Innovation policy management
Although innovation policy is a function of enterprise management as a whole, its main directions lie in the field marketing activities:
in products and services;
in markets, behavior and values of consumers;
in the technology of both production and sale of products.
The result of innovation can be New Product or service, new market or consumer values, new forms of sale, etc. In this paragraph, you should indicate what issues the entrepreneur is going to pay attention to when pursuing his innovation policy, how the successful solution of these issues may in the future affect general position enterprises, strategies for determining their sales volume, market share, etc.
Section VII. Competitive advantages
Enterprises according to the degree of risk
In this section, it is necessary to compare the position of this enterprise with the position of the main competitors, to determine positive sides their activities and develop measures to reduce risk in the implementation of their goals.
Competitiveness of the enterprise and its products
It is advisable to evaluate the competitiveness of an enterprise and its products in tabular form after choosing a list of factors (indicators) of competitiveness, main competitors and an assessment method. It is advisable to consider only the most important factors for the business under consideration. Of the methods for assessing competitiveness, we can focus on a simple scoring system, when each of the considered factors of both the analyzed product (enterprise) and competitors is evaluated on a certain scale (for example, a 10-point system). The higher the score on the factor (indicator), the higher the competitiveness of the enterprise in this direction. The sum of points for all factors (indicators) shows general level competitiveness of each of the considered products (enterprises). Based on the scores, competitiveness coefficients can be obtained as the ratio of the scores of competitors to the scores of the analyzed product (enterprise).
More complex is the calculation method for each indicator of the competitiveness of the rating, which is the product of the score and the weight (influence) of the factor. The weights of the factors can be obtained by expert means or by using the method of paired comparisons. The overall rating of each of the compared competitors reflects their overall level of competitiveness. Based on the ratings of competitors (products or enterprises), by analogy with the point method, competitiveness coefficients can be obtained as the ratio of the total ratings of competitors to the total rating of the analyzed product (enterprise)
The definition of competitiveness should be as realistic as possible; any underestimation or overestimation of the rating of a product or enterprise leads to wrong decisions in the field of marketing activities. Don't try to secure your competitive advantage on all factors, because it is very difficult. The main thing is to identify your competitive advantages, which should be relied upon in the course of the enterprise's activities.
Risk assessment
The functioning of the enterprise entails a certain risk, which is associated with the uncertainty of the future. Risks are insured by insurance companies and not insured. The course work should describe the main insured risks and ways to reduce them. Non-insurable risks, which include commercial, financial, political and intracompany, should be classified according to the degree of their impact on the activities of the enterprise.
It is known that risk is a probabilistic category that cannot be directly measured. One can only indirectly assess the risk in a particular area. To determine the degree of risk both in general for the type of activity and for individual areas of marketing policy, you can do the following: select risk factors, give them a weighted assessment of the degree of impact on the business in question and determine the degree of risk using, for example, 10 point system according to the principle - the lower the score, the lower the level of risk. As a result of the product of the weight of the factor and its level in points, the rating of the risk factor is calculated. The sum of the ratings shows the risk zone in which the company is located.
For a 10-point grading system, these are:
· from 2.5 to 5 points - acceptable risk zone;
· from 5 to 7.5 points - high-risk zone;
Over 7.5 points - zone of unacceptable risk.
Development of risk reduction measures
As a result of the risk assessment, the most problematic issues which can have a decisive impact on the success of a business. Therefore, it is necessary to outline measures to reduce the degree of risk. This is especially true for areas where there is a certain competitive advantage of this enterprise. It is obvious that an open and honest discussion of this issue in the plan will show the realism of the business in question. You should not panic if you have to resort to adjusting previously outlined strategies, because good decisions it's never too late to accept.
Part 2. Initial data for the course work
Course work in the discipline "Marketing" involves an analysis of the state and dynamics of the behavior of the market in the city N. The scheme of the districts of the city is shown in Fig. 2.1, general characteristics- below.
In total, 1 million people live in city N: incl. in district No. 1 - 200 thousand people, in district No. 2 - 100 thousand people; in district No. 3 - 180 thousand people, in district No. 4 - 250 thousand people, in district No. 5 - 120 thousand people, in district No. 6 - 150,000 people.
