Innovative strategies and types of innovative behavior of firms. Defensive strategies
FEDERAL AGENCY FOR EDUCATION
STATE EDUCATIONAL INSTITUTION
HIGHER PROFESSIONAL EDUCATION
"SAINT PETERSBURG STATE UNIVERSITY
ECONOMY AND FINANCE"
Department of Enterprise Economics and Production Management
Test
on the course "Innovation Management"
On the topic: "Innovative strategy of the company"
5th year student group 556
specialty management organization
Gerasimova M.V.
record book No. 098736
Introduction 3
The concept of innovation strategy 5
Kinds innovative strategies 8
Selection and development of an innovation strategy 10
GE Innovation Strategy 20
List of used literature 23
Introduction
The modern economy can be safely called an "innovative economy". The development and implementation of new types of products, technologies and services is becoming one of the key factors of competitiveness and the main strategy of enterprises. In order to fully understand what the "Innovation Strategy" is, I begin my test with more general definitions.
Innovation management 1 - an interconnected set of actions aimed at achieving or maintaining the required level of viability and competitiveness of the enterprise with the help of mechanisms for managing innovative processes.
The objects of innovation management are innovation and the innovation process.
Innovation 2 (English innovation) is an implemented innovation that provides a qualitative increase in the efficiency of processes or products demanded by the market. It is the end result of human intellectual activity, his imagination, creative process, discoveries, inventions and rationalization. An example of innovation is the introduction to the market of products (goods and services) with new consumer properties or a qualitative increase in the efficiency of production systems.
In line with international standards innovation is defined as the end result of an innovation activity that is embodied in the form of a new or improved product introduced to the market, a new or improved technological process used in practice, or a new approach to social services.
Innovation process 3 is a process of successive transformation of an idea into a product, passing through the stages of fundamental and applied research, design development, marketing, production and sales.
Innovative activity of the enterprise 4 - this is the preparation and implementation of the renewal of products (services) and production (fixed assets), including the creation of new products and technologies. Innovative activity is the main means of developing an enterprise, increasing production efficiency, ensuring the quality and competitiveness of products.
In accordance with the legislation of the Russian Federation, innovation activities include:
research, applied and experimental work necessary to create innovations;
work related to the creation of experimental and serial samples of new products and technologies;
work related to the preparation of production and industrial testing;
work related to the certification and standardization of innovative products;
work related to marketing research and organization of markets for innovative products;
all types of intermediary activities and other types of work interconnected into a single process in order to create and disseminate innovations
One of the main tasks of innovation management is to develop a strategy for the innovations themselves and measures aimed at their implementation. R&D, development and production of new types of products becomes a priority direction of the company's strategy, as it determines all other directions of its development.
The concept of innovation strategy
In its general sense strategy can be defined as a set of actions taken by an enterprise to achieve its corporate goals.
Innovation strategy 5 - this is a purposeful activity to determine the most important ways, select priorities for the long-term development of the enterprise and develop a set of measures required to achieve them.
The innovation strategy of the enterprise should increase and / or maintain the competitive status of the products manufactured by the enterprise.
It should be noted that the essence of the current stage of development of both the national economy as a whole and individual enterprises reflects such a category as "innovative development".
At the same time, the innovative development of an enterprise is not only the main innovative process, but also the development of a system of factors and conditions necessary for its implementation, i.e., innovative potential.
Therefore, we can say that the innovative strategy of the enterprise should reflect the content and main directions of the process of innovative development of the enterprise.
An analysis of modern innovation issues makes it possible to single out the following main types of innovation:
Product innovation 6 (services) is a process of updating the marketing potential of an enterprise, ensuring the survival of an enterprise, expanding its market share, retaining customers, strengthening the independent position of an enterprise, etc. Innovation of technological processes, or technological innovation, is a process of updating the production potential of an enterprise, which is aimed to increase labor productivity and save resources, which, in turn, makes it possible to increase profits, improve safety, carry out environmental activities, introduce new information technologies, etc.
Organizational innovation 7 is a process of improving the organization of production and management at the enterprise.
Social innovation 8 - this is a process of improving the social sphere of the enterprise, which mobilizes personnel for the implementation of the enterprise strategy; expands the possibilities of the enterprise in the labor market; strengthens confidence in the social obligations of the enterprise to employees and society as a whole.
When formulating an innovation strategy, a number of external and internal factors, among which are forecasts of the economic environment, analysis of the potential of the enterprise, compliance of innovation with the overall strategy of the enterprise, etc. the innovation strategy links together the overall strategy of the enterprise, analysis of the economic environment, scientific and technical, personnel, resource potential of the enterprise and specific innovative projects. The main elements of the innovation strategy of the enterprise include 9:
improvement of existing products and applied technologies;
creation and development of new products and processes;
improving the quality level of the technical, technological, research and development base of the enterprise;
increasing the efficiency of using the personnel and information potential of the enterprise;
improving the organization and management of innovation activities;
rationalization of the resource base;
ensuring environmental and technological safety;
achievement in domestic and foreign market competitive advantage innovative product compared to similar products.
An analysis of the innovative situation that has developed at the enterprise should be the starting point in the process of forming the innovative strategy of the enterprise. It should begin with a brief description of the main goals and objectives facing the enterprise in this field of activity. Wherein Special attention should be given to the analysis and assessment of the market position of the enterprise. At the same time, it is advisable to give a description of: the innovative potential of each manufactured product or product group; the innovative strategy and tactics applied at the present stage; identify and evaluate specific factors of external and internal environment; analyze and evaluate the positions and actions of competitors.
It is advisable to identify innovative opportunities and shortcomings in the innovative development of an enterprise in order to assess the innovative opportunities that arise in it, as well as the expected dangers. This stage should contribute to the implementation of the processes of anticipating changes in the economic situation at the enterprise in the process of implementing innovative planning. It should be noted that computer technologies provide great opportunities. Moreover, it is necessary to use the specific, innovative advantages of these technologies.
AT general view the innovative strategy of an enterprise (strategy of innovative activity) can be characterized as a certain logical construction, on the basis of which the enterprise solves the main tasks facing it in the innovative field of activity. It should be borne in mind that both for each individual innovation and for each product (service) produced, there are strictly individual strategies and tactics. At the same time, a comprehensive vision of the innovative activity of an enterprise includes both specific strategies and various aspects of the production and implementation of innovation. In addition, it is necessary to give a real assessment of the costs and results from the implementation of innovative activities in the enterprise.
Types of innovation strategies
The following can be distinguished types of innovation strategies 10 .
1. offensive strategy. It is characterized by high risk and quick payback if the innovation is successful in the market. It requires highly qualified personnel, the ability to see new market prospects and the ability to quickly translate them into products. Its implementation requires a focus on research combined with the use of new technologies. As a rule, large firms - market leaders in competitive industries resort to an offensive strategy, where the position of the leader can be undermined as a result of the introduction of more advanced scientific and technical products by competitors.
2. Defensive strategy is based on the rapid introduction of imitative reactive innovations in response to the actions of competitors. It assumes a low, compared with an offensive strategy, risk. This strategy is suitable for large companies that have a stable market position and pay more attention to production and marketing issues in their activities than R&D, but have significant scientific and technical potential to quickly respond to competitors' actions. In their innovative activities, these enterprises are guided by the development and adaptation of already existing advanced technologies.
3. Licensing (absorption strategy). It is based on the acquisition of the best scientific and technical results obtained by other enterprises in the course of R&D. Even large leading companies cannot limit themselves to the results of their own research and development. On the other hand, the licensing of one's own innovations can be an essential element of an enterprise's offensive strategy. The same is true for small enterprises, which, due to their limited financial resources, cannot fully implement large innovative projects on their own.
