuring the competitive position of the organization;

For reaction to the effect of the external environment

To be able to take a new market niche;

To be able to increase the volume of production (works or services)

The development of the strategy has two main goals.

1. Effective distribution and use of resources.This "internal strategy" is planned to use limited resources, such as capital, technology, people. In addition, the acquisition of enterprises in new industries, exit from undesirable industries, selection of an effective "portfolio" of enterprises. Permanent innovative activity is ensured by high innovative potential.

Innovative potential is characterized by a set of indicators, including:characteristics of personnel potential of innovative activities, resources and benchmarks of the innovation process, structural characteristics of the innovation process, the results of innovative efforts.

The innovative activity and the effectiveness of innovation activity largely depends on the state of the innovative potential. However, it is important to take into account the changes occurring in the external environment of the enterprise. Consequently, it is necessary to analyze the innovation climate, which gives an assessment of the state of the external environment.

2. Adaptation to the external environment- The task is to ensure an effective adaptation to the change in external factors (economic changes, political factors, demographic situation, etc.).

Types and types of innovative strategies

The basis for developing an innovative strategy is the purpose of the company, the theory of the product life cycle, the market position of the organization and the scientific and technical policy, the relation to the internal environment of the organization.

Innovative strategies are divided into the following groups:

- Products -oriented to create new products, services, technologies;

- Functional- These include scientific and technical, industrial, marketing and service strategies;

- Resource- The novelty element is entered into resource provision (labor, logistical, financial, information):

- organizational and managerial -regarding changes in control systems.

Depending on the purpose of the organization, four types of strategies are distinguished: Celllets, Patients, Switches, Experiencers.

The characteristic of competitive strategies is presented in Table 2.

Table 1 - Competitive Strategies

Yu.A. Yudanov, M.I. Knush, A.I. Panov offer a "biological" approach to the classification of competitive strategies. In biology, the theory of types of competitive strategies was first proposed in 1935. L.G.Ramensky, but not received recognition, only 40 years later, J.P. Grahm. L.G.Ramensky identified the types of behavior: "Military", "Patient", "Expleter", "Switch. Yudanov A.Yu. Investments in the classification of L.G. Ramensky. In accordance with the classification of the proposed A.Yudanov, four competition strategies in the commodity market are allocated: a cellular (powerful), patient (niche), tent (adaptive), Exceler (Pionerskaya).

Cellular (powerful) strategyused by firms operating in the field of large standard production of goods and services. This strategy is characterized by low costs due to high productivity and, therefore, low product prices. Such firms operate in a large standard business.

Cell vehicles are firms with a "powerful" strategy. They have large capital, high level of technology development. Celllets are engaged in large-scale and mass production for a wide range of consumers who present "average requests" to quality and average levels of price. Celllets work in the vicinity of the production maximum. Their scientific and technical policy requires decisions on the timing of production production (including the acquisition of licenses); about removal of products from production; on investment and expansion of production; On the replacement of the fleet of machinery and equipment.

The motto of firms: "cheap, but decent" (but not "expensive and bad").

These include the majority of Russian large industrial enterprises.

The products of the fuses have high quality associated with high standardization, unification and technological levels; low prices peculiar to mass production. Many of the cells are transnational companies, create an oligopolistic market.

The spheres of activity of the fuses are not limited to anything.

Patient (niche)the strategy is based on the manufacture of special, unusual products for a certain circle of consumers. This product has a high level of quality. According to this strategy, the products manufactured by the organization are becoming indispensable for specific consumers. This strategy is used by small and medium firms. Firms that use these strategies is customary called "cunning foxes". The main competitive advantage is to find a market niche.

Patient (Nisheva) Strategy is typical for firms on the path of narrow specialization for a limited circle of consumers. They address their expensive and high-quality goods to those who do not suit ordinary products. Their motto: "Expensive, but well."

Patient firms work on a narrow market segment, satisfy the needs formed under the action of fashion, advertising and other means. They act at the growth stages of production and at the same time - at the stage of falling inventive activity. Requirements for the quality and volume of products from these firms are related to the problems of conquering markets. There is a need to make decisions on or termination of development, about the feasibility of selling the purchase of licenses, etc. These firms are economically profitable. At the same time, there is a possibility of making an incorrect decision leading to the crisis. In such firms, it is advisable to the position of a permanent innovative manager, designed to secure their activities. The main goal of such an employee is to reduce the risks of the company and create a comfortable working environment for employees.