When developing a marketing plan, the following characteristics of city N should be taken into account:
1. The specified city is located on the territory of the student's region of residence.
2. The male part of the population is 49%, and the female part is 51%.
3. The population under the age of 14 is 21%, from 15 to 19 years old - 7%, from 20 to 29 years old - 14%, from 30 to 39 years old - 17%, from 40 to 49 years old - 13%, from 50 up to 59 years old - 12%, from 60 to 69 years old - 10%, 70 years and older - 6%.
4. About 140 thousand people (40% of the total number of employees in the city) are employed at 130 large and medium-sized enterprises in 14 main industries. The industrial sector produces 50 to 60% of the gross urban product,
5. The unemployment rate is 3%.
6. There are 25 higher education institutions in the city educational institutions With total strength about 125 thousand students, 14 technical schools with a total number of about 12 thousand people, 36 secondary vocational schools with a total number of 30 thousand people. The general educational system of the city includes 150 institutions of primary general, basic general and secondary (complete) general education. The number of students and pupils in them is about 100 thousand people.
7. Branches of most of the largest Russian and foreign commercial banks operate in the city. There are more than 80 banks and their branches in total.
8. In the city of N, wholesale and retail trade is developing at a serious pace. The total retail area of the city is about 700 thousand m², of which about a third fell on modern shopping centers. The city has stores of large Russian and international retail chains.
9. Urban passenger transport is represented by municipal buses, fixed-route taxis, trams, trolleybuses and the subway.
10. The logistics network of the city includes rail, road, water, aerial views transport, as well as a significant amount of storage space.
11. There are about two hundred in the city cultural institutions regional and municipal significance. Among these institutions there are 8 theaters, 5 concert halls, 97 libraries, 17 cinemas, 25 institutions of additional children's education, 8 museums, exhibitions, a digital planetarium.
12. According to sociological research According to the standard of living, the population of the city can be divided into 5 categories: rich (10%), wealthy (14%), unsecured (40%), poor (24%) and poor (12%).
Before starting work, the student needs to determine what kind of entrepreneurial activity he must analyze and plan from a marketing standpoint. You should first familiarize yourself with the accepted conventions:
AP - auto enterprise;
BO - shoe base;
BS - building materials base;
ZS - building materials plant;
KA - consulting agency;
MM - shop by sale of furniture;
MO - shoe store;
MS - shop selling building materials;
OM - workshop for the repair and manufacture of shoes on orders;
TB - transport bureau;
FM - furniture factory;
FO - shoe factory.
| District No. 2 | |||||||||||||||||
| District No. 1 | |||||||||||||||||
| RA3 | BS3 | ||||||||||||||||
| FO1 | ZS1 | FM1 | AP1 | RA1 | RA4 | MS3 | |||||||||||
| BO1 | BS1 | FM2 | TB1 | RA2 | OM3 | MS4 | |||||||||||
| BO2 | BS2 | MM1 | TB2 | OM1 | MO3 | TB5 | |||||||||||
| MO1 | MS1 | MM2 | TB3 | OM2 | KA2 | TB6 | |||||||||||
| MO2 | MS2 | MM3 | TB4 | KA1 | |||||||||||||