4. Intermediate strategy associated with the search for market niches. It is based on a conscious effort to avoid direct competition, based on an analysis of the weaknesses of competitors, taking into account their own advantages. This strategy is often successfully applied by small innovative businesses.
5. Creation of a new market. Associated with radical innovation. In this case, you can achieve a high rate of return without significant risk. However, such innovations and the opportunities opened up in connection with their implementation are quite rare. As a rule, they occur in the early stages of an industry or market.
6. Rogue strategy allows the application of new advanced technologies to a strong technological and production relation, but unsustainable in the market for enterprises to offer a new product when this innovation reduces the overall size of the market. In this case, market leaders are reluctant to innovate because it could threaten their position. It is important for businesses that use a predatory strategy to keep in mind that they will be able to achieve sustainable success if they use an offensive strategy after entering the market.
7. Engagement of specialists. This strategy allows the acquisition of knowledge, experience, skills and, in some cases, know-how at minimal cost. Many enterprises themselves do not actively recruit specialists for ethical reasons and prefer to turn to recruiting agencies for help.
innovative Coursework >> Management
... strategies firms; Consider the relationship between investment and innovative processes. Consider the role and sources of investment in innovative strategies firms. 1. Relationship between investment and innovative ...
It is important to realize that the strategy determines the direction of the company's movement towards the achievement of goals. It does not contain a specific algorithm of actions and answers to problematic questions. For example, an innovative development program will help to cope with the difficulties of an already existing strategy.
Overview of innovation strategy
Modern strategic innovation are a set of rules, actions, intermediate goals and methods for increasing financial capital and work efficiency.
This strategy opens up a new view of the existing problem for managers, helps to solve it with new, more effective ways. Both the specifics of the field of activity and the work of the organization itself are taken into account.
Features of the innovative strategic behavior of the enterprise are as follows:
- Change of all managerial and production levels.
- Increasing the company's risk level.
- Growth of risks associated with investments.
The best decision of the leader who has chosen an innovation program will be a skillful combination of stability and the gradual introduction of innovations.
Classification of strategic innovations
Specialists distinguish certain types of innovative strategies.
defensive
This type of strategy is used by companies that have a constant market share, have decent production technology, and competent personnel.
An organization that has chosen a defensive program prioritizes the preservation and strengthening of existing positions.
Imitation
The bottom line is to "imitate" the products of competitors. A prerequisite is the introduction of innovations in old products (new components, design, manufacturing technology), which should attract new consumers.
This program is in demand among enterprises that have established themselves in the market and have the opportunity to save the budget. Acting according to a certain algorithm, the company will be able to win over customers and bypass the competitor.
offensive
Covers a detailed analysis of the industry market on the profitability of the production of high-tech products. She is popular among large organizations capable of fierce competition and employing highly qualified employees.
Small companies can choose this program, but it takes a lot of effort to achieve positive results.
Intermediate
Choosing this strategy, the company must analyze the market and, as a result, find strong and weak sides competitors. The next task of the enterprise is to skillfully use the “gaps” found and fill them with their own products (services).
Rogue
The program is highly effective in initial stage enterprise development. It involves the release a large number standard product with the introduction of some novelty into its development. The main task is to extend the operational period of products.
A competitor's product can be used for this, but a serious technical base is needed to improve it.
absorbent
The absorbing system is often used in combination with others. Producing its own products, the strategy involves using both its own scientific developments, and strangers (with outbidding of all rights). Buying someone else's ideas is not difficult if they do not fit the requirements of the company that created them. Sometimes it brings results.
Selection Methods
There are several methods for selecting strategic innovations:
- Analysis of vocabulary and terms. The possibility of transition of terminological units from one field of activity to another is analyzed, which allows one to talk about the possibility of developing a new entrepreneurial branch and draw up its strategy.
- Determination of parameters of publishing activity. Publications about the enterprise are studied as an integral organism, on the basis of which conclusions are drawn and appropriate recommendations are given.
- proportion method. Documents are being studied on the dynamic movement of indicators of world technosystems, on the basis of which recommendations for development are formed.
- Structural morphological analysis. Tracking innovations, fixing them and creating business principles on this basis.
- Method of patent analogues. World experience is taken into account; concepts patented during the reporting period are considered and trends are determined in accordance with which the development path is chosen.
Development of strategic innovations
When developing a strategy, it is necessary to take into account the stages life cycle products: the birth of an idea, the birth of a product, its approval for competitive market, stabilization, simplification, falling demand, exodus, complete cancellation of the release and the search for a new idea.
In strategic planning, it is important to clearly define the outcome of the production of one product and the emergence of another. To do this, the entrepreneur must be aware of new market trends and invest in them.
The development of an innovation program can be done by both special employees (there is even a position of director of innovation), and the head of the company himself. In the latter case, two scenarios are possible:
- The strategy is developed "from above", and its provisions are communicated to the departments.
- The departments themselves form a package of proposals to the management, on the basis of which the strategy is formed.
Each version involves taking into account risks and time factors.
The success of an organization depends on competence personnel, management style of the leader and many other factors. A well-chosen strategy for the development of the enterprise will make this mechanism coherent. Knowing the types of strategies and ways to apply them, described in this article, it is easier for the founder to make a choice in favor of a particular program.
Depending on the conditions of the micro- and macro-environment, an organization can choose one of the main types of innovation strategy:
· adaptive (defensive, passive)
· creative (offensive, active)
In general, essence adaptation strategy consists in carrying out partial, non-fundamental changes that allow improving previously mastered products, technological processes, markets within the structures and trends of activity already established in the organization. In this case, innovations are considered as a form of forced response to changes in the external business environment, which contributes to the preservation of previously won market positions.
As part of adaptation strategy stand out:
§ defensive strategy - a set of measures that allow you to counteract competitors, the purpose of which is to penetrate the existing market with similar or new products.
Depending on the market position and potential capabilities of the organization, this strategy can be developed in two main directions:
Creation of conditions on the market for these products that are unacceptable for competitors and contribute to their refusal to continue the struggle
Reorientation own production for the production of competitive products while maintaining or minimizing the previously won positions.
Time is considered to be the main characteristic, the success factor of a defensive strategy. All proposed activities are usually held in sufficient time. short time therefore, the organization must have a certain scientific and technical reserve and a stable position in order to achieve the expected result;
§ innovation imitation strategy assumes that the commodity producer relies on the success of competitors' innovations by copying them.
The strategy is quite effective for those who have the necessary production and resource base, which allows for the mass production of imitated products and their implementation in markets that have not yet been mastered by the main developer. Producers who choose this strategy incur fewer R&D costs and take fewer risks. At the same time, the probability of obtaining high profits also decreases, since production costs are higher compared to the developer, the market share is relatively small, and consumers of imitated products experience quite natural distrust in it, striving to obtain a product with high quality characteristics guaranteed by branded products. trademarks reputable manufacturers. The innovative imitation strategy involves the use of aggressive marketing policy, allowing the manufacturer to gain a foothold in the free segment of the market;
§ waiting strategy is focused on the maximum reduction of the level of risk in conditions of high uncertainty of the external environment and consumer demand for innovation.
The strategy is used by organizations of all sizes and successes. Major manufacturers they expect to use it to wait for the results of the market launch of an innovation offered by a small organization, and if it succeeds, push the developer back. Smaller organizations may also choose this strategy if they have a fairly stable resource base but R&D problems. Therefore, they consider waiting as the most realistic opportunity to penetrate the market they are interested in.