Patients seek to evade direct competition with leading corporations. These firms are called "cunning foxes" of the economy.

In the tentilent (niche) strategy clearly trace two components

For domestic firms, this strategy can be accepted as entrepreneurial philosophy.

Puttan (adaptive) -this is a strategy of small firms based on the production of non-specialized products, aimed at the rapid satisfaction of small, short-term, frequently changing needs of consumers. According to researchers, this strategy prevails among new Russian private firms.

Middle and minor business focused on the satisfaction of the local needs, commutate company (connectors) are engaged.

The strength of the local non-specialized enterprise is in its best fitness to the satisfaction of small in volume (and often - and short-term) needs of a particular client. This is the way to improve consumer value not at the expense of ultra-high quality (like a patient). And on the basis of individualization of the service. "You pay extra for the fact that I solve your problems" - the slogan commutants.

Minor firms actively promote the promotion of new products and technologies, creating new services based on them. This speeds up the diffusion process of innovations.

Switchings are also actively involved in the process of ruting of innovations due to the inclination for simulation activities and as a result of organizing new services based on new technologies.

Passionate strategy is characteristic of many private Russian firms.

Exceler (Pioneer) Strategy - a strategy, which is based on the implementation of the innovation and constant updating of products. The main competitive advantage is the excretion of a completely new product and the creation of a new market for him. This served as the basis for comparing such firms with the first swallows. This strategy can use organizations with high scientific and technical potential.

Exceler (pioneer) strategy is associated with the creation of new or with a radical transformation of old market segments. This is a pioneer in finding and implementing revolutionary solutions. Among such firms are dominated by pioneers in the issue of personal computers, biotechnology, etc.

The power of extensors is due to the introduction of fundamental innovations, they benefit from the initial presence in the market. Experts in 85 cases out of 100 crash, but due to rare cases, a huge technical, financial and moral success is obtained. They are engines of scientific and technological progress.

Explorer motto: "Better and cheaper, if possible."

Each of the types of companies (the cellists. Switches, patients and extensors) have their own characteristic features and various degrees of implementation of the strategy to achieve the competitiveness of products (Table 2).

Table 2 - Analysis of innovative strategies

Depending on the market position and behavior in competition, there are three types of strategies: offensive, defensive and imitation.

Offensive strategies Aimed at the acquisition and retention of competitive advantages, profit growth, receiving additional funds by invasion of other industries. They apply to firms that have the necessary resources, but their market share is lower than a possible market share. The implementation of such strategies implies the introduction of new products, expanding the production, buying enterprises of competitors, which requires considerable costs.

Several innovative offensive strategies are distinguished:

1. Creating a new market

2. Acquisition of companies

3. Robbery strategy. Its essence is that on the basis of the new technology, the organization issues a well-known product that has significantly improved characteristics, which reduces the total market size.

4. Strategy of continuous improvement

5. Strategy of comparative advantages.

Defensive strategy - These are strategies aimed at maintaining their market positions, given that the organization's activities are worse. Therefore, in order to correct the worsening position, the organization undertakes a defensive and offensive nature. Basically, such strategies are funded by the funds received from the activities related to savings (departure of non-profit areas, the sale of non-core enterprises), rationalization.

Defensive strategies are strategies aimed at protecting existing competitive advantages. Basically, such strategies are applied by organizations that are quite its existing provision. The organization through the implementation of a defensive strategy is trying to give its advantages of greater sustainability. Investments are needed to implement a defensive strategy. At the heart of the defensive strategy, there are three types of tactical techniques: an increase in structural barriers, a prevention of serious response measures, deprivation of an opponent of incentives to attack.

Simulation strategy It assumes copying in real investment of technologies and (or) products previously used or manufactured by technological leaders, in a constant or modified form. Technology or product are purchased from other enterprises. Under certain conditions, the simulation strategy becomes very profitable. When using a simulation strategy, an innovative risk disappears, a technological risk is reduced to a minimum, commercial and financial risks are reduced.