| District No. 4 | |||||||||||||||||
| District No. 3 | MM6 | ||||||||||||||||
| MM7 | |||||||||||||||||
| FO2 | ZS2 | MM4 | FM3 | TB7 | MM8 | ||||||||||||
| BO3 | BS4 | MM5 | OM4 | TB8 | MO6 | ||||||||||||
| MO4 | MS5 | RA5 | OM5 | MO7 | |||||||||||||
| MO5 | MS6 | RA6 | MO8 | ||||||||||||||
| KA3 | AP2 | ||||||||||||||||
| KA4 | AP3 | ||||||||||||||||
| District No. 5 | RA7 | KA5 | TB9 | ||||||||||||||
| MS7 | RA8 | RA10 | TB10 | ||||||||||||||
| AP4 | MS9 | MS10 | MS8 | RA9 | RA11 | TB11 | |||||||||||
| AP5 | FO3 | MM9 | |||||||||||||||
| AP6 | BO4 | MM10 | |||||||||||||||
| FM4 | MO9 | RA12 | District No. 6 | ||||||||||||||
| ZS3 | FM5 | MM11 | |||||||||||||||
| ZS4 | FM6 | MM12 | |||||||||||||||
| ZS5 | TB12 | MM13 | |||||||||||||||
| BS5 | TB13 | MM14 | |||||||||||||||
| KA6 | TB14 | MO10 | |||||||||||||||
Fig. 2.1. Scheme of the city N
Among the enterprises proposed for research, we can distinguish:
companies engaged in production activities:
o ZS - building materials plant,
o FM - furniture factory,
o FO - shoe factory;
enterprises engaged in wholesale and intermediary activities:
o BO - shoe base,
o BS - building materials base;
companies engaged in retail goods:
o MM - furniture store,
o MO - shoe store,
o MS - shop selling building materials;
companies specializing in the provision of services:
o AP - auto enterprise,
o KA - consulting agency,
o OM - workshop for the repair and manufacture of shoes by order,
o TB - transport bureau.
The task for the student (a specific type of enterprise) is determined depending on the last two digits of his code (see Table 2.1).
Characteristics of the market share of enterprises by type of product is given in Tables 2.2-2.6. Here, the market share of each enterprise is calculated based on the annual sales revenue in the base period.
Table 2.1. Definition of the object of study
| Prev | The last digit of the record book | Company |
| FO1 | ||
| MS1 | ||
| MM1 | ||
| MO1 | ||
| AP1 | ||
| ZS1 | ||
| FM1 | ||
| MM2 | ||
| BO1 | ||
| BS1 | ||
| RA1 | ||
| AP2 | ||
| MO2 | ||
| MS2 | ||
| TB1 | ||
| ZS2 | ||
| FM2 | ||
| MO3 | ||
| KA1 | ||
| BS2 | ||
| OM1 | ||
| TB2 | ||
| MM3 | ||
| ZS3 | ||
| TB3 | ||
| MS3 | ||
| MO4 | ||
| MM4 | ||
| RA2 | ||
| TB4 | ||
| KA2 | ||
| OM2 | ||
| MS4 | ||
| RA3 | ||
| BS3 | ||
| MM5 | ||
| TB5 |
Continuation of Table 2.1
| The last digit of the record book | Company | |
| MO5 | ||
| RA4 | ||
| MS5 | ||
| MM6 | ||
| OM3 | ||
| RA5 | ||
| AP3 | ||
| MS6 | ||
| MM7 | ||
| TB6 | ||
| MS7 | ||
| MO6 | ||
| KA3 | ||
| FO2 | ||
| FM3 | ||
| MM8 | ||
| RA6 | ||
| AP4 | ||
| ZS4 | ||
| FM4 | ||
| RA7 | ||
| MS8 | ||
| BO2 | ||
| MM9 | ||
| TB7 | ||
| RA8 | ||
| MO7 | ||
| KA4 | ||
| TB8 | ||
| MM10 | ||
| OM4 | ||
| TB9 | ||
| RA9 | ||
| AP5 | ||
| MO8 | ||
| RA10 | ||
| MS9 |
Continuation of Table 2.1
| The penultimate digit of the record book | The last digit of the record book | Company |
| MM11 | ||
| FO3 | ||
| TB10 | ||
| KA5 | ||
| RA11 | ||
| FM5 | ||
| MO9 | ||
| BS4 | ||
| TB11 | ||
| MM12 | ||
| OM5 | ||
| MS10 | ||
| KA6 | ||
| TB12 | ||
| BO3 | ||
| MM13 | ||
| RA12 | ||
| ZS5 | ||
| TB13 | ||
| FM6 | ||
| MO10 | ||
| AP6 | ||
| BO4 | ||
| TB14 | ||
| MM14 | ||
| BS5 |
Table 2.2.Market distribution of footwear industry enterprises
| shoe factories | Shoe bases | Shoe stores | Shoe shops | ||||
| Name | Market share, % | Name | Market share, % | Name | Market share, % | Name | Market share, % |