The waiting strategy is close to the strategy of innovative imitation, since in both cases the manufacturer, first of all, seeks to make sure that there is a steady demand for a new product of the developer organization, which accounts for the bulk of the costs of creating and commercializing the innovation. But, unlike the imitation strategy, in which the manufacturer is content with market segments that are not covered by the main organization, the manufacturer choosing the waiting strategy seeks to outperform the development organization in terms of production and implementation of innovation, and here the moment of starting active action against the organization is of particular importance. developer. Therefore, the waiting strategy can be both short-term and long enough;
§ strategy of direct response to the needs and demands of consumers commonly used in manufacturing industrial equipment.
The strategy is implemented by small organizations fulfilling individual orders large companies. The peculiarity of these orders or projects is that the work envisaged mainly covers the stages of industrial development and marketing of innovation, while the entire scope of R&D is carried out in specialized innovation divisions of the organization itself. Organizations implementing this strategy are not confirmed to be at particular risk, and the bulk of the costs fall on the above stages of the innovation cycle. In addition to small specialized organizations, the strategy of direct response to the needs and demands of consumers can also be used by divisions of large organizations that have a certain economic independence, quickly respond to specific production needs and are able to quickly adapt their production and scientific and technical activities in accordance with the content of the proposed orders.
In conditions of relatively stable commodity-money relations, innovations, as a rule, are the initial basis for increasing the competitiveness of products, expanding and strengthening market positions, developing new areas of product application, i.e. an active means of business, constituting the content of a creative, offensive strategy.
In the class of creative strategies stand out:
§ active R&D .
Manufacturers who implement this strategy receive the strongest competitive advantage, which, in fact, is expressed in original, one-of-a-kind scientific and technical developments or principles and methods. With a strategy based on R&D intensity, key strategic opportunities open up through diversification, development new products and markets. Strategic objectives management here consists of mobilizing additional assets (including market knowledge) to enter new product markets and constantly reviewing the activities of production units in terms of identifying emerging technological opportunities, as well as conducting internal reorganization necessary for the development of new products;
§ marketing oriented strategy
The strategy provides for the target orientation of all elements production system, as well as support and service activities to find means of solving problems associated with the release of innovation to the market. Moreover, the main range of these problems reflects the relationship between the seller of innovation and its consumers. The success of the strategy directly depends on the intensity of the organization's innovative activity. Practice shows that the intensity is higher if the organization has a stable position in an expanding market, invests heavily in R&D for new products, implements the principles of entrepreneurial activity in its activities, helps maintain the spirit of creativity in the team and a stimulating organizational climate;
§ M&A strategy
The strategy is one of the most common options innovative development organizations, because it involves less risk than other types of active strategy, relies on already established production processes and focuses on developed markets. The result of this strategy is the creation of new industries, large divisions, joint organizations based on the unification of previously separate structures.
In active innovation strategies, it is much more difficult to identify internal differences than in adaptive ones. They have much in common and are most effective when an organization implements a whole range of different areas of active innovation.
The specific type of innovation strategy for new products depends on a number of factors, the most important of which are considered to be the technological capabilities and competitive position of the organization.
Technological capabilities are determined by the internal and external characteristics of innovation. The internal ones include the previously formed scientific and technical and technological potential, the elements of which are personnel, a portfolio of patents.
Thus, a specific type of innovation strategy, first of all, depends on the state of the processes of interaction between the commodity producer and external environment in the broadest sense.
In addition to innovative goal-setting, an innovative strategy usually includes such elements as: marketing, sales, competition, for example, in terms of making decisions about the possibilities of their use for the effective dissemination of innovation; elements of investment and financial policy, for example, regarding the selection and justification of specific sources of funding for envisaged projects; elements of personnel policy, for example, in terms of providing innovative processes with personnel of the required qualification and professional level, as well as meeting the requirements of innovative management in managerial personnel.
Before building a strategy for the innovative development of a particular enterprise, it is necessary to determine the types and structure of the innovative strategy.
The main feature of the classification of innovative strategies is control level, within which for the highest level there corresponds the innovation strategy as an element of the overall economic strategy and the level of the middle link of the system - the management of the actual innovation activity.
According to J. Steiner, in the field of innovation strategy top level includes decisions on the following groups of issues: allocation of appropriations for fundamental research, evaluation of results, discoveries, patents, areas of research, research reports, trademark.
Decisions made on middle level, allow you to determine specific actions in accordance with the nature of the main goals and features of their achievement, taken in the implementation process innovative projects.
The object of most research in the field of classification of innovative strategies are top-level strategies. Let's consider some of them in more detail.
As part of the study of foreign experience in innovation management, two main classes of innovation strategy are distinguished in the work - defensive and offensive, according to the nature of the goals to be solved. Moreover, each class includes several types or options that can be selected by the manufacturer depending on the conditions of the micro- and macroenvironment.
Essence defensive strategy consists in carrying out partial non-fundamental changes that allow improving previously mastered products, technological processes, markets within the framework of already established organizational structures and trends in the manufacturer's activities. In this case, innovations are considered as a form of forced response to changes in the external business environment, which contributes to the preservation of previously won market positions.
As part of the defensive strategy, the following types are distinguished:
Defense strategy;
Strategy of innovative imitation;
waiting strategy;
A strategy to respond directly to the needs and demands of consumers.
Defense strategy is a set of measures that allow counteracting competitors, the purpose of which is to penetrate the established market with similar or new products. Depending on the market position and potential capabilities of the organization, this strategy can be developed in two main directions:
Creation of conditions on the market for these products that are unacceptable for competitors and contribute to their refusal to continue the struggle;
Reorientation of own production to the production of competitive products while maintaining or minimizing the previously won positions.
Time is considered to be the main characteristic, the success factor of a defensive strategy. All proposed activities are usually carried out in a fairly short time, so the manufacturer must have a certain scientific and technical background and sustainable financial position to achieve the expected result.
Innovation imitation strategy assumes that the manufacturer "bets" on the success of competitors' innovations by copying them. The strategy is quite effective for those who have the necessary production and resource base, which allows for the mass production of imitated products and implementation in markets that have not yet been mastered by the main developer.
Producers who choose this strategy incur fewer R&D costs and take fewer risks. At the same time, the probability of obtaining high profits is also reduced, since production costs are higher compared to the developer, the market share is relatively small, and consumers of imitated products have a completely natural distrust of it, striving to obtain a product with high quality characteristics guaranteed by branded trademarks of reputable manufacturers. Therefore, quite often such products are produced in the countries of the “third world”, on dubious grounds, creating direct competition with real goods due to the illegal, “pirated” use of original trademarks.
The strategy of innovative imitation involves the use of aggressive marketing techniques that allow the manufacturer to gain a foothold in a free market segment.
waiting strategy is focused on the maximum reduction in the level of risk in the face of uncertainty in the external environment and consumer demand for innovation. It is used by companies of various sizes and success. Large manufacturers expect with its help to wait for the results of the market launch of an innovation offered by a small company, and, if successful, push the developer back. Small companies may also choose this strategy if they have a sufficiently stable resource base, but there are problems with R&D. Therefore, they consider waiting as the most realistic opportunity to penetrate the market they are interested in.
The waiting strategy is close to the strategy of innovative imitation, since in both cases the manufacturer first of all seeks to make sure that there is a stable demand for a new product of the developer company, which accounts for the bulk of the costs of creating and commercializing the innovation. But unlike the imitation strategy, in which the manufacturer is content with market segments not covered by the main company, the manufacturer choosing the waiting strategy seeks to outperform the developer company in terms of production and implementation of innovation, and here the moment of starting active actions against the developer company is of particular importance. . Therefore, the waiting strategy can be both short-term and long enough in time.