| FO1 | BO1 | MO1 | OM1 | ||||
| FO2 | BO2 | MO2 | OM2 | ||||
| FO3 | BO3 | MO3 | OM3 | ||||
| BO4 | MO4 | OM4 | |||||
| MO5 | OM5 | ||||||
| MO6 | |||||||
| MO7 | |||||||
| MO8 | |||||||
| MO9 | |||||||
| MO10 |
Table 2.3.Distribution of the building materials market between enterprises
| Plants for the production of building materials | Bases of building materials | Shops selling building materials | |||
| Name | Market share, % | Name | Market share, % | Name | Market share, % |
| ZS1 | BS1 | MS1 | |||
| ZS2 | BS2 | MS2 | |||
| ZS3 | BS3 | MS3 | |||
| ZS4 | BS4 | MS4 | |||
| ZS5 | BS5 | MS5 | |||
| MS6 | |||||
| MS7 | |||||
| MS8 | |||||
| MS9 | |||||
| MS10 |
Table 2.4.Distribution of the market for the production and sale of furniture between enterprises
| Furniture factories | furniture stores | ||
| Name | Market share, % | Name | Market share, % |
| FM1 | MM1 | ||
| FM2 | MM2 | ||
| FM3 | MM3 | ||
| FM4 | MM4 | ||
| FM5 | MM5 | ||
| FM6 | MM6 | ||
| MM7 | |||
| MM8 | |||
| MM9 | |||
| MM10 | |||
| MM11 | |||
| MM12 | |||
| MM13 | |||
| MM14 |
Table 2.5.Distribution of the market of transport services between enterprises
| Automobile enterprises | Transport bureaus | ||
| Name | Market share, % | Name | Market share, % |
| AP1 | TB1 | ||
| AP2 | TB2 | ||
| AP3 | TB3 | ||
| AP4 | TB4 | ||
| AP5 | TB5 | ||
| AP6 | TB6 | ||
| TB7 | |||
| TB8 | |||
| TB9 | |||
| TB10 | |||
| TB11 | |||
| TB12 | |||
| TB13 | |||
| TB14 |
Table 2.6.Market distribution of advertising and consulting services between enterprises
| Advertising agencies | Consulting Agencies | ||
| Name | Market share, % | Name | Market share, % |
| RA1 | KA1 | ||
| RA2 | KA2 | ||
| RA3 | KA3 | ||
| RA4 | KA4 | ||
| RA5 | KA5 | ||
| RA6 | KA6 | ||
| RA7 | |||
| RA8 | |||
| RA9 | |||
| RA10 | |||
| RA11 | |||
| RA12 |
Part 3. Approximate forms of tables
Innovative activity of the organization
1.5 Management innovation policy organizations
Innovation management is a change with the aim of introducing and using new types of equipment, processes, updating various aspects of the enterprise's innovative activity. The experience of leading enterprises clearly shows that innovation is inevitable and manageable. Innovation management is the key to maintaining high production efficiency. Innovations can be conditionally divided into two levels: the first includes new discoveries, inventions, ideas that are first introduced into production, innovators who implement them receive primary superiority;
the second category includes inventions, know-how, ideas and discoveries that are re-introduced. They are already being introduced by imitating enterprises, such novelties are not new in the world.
If innovations of the first level may not be implemented at all enterprises, then the second level is mandatory for all enterprises that want to survive in a competitive environment. This determines the relevance of the problem of innovation management for almost all enterprises and organizations. Innovation within the enterprise occurs by itself, this requires an innovation management system in the enterprise.
The situation in which Russian enterprises found themselves since mid-1998, the external crisis, including the collapse of the banking sector of advertising services, the devaluation of the ruble and other causes, had a twofold effect on the heads of enterprises.