In order to correctly time the start of active responses and thereby reduce the risk of failure, manufacturers develop and apply special analytical techniques and information systems to collect information about advanced competing companies, possible markets for proposed innovations, the needs of individual consumer groups, etc.
Immediate response strategy to the needs and demands of consumers, it is usually used in the field of industrial equipment production. It is implemented by small-sized organizations and firms that carry out individual orders of large companies. The peculiarity of these orders or projects is that the work envisaged mainly covers the stages of industrial development and marketing of innovation, while the entire scope of R&D is carried out in specialized innovation divisions of the customer company itself.
Organizations and firms that implement this strategy are not particularly at risk, and the bulk of the costs fall on the above stages of the innovation cycle. In addition to small specialized firms, the strategy of direct response to the needs and demands of consumers can also be used by divisions of large companies that have a certain economic independence, quickly respond to specific production needs and are able to quickly bring their production and scientific and technical activities in line with the content of the proposed orders.
All types of strategies in relation to previously mastered and improved products can be divided into two main groups. On the one hand, these are strategies that involve producer cost reduction, with another - product differentiation.
As part of first group the focus is on improving the material, technical and technological base of production, finding ways to reduce costs at certain stages of the innovation cycle.
Typically, a cost leadership strategy is implemented by companies that have a fairly stable market position and reliable sources of raw materials.
In case of success of this strategy, the manufacturer receives an even greater market share, cost savings on the purchase of raw materials, materials, components and semi-finished products. As a result, he receives more profit than his competitors, and, consequently, additional funds for improving the material, technical and technological base, thereby maintaining leadership in terms of costs in his industry.
Product differentiation strategy involves the development and creation in any field of activity of an original product that differs from those previously mastered by design in some quality parameters, technological features of production, forms after-sales service etc.
The distinguished groups of strategies are interconnected, and in many cases, cost reduction is a condition for the success of product differentiation.
In conditions of relatively stable commodity-money relations, innovations, as a rule, are the initial basis for increasing the competitiveness of products, expanding and strengthening market positions, developing new areas of application of products, i.e., an active business tool that makes up the content offensive strategy.
This class of innovation strategy includes:
Active R&D strategy;
Marketing Orientation Strategy;
Mergers and acquisitions strategy.
Manufacturers selling active R&D strategy, get the strongest competitive advantage, which, in fact, is expressed in original, one-of-a-kind scientific and technical developments or principles, methods.
With a strategy based on R&D intensity, key strategic opportunities open up through horizontal diversification, the development of new products and markets. The strategic objectives of management are to mobilize additional assets, including knowledge of markets, entering new product markets and constantly analyzing the activities of production units in terms of identifying emerging technological opportunities (for example, the possibility of producing a new product based on changing or integrating existing industries), and also in carrying out internal reorganization necessary for the development of new products.
Marketing Oriented Strategy, provides for the target orientation of all elements of the production system, as well as auxiliary and service activities, to find means of solving problems associated with the release of innovation to the market. Moreover, the main range of these problems reflects the relationship between the seller of innovation and its consumers. The success of the strategy directly depends on the intensity of the organization's innovative activity. Practice shows that the intensity is higher if it has a stable position in an expanding market, invests heavily in R&D for new products, implements the principles of entrepreneurial activity in its activities, and helps maintain the spirit of creativity in the team and a stimulating organizational climate.
M&A strategy is one of the most common options for the innovative development of a manufacturer, since it involves less risk compared to other types of active strategy, relies on already established production processes and focuses on developed markets. The result of this strategy is the creation of new industries, large divisions, joint companies based on the unification of previously separate structures. Their most effective variety is considered to be external and internal venture projects.
A venture creation strategy can be applied subject to careful analysis in the following areas:
The nature of new products and technologies and their relationship to the firm's key technologies and markets;
The place of the venture in the organizational structure of the company (for example, the organization of a venture at a linear production unit or at a central research and design unit);
Method and terms of financing;
Opportunities to provide qualified specialists in management, research and development, marketing through internal sources or additional involvement from outside.
In offensive (active) innovation strategies it is much more difficult to single out internal differences than in the defensive class. They have much in common and are most effective when an organization or firm implements a whole range of different areas of active innovation.
The specific type of innovation strategy for new products depends on a number of factors, the most important of which are considered to be the technological capabilities and competitive position of the manufacturer.
Technological capabilities are determined by the internal and external characteristics of innovation. The internal ones include the previously formed scientific and technical and technological potential, the elements of which are personnel, material and technical base, financial resources, know-how, and a portfolio of patents. Examples of the external manifestation of technological capabilities are the availability and scale of distribution of licenses, the forms and nature of relationships with suppliers and consumers.
Competitive opportunities are reflected by the following indicators: relative market share controlled by the manufacturer; the ability to quickly respond to the dynamics of market structures and, as a result, a flexible approach to the content of the goals of the innovation strategy; access to sources of obtaining relatively cheap but high-quality resources, to sources of financing for innovative programs and individual projects; the level of training of personnel of various categories and their professionalism; willingness to take risks. In addition, special attention is paid to the moral and psychological aspects innovative activity, expressed in the creation and maintenance of a high professional image of the organization, authority among competitors and consumers. Thus, a specific type of innovation strategy depends, first of all, on the state of the processes of interaction between the manufacturer and the external environment in the broadest sense.
In addition to the "classical" grouping of strategies into defensive and offensive, some authors introduce a number of intermediate types. For example, V. Hartman and V. Stock, who consider an independent class adaptive strategy, consider as its main features the acquisition of licenses from the leading firm and / or attempts to improve the product, produce a similar product, provide lower production costs, etc. In their opinion, such a strategy is characterized by lower R&D costs and less risk and correspondingly low profits.
In other works, one can find a slightly modified approach to the classification of innovative strategies, although almost all of them, to one degree or another, use the division of existing strategies according to the principle of defensive or offensive. So, B. Santo identifies six types of innovation strategy:
1) traditional;
2) opportunistic;
3) imitation;
4) defensive;
5) dependent;
6) offensive.
An analysis of the typology of B. Santo shows that within traditional strategy The main goal of the manufacturer is to improve the quality of previously mastered products. It is implemented in stable production economic conditions and the traditionally established nomenclature of production with a relatively low level of competition. This strategy helps to strengthen the market position of the manufacturer, but at the same time may become a factor in their loss in the future due to limited diversification opportunities.
Realizing opportunistic strategy, the manufacturer focuses on a product that allows for savings on R&D, but provides a monopoly in the market. Its success requires the most complete information about the state of the market, a high level of technical and technological development of production, as well as the ability and capacity of the manufacturer to rapid adaptation production to specific market conditions. However, this strategy limits the opportunities and prospects for the development of its own R&D sector.
Simulation strategy is focused on acquiring new technical ideas and technologies from development firms that are able to ensure rapid market development based on the release of licensed products. It requires appropriate financial resources for the purchase of licenses and allows you to quickly take quite advantageous market positions and use licensed developments in your own research. However, this strategy can lead to an undesirable dependence of the organization on the license seller, as well as a negative impact on the results of the main activity in the case of acquiring licenses for developments with a low level of competitiveness.
Purpose of defensive strategy according to B. Santo is to keep up with competitors in the chosen field, as a result of which there is no orientation of the manufacturer to occupy a leading position in the market. Its implementation requires the availability of initial scientific and technical developments of a sufficiently high level. However, it is difficult to agree that another condition for the application of a defensive strategy is the absence of strong competitors - both firms and products, since in this case its own economic purpose. This strategy is carried out with relatively low risk, as the proposed products have already been market tested, although there is a risk of missing out on an important development offered by the first manufacturer to replace the product offered by the “defensive” manufacturer.
Dependent strategy most typical for medium and small organizations and firms interacting with large companies. Therefore, the readiness of large manufacturers to transfer new developments for their further distribution to small and medium-sized businesses is one of the main conditions for applying this strategy. As a result, there are savings on in-house research and development, marketing research, technological training production. But a small enterprise or firm can suffer significantly in the event of possible failures of the main company. In addition, the dependent strategy practically does not provide opportunities for diversification.
offensive strategy reflects the manufacturer's goal to take a leading position in the market. It is characterized by the presence of a developed R&D sector, a strong resource base, comprehensive analytical marketing research, as well as an appropriate attitude of personnel of all categories and levels of management. A manufacturer choosing an offensive strategy is able to quickly respond to the emergence of "technological gaps", which really allows him to ensure his leadership in a particular production area. At the same time, the risk associated with the choice of this strategy is maximum in comparison with other options.
In the typology proposed in the paper, there are four main types of innovation strategy: actively offensive, moderately offensive, defensive and residual.
The first type of strategy (actively offensive) used by manufacturers striving to be the first in the market for a particular innovation. To do this, they must have a high innovative potential, as well as a scientific and technical background in the production of a new product, a strong marketing service, etc., that is, all those characteristics that allow them to achieve leadership in a narrow area within a relatively short period time (2-3 years).
The second type of strategy (moderately offensive) allows the manufacturer to become the “second best manufacturer” and maintain this position by conducting very high-level in-house R&D on a much wider range of products than, for example, choosing the first type of strategy. At the same time, the risk of failure, of course, is not as high as for the first manufacturer, and the level of competitiveness of products allows you to get a fairly high amount of profit from their sale.
The third type of strategy (defensive) the authors consider it the most acceptable for medium-sized companies seeking to maintain their positions, or for those who have no problems with sales due to the lack of competition (for example, a monopoly position in a certain area that is inaccessible to competition). But then, in our opinion, the choice of this strategy is at least incomprehensible, since in the absence of competition, the manufacturer is relieved of the need to "defend" from anyone.
The fourth type of strategy (residual) reflects the desire of the manufacturer to remain in the already mastered market with average or even obsolete products after the departure of the leading manufacturer from this market. Then, as a rule, small firms cover the residual demand for this product of individual consumer groups. With unconditional savings on various types of costs, including R&D and market development, this strategy is characterized by rather severe time constraints, since an incorrect assessment of the moment of entering the residual market can lead to significant sales losses.
Another typology - B. Twiss - considers the following options as the main varieties of the innovation strategy: offensive, defensive, licensing, intermediate, robbery, the strategy of creating a new market.
In a relationship offensive strategy his position differs in that, in addition to the desire to be the first in the market for new products, with which other authors agree, he considers only small firms concentrating their efforts on one or several innovative projects as the main manufacturers choosing it. In other words, the advantage in choosing this strategy is given to the venture small business, which is far from unambiguous. Therefore, with a very high degree of risk, this strategy is characterized by the possibility of a quick return on investment and profit.
Defense strategy is used when there is a significant market share not occupied by the first manufacturer of the product or competitors, opportunities for profit, including due to relatively low costs. In addition, this strategy is more characterized by increased attention to development than to research.
Licensing strategy this classification is also interpreted quite traditionally, but in terms of the conditions for its application, the need to conduct in-house R&D for the subsequent more accurate selection of licenses for purchase is emphasized.
Intermediate strategy avoids a direct clash of market interests between competitors as a result of identifying a free niche. Therefore, the intermediate strategy is largely based on marketing research and requires high creative activity of marketing staff. This strategy can not only provide a quick return on investment, but in some cases lead to a monopoly position in the market. At the same time, the degree of risk in this option is also quite high.
The type that B. Twiss calls robber strategy, implies a sharp intrusion of the manufacturer into the market, which can lead to its reduction. This can happen if the manufacturer has such products with which he can enter an unusual market where he was not presented before. Profit in this case can be obtained as a result of the reorientation of consumers from a traditional product to a new one. The main risk factor here is the lack of practical experience in a new, previously unknown market.
Strategy for creating a new market assumes that in a given period the organization is the only manufacturer of a new product. Its effectiveness primarily depends on the level of development of the marketing service and, accordingly, on the quality of its marketing research, on the innovative activity of the personnel and the progressiveness of the management's position in matters of long-term development of production. Naturally, a manufacturer implementing this strategy becomes a monopolist in the market, and the costs of developing and distributing innovations will pay off fairly quickly. At the same time, it is also clear that the strategy of creating a new market has a very high degree of risk.
The considered variants of the typology of the types of innovation strategy allow us to conclude that in practice they use different definitions to characterize the same type of strategy, while maintaining a single point of view on its content and selection conditions. This applies to the names of classes of innovative strategies, when, along with the concept of “defensive” strategy, the concept of “adaptive”, “passive” is used, and the concepts of “offensive” are synonymous with the concepts of “active”, “creative”, etc. In this regard, it becomes necessary to streamline existing approaches to the typology of innovative strategies, bring them to uniformity (Fig. 15.2).
Rice. 15.2. The relationship of innovative strategies of various types
In practice, the process of choosing a specific type of innovation strategy, as a rule, involves determining the priority area that will play a leading role in the long-term development of the organization. But in real conditions, there are practically no examples that would characterize the choice of any one, clearly defined type of strategy. Only with a comprehensive solution innovative tasks development of production, a strategic success is possible. Therefore, at the same time, the manufacturer usually implements a variety of activities, some of which, in their content and focus, may not correspond to the main strategic goal as they may affect different areas of the organization. But even within the framework of the main strategy, actions and projects of various nature are usually carried out. One more approach to the typology of innovative strategies allows taking all this into account.
Depending on the nature of the innovation strategy, S. Douma (Netherlands) classifies them as follows: horizontal expansion, related diversification, unrelated (conglomerate) diversification, and vertical integration.
Yu. Denisov classifies innovative strategies according to the scope of goals, highlighting selective (or selective), combined and general forms.
Electoral strategy characterized by the concentration of resources in specific, most important areas. If the necessary financial resources are available, the organization can quite quickly eliminate the backlog in selected areas of activity precisely due to the concentration of resources. At the same time, in this case, the possibility of lagging behind in other areas not covered by this strategy is quite real, i.e., the complexity in its development may be violated.
Combined strategy is a variant of a combination of strategies of various types. It is most effective if the manufacturer has an analysis system and a methodology for choosing strategies. The success of this strategy determines the complex innovative development of the organization, the effective use of innovative potential, and a stable market position. But with an unsuccessful selection of strategies, a slowdown in the pace of development of production, a lag behind the leaders in the innovation sphere, etc., may occur.
With a sufficiently high level of innovative activity in most areas of the manufacturer's production interests, the strategy, according to Yu. Denisov, becomes universal. It also provides for its comprehensive comprehensive development, but if the implementation mechanism is not clearly developed, it can lead to a dissipation of available funds and resources.
Thus, presented in fig. 15.2 the main types of innovative strategies should also be considered in terms of their complexity.
Moreover, when it comes to combined innovative strategies, it is rather difficult to unequivocally determine the priority of measures of only defensive or only offensive class. In addition to defensive and offensive strategies, it is necessary to single out a combined, intermediate strategy as a separate category. This strategy is most effective in cases where the interests of the manufacturer lie in different areas with different levels of innovative development, and also when, having strengthened its position as a result of the implementation of a defensive strategy, it gradually seeks to move to the offensive.
(Materials are given on the basis of: Fundamentals of Management. Edited by A. I. Afonichkin. - St. Petersburg: Peter, 2007)
Topic. Innovation Strategies
Innovation strategy as component overall strategy of the organization.