On the one hand, for those who relied on imported components, it was immediately necessary to quickly revise the strategy focused on domestic suppliers. On the other hand, for enterprises in the knowledge-intensive sector, with an export orientation, the situation has even improved. Although, it should be noted, the calculation procedure has become much more complicated, the movement Money inside the country and outside it.
Since crisis situations can periodically recur, only innovative enterprises that are able to quickly adapt to any changes both within the enterprise and in the external environment will have prospects for effective operation.
Businesses that operate the old way have no place in a world of constant change. The crisis forces us to urgently do what we planned for the future, constantly postponed, make new decisions and develop new schemes. It is no coincidence that during the crisis period there is an urgent need for change and innovation. For example, in order to simplify the settlement system, reduce overhead costs, involve their managers in the sale of client goods, some enterprises use such innovative forms as consortiums with the participation of both consumers and suppliers.
The transition to a market economy requires a significant increase in the flexibility of production and susceptibility to innovation. Newly created enterprises in the knowledge-intensive sector, unlike conventional ones, are oriented towards a full cycle, including at first the stage of R&D and mastering the production of new products and services. Therefore, they create promising research groups. At the final stage, after-sales service is provided. This makes them more mobile and allows them to take into account both constantly changing market demands and the latest advances in science and technology.
Insufficient attention to innovation not only leads to a drop in sales, which is happening today, but, most importantly, is the basic basis of a deep global crisis in future.
As the experience of innovation and management consulting shows, today in Russia about a third of industrial enterprises carry out innovative activities (this share is somewhat higher in mechanical engineering - about half). This means that they face problems of innovation management, including the development and implementation of innovations (new products, technologies, equipment and materials). At the same time, if at individual enterprises this problem is becoming more acute and urgent (OAO AvtoVAZ, OAO GAZ, OAO Izhradio, etc.), then at most, due to the economic crisis, it fades into the background (Tomilinsky semiconductor devices factory and many others), and, consequently, innovation activity is declining.
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Innovation management is a change with the aim of introducing and using new types of equipment, processes, updating various aspects of the enterprise's innovative activity. The experience of leading enterprises clearly shows that innovation is inevitable and manageable. Innovation management is the key to maintaining high production efficiency. Innovations can be conditionally divided into two levels: the first includes new discoveries, inventions, ideas that are introduced into production for the first time, innovators who implement them receive primary superiority.
The second category includes inventions, know-how, ideas and discoveries that are re-introduced. They are already being introduced by imitating enterprises, such novelties are not new in the world.
If innovations of the first level may not be implemented at all enterprises, then the second level is mandatory for all enterprises that want to survive in a competitive environment. This determines the relevance of the problem of innovation management for almost all enterprises and organizations. Innovation within the enterprise occurs by itself, this requires an innovation management system in the enterprise.
Modern production is characterized by innovation and the desire to use more advanced technology, new products and services. The introduction of new technologies (microelectronics, biotechnology, new materials) into production makes it necessary to bring the content and organization of production, the qualifications and educational level of personnel in line with improved technological systems.
Currently, there are the following problems of innovation management in enterprises:
- - reduction in the cost of innovation, caused by practically complete liquidation investments not only in the scientific sphere, but also in technical re-equipment, renewal of production and products;
- - an increase in the rate of lagging behind the world level of scientific and technological progress in a wide range qualitative parameters of technology development; a sharp reduction in the number of research groups, teams, schools and institutes, a large-scale "brain drain" abroad;
- - lack of flexibility in the work of existing material and technical, production, economic and socio-organizational structures;
- - excessive duration innovation processes in time (especially at the final stage of the innovation life cycle);
- - limited distribution of innovations (implementation at one or two enterprises);
an extremely low share of radical innovations in the total volume (with an effect of more than 1 million rubles);
Lack of interest in innovation (due to the functional orientation of enterprises).
Well-established mechanisms of market regulation operate in highly developed countries, such as selective taxation, flexible depreciation policy, methods of combating overconcentration of production and monopoly ownership of sales, a regime to stimulate the development of small enterprises to quickly respond to the achievements of scientific and technical progress and changing market demands, etc. In Russia, the creation of the market took place without their formation - there are laws, but there are no mechanisms for their implementation.