Types of innovation strategies
Types of innovative behavior
The real competitive advantages of firms in modern market depends on huge amount general and particular factors. Despite their unconditional diversity, it can be confidently stated that the most important are the factors that determine the conditions for choosing an organization's development strategy and the features of the process of its implementation.
One of the most important components of the overall strategy of the organization is its innovation strategy. As noted by prof. R.A. Fatkhutdinov, strategies in general and innovative strategies in particular are aimed at developing and using the potential of an organization and are considered as a reaction to a change in the external environment. Therefore, the diversity of innovative strategies is determined by the composition of the components of the internal environment of the enterprise.
Complication production processes, increasing the knowledge intensity of manufactured products, changing the external environment of the organization cause an increase in the requirements for the content of its policy, strategy and tactics, for the quality of management. In this situation, the level of its real and potential innovativeness becomes the main condition for the effectiveness of any business entity. Therefore, it is quite logical to define the innovation strategy as a key link in the organizational strategy, without diminishing the role and importance of its other elements.
Innovation strategy as an integral part of the overall strategy of the organization, it is a purposeful activity to determine the priorities for the long-term development of the organization and achieve them, as a result of which a new quality of production and management is ensured. It is implemented through progressive non-standard reasonable management decisions taken taking into account the specifics of the work of the organization.
IP goals:
ü Ensuring the competitive position of the enterprise;
ü Reactions to the influence of the external environment;
ü Opportunities to create a new market niche with the help of predominantly product innovations;
ü Opportunities to increase the volume of production and sales of products
As practice shows, the nature of the innovation strategy implemented by the enterprise is determined by a number of features.
Features of planning are manifested in the process of determining its real temporal and quantitative boundaries, the principles for the formation and distribution of all types of organization resources, the possibilities of using various techniques and methods of innovation management, known from practice.
The essence of the features of financial regulation are: principles, criteria and factors for evaluating the effectiveness of innovative programs developed and implemented in accordance with the organization's innovation policy, conditions and specific forms of distribution financial resources between stages innovation process, individual performers, etc.
Identification of the features of the organization of work and stimulation of personnel is necessary to ensure the continuity and continuity of the innovation process, to enhance the individual and collective creative initiative of employees, regardless of skill level and job responsibilities.
The specifics of the organization's innovative strategy depends on the profile of its activities, the level of production and technical development, the focus and volume of work carried out in production and research departments within the framework of the innovation cycle for various types innovations and their areas of application.
When evaluating the innovation strategy of an organization, one should take into account the high dependence of its development prospects on the results of previous periods, the accumulated potential.
The content and results of the innovation strategy are greatly influenced by the intensity and quality of interaction between specialized and professional units.
The responsibility for the innovation strategy, on which the survival of the organization depends, lies with managers, and the task of top management is to identify managerial potential for the specific conditions of the functioning of the organization, systematically review the internal reserves of managerial talent, set the scope and goals of the necessary managerial training and allocate appropriate resources.
But in any case, the priorities of the innovative strategy of the commodity producer are limited by its innovative potential in the field of production (main) activities.
Types of innovation strategies
Depending on the conditions of the external and internal environment, an enterprise can choose one of the main types of innovation strategy:
1) adaptive, defensive, passive;
2) creative, aggressive, active.
There are the following types of innovation strategies:
1. offensive- characteristic of firms that base their activities on the principles of entrepreneurial competition. It is typical for small innovative firms.
2. defensive- is aimed at maintaining the competitive position of the company in existing markets. The main function of such a strategy is to activate the cost-benefit ratio in the innovation process.
Such a strategy requires intensive R&D.
3. Imitation- used by firms with strong market and technological positions.
The imitation strategy is used by firms that are not pioneers in the release to the market of those other innovations. At the same time, the main consumer properties are copied (but not necessarily technical features) innovations released to the market by small innovative firms by leading firms.
The innovation strategy is based on the principle "time is money".
The choice of an innovation strategy, taking into account the product life cycle, considers the following:
1. Origin. This turning point is characterized by the appearance of the embryo of a new system in the old original environment, which turns it into a maternal one and requires the restructuring of all life activity.
Example 1. Inventive cycle. Here, the origin is the appearance of the first idea (a formalized technical solution), which will form the basis of a new type of technology (formulation of the principle of activity).
Example 2. Production cycle. The origin is the creation of an explorer company (that is, a company that specializes in creating new radical transformations of old market segments), which undertakes to develop new technology.
2. Birth. Here the fracture is what really appears new system, formed largely in the image and likeness of the systems that gave rise to it.
Example 1. The appearance of the first idea (formalized technical solution), which will allow you to move on to a general idea of a new type of technology (formulation of a layout diagram).
Example 2. The beginning of the transformation of an explorer firm into a patient firm (a firm operating in a narrow segment of the market and satisfying the specific needs existing on it).
3. Statement. The turning point is the emergence of a formed (adult) system, which begins to compete on equal terms with those created earlier, including the parent one. The formed system seeks to assert itself and is ready to lay the foundation for the emergence of a new system.
Example 1. The emergence of the first idea (formalized technical solution), which will allow us to proceed to the practical creation of the first samples of a new type of technology (creation of a design scheme).
Example 2. The beginning of the transformation of a patient firm into a violet firm (a firm with a "power" strategy, operating in the field of a large standard business, characterized by a high level of mastered technology, mass production).
4. Stabilization. A turning point in the entry of the system into a period when it exhausts its potential for further growth and is close to maturity.
Example 1. The emergence of the first idea (formalized technical solution), which will allow us to move on to practical implementation technical systems, suitable for large-scale implementation (creation of several standard sizes).
Example 2. The entry of violet to the world market and the formation of the first halyard on it.
5. Simplification. The turning point, consisting in the beginning of the "withering" of the system, in the appearance of the first symptoms that it has passed the "climax" of its development: youth and maturity are already behind, and old age is ahead.
Example 1. The appearance of the first idea (formalized technical solution), which is associated with the optimization of the created technical system.
Example 2. Formation of a transnational company (TNC) from violet.
6. The fall. In many cases, there is a decrease in most significant indicators of the vital activity of the system, which is the essence of the turning point.
Example 1. The emergence of the first idea (formalized technical solution) associated with improvements to a previously created technical system at the level of rationalization proposals.
Example 2. The beginning of the disintegration of TNCs into a number of separate switching firms (firms that carry out medium and small businesses to meet local needs with an individualized approach to customers based on the achievements of violett firms.
7. Exodus. This turning point is characterized by the completion of the decline in most of the significant indicators of the system's vital activity. It seems to be returning to its original state and preparing for the transition to a new state.
Example 1. The appearance of the first idea (formalized technical solution), which is associated with a change in the function of the operated equipment.
Example 2. The end of the process of division of TNCs into a number of semi-isolated switching firms, in this situation, the death of one firm does not cause any complications in the activities of others.
8. Destructuring. The turning point is expressed in the cessation of all vital processes of the system, in its use in a different capacity, or in the implementation of the technology of utilization.
Example 1. The cessation of the flow of ideas related to this type of technology (in this case, individual samples of old technology can be used as relics, and in this regard, the emergence of technical solutions, which, as a rule, belong to the fifth or sixth stage, is not ruled out.
Example 2. Termination of the existence of a company (as a rule, this means its re-specialization for the production of other products).
This is followed by the local level, which determines the NTPL, that is, to the level of the firm, production, etc. According to modern economics, in each specific period of time, a competitive production unit (firm, enterprise), specializing in the production of products to meet a certain social need, is forced to work on a product belonging to three generations of technology - outgoing, dominant and emerging (promising).
Each generation of technology goes through a separate life cycle in its development. Let the firm in the time interval from t 1 to t 3 work on three generations of technology A, B, C, successively replacing each other (Fig. 4.3).
At the stage of inception and the beginning of growth in the output of product B (moment t 1), the costs of its production are still high, while demand is still small, which limits the economically justified volume of production. At this moment, the output of product A (the previous generation) is very large, and product C is not yet produced at all (diagram "a", Fig. 4.4). At the stage of stabilization of the production output of generation B (the moment t 2 , the stages of saturation, maturity and stagnation), its technology has been fully mastered; the demand is very high. This is the period of maximum output and the greatest cumulative profitability of this product. The output of product A has fallen and continues to fall (diagram "b"). With the advent and development of a new generation of technology (product C), which ensures even more efficient performance of the same function, the demand for product B begins to fall (moment t 3) - its production volume and the profit it brings are reduced (diagram "c"), the same generation of technology A generally exists only as a relic.
Diagrams of the structure of the firm's output at various points in time:
a) moment t1; b) moment t2; c) moment t3.
On fig. 4.3 it can be seen that the stable value of the total income of an enterprise (firm) is ensured by the correct distribution of uy between successive products (generations of technology). Achieving such a distribution is the goal of the formation and implementation of the scientific and technical policy of the company. The optimization of this policy requires knowledge of the technical and technological capabilities of each of the successive (and competing) generations of technology. With the development of that other technical solution, its real ability to meet the corresponding needs of society and economic characteristics change, which, in fact, determines the cyclical nature of the development of generations of technology.
However, the determining factor in the formation of a competitive scientific and technical policy of an enterprise (firm) is the fact that funds must be invested in the development and development of a product much earlier than a real effect is obtained in the form of gaining a strong position in the market. Therefore, strategic planning of scientific and technological policy requires reliable identification and forecasting of development trends for 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 development will reach its maximum development, when a competing product will reach this stage, when it is advisable to start development, when - expansion, and when a decline in production occurs.
The full life cycle of a separate generation of technology (from the first scientific developments of the principle of operation to the removal from industrial production) in a market economy, as a rule, is formed by multidirectional tendencies of many enterprises and firms. It covers at least three private cycles: scientific, inventive and industrial. These cycles during the life of one generation of technology one after another sequentially, but with some mutual overlap in time.
Numerous studies have shown that between these cycles there is a statistical relationship through a time lag equal to a certain average probable period of time. This lag is located between the moment when a technical solution appears (or between the moment of registration, registration of a technical idea, project, etc., for example, obtaining a patent for an invention) and the moment of maximum use of this idea, project, etc. in industry. In this regard, the scientific and technical policy of an enterprise (firm) must carefully monitor domestic and world trends in the development of science and technology. To successfully solve this problem, you need to be able to analyze the flow of documents (information).
The existing methodological apparatus for identifying world and domestic trends in the development of science and technology based on the analysis of arrays of documents can ultimately lead to the following five methods:
1. Method of structural and morphological analysis
This method is designed to identify the internal composition of the subject area, fixing the emergence of fundamentally new developments (ideas, technical solutions, etc.), which makes it possible to reasonably form the STPL strategy at the sub-industry level.
2. Method for determining the characteristics of publication activity
Its specificity is related to the fact that the flow of documents behaves like a system, subject to cyclic development; By tracking these cycles, it is possible to determine at what stage of the life cycle the subject area is in that other country. This makes it possible to offer correct recommendations on the formation of NTPL at the industry level.
3. Method based on detection
groups of patent documents with a family of patent-analogues of high power, just a method of patient-analogues. Its essence comes from the fact that firms patent abroad only those ideas that are of practical importance. Therefore, by identifying the directions in which the capacity of patients-analogues is growing faster, it is possible to establish the direction of the activities of leading firms in the development of production potential.
4. Method of terminological and lexical analysis
Terminological analysis is based on the assumption that when researchers use ideas from other areas of knowledge, the terminological apparatus changes. This is due to large structural shifts that are not initially tracked by any other methods. Therefore, the method of terminological analysis makes it possible to identify the emergence of fundamental innovations at an early stage and to predict the direction of expected changes. Lexical analysis of texts is similar to terminological analysis; the only difference is that not specific terms are considered, but phrases (lexical units).
5. Method of indicators
is based on the fact that each technical system is described by a set of indicators that are improved to the extent of scientific and technological progress, which is reflected in the documents. By studying the dynamic characteristics of indicators of technical systems, one can get a clear idea of the trends that exist in world and domestic practice and scientific research.
The general sequence of preparation of initial information for making managerial decisions on the formation of scientific and technical policy consists of several blocks. The first is the development of a morphological classification of the subject area. Such a classification is a formalized table in which the technological (technical) production chain is divided into elements according to certain aspects (operation, principle of operation, materials used, etc.). Moreover, for each element, a list of possible alternative methods of implementation is formed. In its most simplified form, the morphological classification is a table in which any combinations between variants of division aspects are possible.
The second block is the development of a subject area rubricator, for example, in terms of the International Classification of Inventions. The rubricator is a set of headings, according to which documents are selected from various sources on the subject of interest. Accordingly, the third, fourth and fifth blocks - information retrieval of the original information; analysis of the obtained results; determination of recommendations on the formation of scientific and technical policy of enterprises (firms) for decision makers.
The studies carried out and the results obtained thanks to them make it possible to identify the moments of development and change of generations of technology, to identify emerging trends, to predict further changes in technology and technology in order to optimize science and technology policy. All this serves as a basis for making recommendations on investment policy and resource investment planning.
The directions for choosing an innovative strategy, taking into account the market position (controlled market share and the dynamics of its development, access to sources of financing and raw materials, the position of a follower in industry competition) are shown in the diagram:
The choice of strategy is carried out for each direction identified when setting the goal. A simplified selection model was developed by the Boston Advisory Group and is designed to select a strategy depending on market share and growth rates in the industry:
According to this model, firms that have won large market shares in fast-growing industries (“stars”) must choose a growth strategy. Firms with high shares of growth in stable industries (“cash cows”) choose a limited growth strategy. Their main goal is to hold positions and make a profit. Firms with a small market share in slow-growing industries ("dogs") choose a strategy of cutting off the excess.
For enterprises that are weakly entrenched in fast-growing industries, the situation requires additional analysis, since the answer is ambiguous.
When choosing strategy options, the firm can use the matrix products / market:
Table 4.1.
Matrix products / market
| Products currently in production | New products related to the manufactured | Brand new products | |
| Available Market | 90% | 60% | 30% |
| A new market but connected to an existing one | 60% | 40% | 20% |
| Absolutely new market | 30% | 20% | 10% |
In adopting this different strategy, management must consider 4 factors:
1. Risk. What level of risk does the firm consider acceptable for each of the decisions it makes?
2. Knowledge of past strategies and the results of their application will allow the firm to more successfully develop new ones.
3. Time factor. Often good ideas failed because they were proposed for implementation at the wrong time.
4. Reaction to the owners. The strategic plan is developed by the company's managers, but often the owners can exert forceful pressure to change it. The management of the company should keep this factor in mind.
Strategy development can be done in three ways: top-down, bottom-up, and with the help of a consulting firm. In the first case, the strategic plan is developed by the company's management and, as an order, goes down to all levels of management.
When developing "from the bottom up", each division (marketing service, financial department, production units, R&D service, etc.) develops its recommendations for the preparation of a strategic plan within its competence. Then these proposals are sent to the management of the company, which summarizes them and makes the final decision at the discussion in the team. This allows you to use the experience gained in units directly related to the problems under study and gives employees the impression of a commonality of the entire organization in the development of strategy.
The firm may also use the services of consultants to research the organization and develop a strategy.
In general terms, the essence of the adaptation strategy is to carry out partial, non-fundamental changes that allow improving previously mastered products, technological processes, markets within the framework of structures and activity trends already established in the organization. In this case, innovations are considered as a form of forced response to changes in the external business environment, which contributes to the preservation of previously won market positions.
As part of the adaptation strategy,:
Defense strategy- a set of measures to counteract competitors, the purpose of which is to penetrate the established market with similar or new products. Depending on the market position and potential capabilities of the organization, this strategy can be developed in two main directions: either creating conditions on the market for this product that are not acceptable to competitors and conducive to their abandonment of further struggle, or reorienting their own production to the production of competitive products while maintaining or minimal reduction of previously won positions. Time is considered to be the main characteristic, the success factor of a defensive strategy. All proposed activities are usually carried out in a fairly short time, so the organization must have a certain scientific and technical grounded and stable position to achieve the expected result.
Innovation imitation strategy assumes that the commodity producer relies on the success of competitors' innovations by copying them. The strategy is quite effective for those who have the necessary production and resource base, which allows for the mass production of imitated products and their implementation in markets that have not yet been mastered by the main developer. Producers who choose this strategy incur fewer R&D costs and take fewer risks. At the same time, the probability of obtaining high profits is also reduced, since production costs are higher compared to the developer, the market share is relatively small, and consumers of imitated products have a completely natural distrust of it, striving to obtain a product with high quality characteristics guaranteed by branded trademarks of reputable manufacturers. The strategy of innovative imitation involves the use of aggressive marketing techniques that allow the manufacturer to gain a foothold in a free market segment.
waiting strategy is focused on the maximum reduction of the level of risk in conditions of high uncertainty of the external environment and consumer demand for innovation. It is used by organizations of various sizes and successes. Large manufacturers expect with its help to wait for the results of the market entry of an innovation offered by a small organization, and if it succeeds, to push the developer back. Smaller organizations may also choose this strategy if they have a fairly stable resource base but R&D problems. Therefore, they consider waiting as the most realistic opportunity to penetrate the market they are interested in. The waiting strategy is close to the strategy of innovative imitation, since in both cases the manufacturer, first of all, seeks to make sure that there is a stable demand for a new product of the developer organization, which accounts for the bulk of the costs of creating and commercializing the innovation. But, unlike the imitation strategy, in which the manufacturer is content with market segments that are not covered by the main organization, the manufacturer choosing the waiting strategy seeks to outperform the development organization in terms of production and implementation of innovation, and here the moment of starting active action against the organization is of particular importance. developer. Therefore, the waiting strategy can be both short-term and quite long-term.
Strategy for direct response to the needs and demands of consumers commonly used in the field of industrial equipment manufacturing. It is implemented by small-sized organizations that carry out individual orders of large companies. The peculiarity of these orders or projects is that the work envisaged mainly covers the stages of industrial development and marketing of innovation, while the entire scope of R&D is carried out in specialized innovation divisions of the organization itself. Organizations implementing this strategy are not particularly at risk, and the bulk of the costs fall on the above stages of the innovation cycle. In addition to small specialized organizations, the strategy of direct response to the needs and demands of consumers can also be used by divisions of large organizations that have a certain economic independence, quickly respond to specific production needs and are able to quickly adapt their production and scientific and technical activities in accordance with the content of the proposed orders.
In conditions of relatively stable commodity-money relations, innovations, as a rule, are the initial basis for increasing the competitiveness of products, expanding and strengthening market positions, developing new areas of product application, i.e. an active means of business, constituting the content of a creative, offensive strategy. In this class innovation strategy stand out.
Active R&D. Manufacturers who implement this strategy receive the strongest competitive advantage, which, in fact, is expressed in original, one-of-a-kind scientific and technical developments or principles and methods. With a strategy based on R&D intensity, key strategic opportunities open up through diversification, development of new products and markets. The strategic objectives of management here are to mobilize additional assets (including market knowledge) to enter new product markets and constantly analyze the activities of production units in terms of identifying emerging technological opportunities, as well as to carry out internal reorganization necessary for the development of new products.
Marketing Oriented Strategy, provides for the target orientation of all elements of the production system, as well as auxiliary and service activities, to find means of solving problems associated with the release of innovation to the market. Moreover, the main range of these problems reflects the relationship between the seller of innovation and its consumers. The success of the strategy directly depends on the intensity of the organization's innovative activity. Practice shows that the intensity is higher if the organization has a stable position in an expanding market, invests heavily in R&D for new products, implements the principles of entrepreneurial activity in its activities, and helps maintain the spirit of creativity in the team and a stimulating organizational climate.
M&A strategy is one of the most common options for innovative development of organizations, since it involves less risk compared to other types of active strategy, relies on already established production processes and focuses on developed markets. The result of this strategy is the creation of new industries, large divisions, joint organizations based on the unification of previously separate structures.
In active innovation strategies, it is much more difficult to identify internal differences than in adaptive ones. They have much in common and are most effective when an organization implements a whole range of different areas of active innovation.
The specific type of innovation strategy for new products depends on a number of factors, the most important of which are considered technological capabilities and competitive position of the organization.
Technological possibilities are determined by the internal and external characteristics of innovation activity. The internal ones include the previously formed scientific and technical and technological potential, the elements of which are personnel, a portfolio of patents. Examples of the external manifestation of the organization's technological capabilities are the availability and scale of distribution of licenses, the forms and nature of relationships with suppliers and consumers.
Competitive Opportunities reflect the following indicators: the relative market share controlled by the organization, the ability to quickly respond to the dynamics of market structures and, as a result, a flexible approach to the content of the goals of the organization's innovation strategy, etc.
Thus, a specific type of innovation strategy, first of all, depends on the state of the processes of interaction between the commodity producer and the external environment in the broadest sense.
Formation of an innovative enterprise strategy provides for the selection and justification of the areas of innovation activity, the scope and structure of innovation projects, the timing of their implementation and the conditions for transfer to the customer, the assessment of the state of organizational structures for managing innovation. Any strategy should focus on identifying opportunities to diversify the organization's performance.
The process of choosing the most rational innovation strategy in specific economic conditions is always based on the results of an assessment of all forms of innovation activity, manifested in innovations of various types. However, in practice, the implementation of this provision causes certain difficulties. The main one is that innovation activity as an object of innovation management covers all aspects of the organization's work and is an integral part of any functional or production subsystem.
In the practice of innovation management, various techniques and methods for choosing an organization's development strategy are used. The most rational is systems approach. The application of its principles in the development of an innovation strategy makes it possible to single out the following processes as its fundamental elements:
Improvement of previously mastered products and technologies;
Creation, development and use of new products and processes;
Improving the quality level of the technical and technological base of production;
Improving the quality level of the research and development base;
Increasing the efficiency of the use of human and information potential;
Improving the organization and management of innovation activities;
Rationalization of the resource base;
Security environmental safety innovative activity;
Achieving competitive advantages of an innovative product over similar products in the domestic and foreign markets.
The main provisions of the innovation strategy are reflected in the relevant target program. It traditionally identifies goals, objectives and implementation stages for the future, interconnected in terms of time, resources and executors.
Prerequisites for the success of an innovation strategy serve the specific conditions in which it is developed and implemented, the state of the research sector, production processes, marketing, investment activity, strategic planning and their relationship as the main production elements, the overall strategy of the organization, organizational structure management. Practice shows that the most important efficiency factors of the innovation strategy are:
All accumulated experience and potential, differentiated and specific competencies that determine the direction and scope of possible and potentially effective innovations;