The innovation process is a dynamically developing process of research and production and economic activity an enterprise that opposes the processes and structures already established there, but is associated with them in a certain way. The nature of this connection significantly affects the tasks and methods of managing "innovations in the enterprise. The creator of a new technology is distinguished by first-level innovation. The innovator proceeds, first of all, from such criteria as uniqueness and novelty. For the vast majority of imitators in terms of innovation, the prevailing criteria are life cycle products and economic efficiency.
In practice, when developing science and technology policy enterprises, as a rule, distinguish 4 functional areas (between which there are wide overlap zones) of innovation management:
- - Research and development;
- - quality management and certification in accordance with the composition and volume of GOST elements;
- - creation of an updated production base;
- - development of the market of innovations.
In practice, when forming the scientific and technical policy of an enterprise, making decisions on the need to implement innovation and release a new product on its basis (transition to a new technology) is a difficult task. Even when creating products with a relatively small degree of novelty, difficulties arise in choosing the most preferred option for their manufacture and distribution. It is even more difficult to make a decision on the production of a fundamentally new product.
Each new idea, as experience shows, is the result of:
- — identifying a new need (opportunity or problem), such as an idea for a new product or a new manufacturing process;
- - identifying a way by which a known need (previously posed problem) can be satisfied or an existing opportunity can be realized. And the problem, first of all, is not in evaluating new ideas, but in stimulating initiative, proposals for new ideas.
It is also very important to take into account the fact that in reality, for the potential user of innovation, the most important factor is to reduce the time gap between discovery and innovation.
There are 4 degrees of "hidden need" for innovations, which should be taken into account when forming the scientific and technical policy of an enterprise.
Anticipated need that arises when an urgent and specific need was felt by potential users before the innovation appeared and when actions were aimed at reducing the time gap (instant photography, etc.).
A need that appeared only after the discovery or invention (X-ray, wireless communication, telegraph, etc.).
Negative need, or actual refusal, that appears when one of the groups of potential users denies the need and delays innovation (sewing machines, etc.).
The problem of identifying the need for innovation is greatly simplified when using the process orientation of the enterprise. This means that all developments at the enterprise are coordinated with the corresponding developments carried out at the client enterprises.
To study the technology of managing the innovation policy of the enterprise. In accordance with international standards innovation is defined as the end result of innovative activity embodied in the form of a new or improved product introduced on the market by a new or improved technological process used in practice or in a new approach to social services. The structure of the work includes the introduction of the chapter Innovation management at the enterprise of the head of Control Technology...
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| Main activities government controlled in times of crisis. The purpose of this work is to identify and analyze technologies used at the level of public administration in a crisis. To achieve the goal of the study, the author formulated a number of tasks: identifying the field of application of anti-crisis technologies of public administration; identification of technologies used to overcome the crisis at the level of public administration; determination of the purposes of application by the state of anti-recessionary technologies... | |||
| 11663. | DEVELOPMENT OF MEASURES TO IMPROVE THE MANAGEMENT OF INNOVATIONS IN NEW TECHNOLOGIES LLC | 127.67KB | |
| Obtaining new or improving manufactured types of products, methods of their production and meeting the market needs of society in competitive goods and services, as well as developing organizational and economic relations and interaction in a market environment. The objective prerequisites for the development of innovative activity are the need to increase the competitiveness of products and the enterprise as a whole; the constant desire of manufacturing enterprises to expand the markets for their products and, on this basis, to satisfy ... | |||
| 9828. | Information technologies for inventory management at an enterprise on the example of M.video Management LLC | 343.62KB | |
| Warehouses are important links in the technological process and for retail and wholesale trade they are the foundation. Video Management more than 20 thousand types of different equipment: digital and audio video areas of large and small consumer electronics entertainment products including accessories. For all stores... | |||
By the beginning of the 21st century, serious changes in the forms and methods of innovation management began to take place in Russia, and this should facilitate the adaptation of enterprises to constant changes. external environment. Currently, there are the following problems of innovation management in enterprises: reduction in the cost of innovation, caused by the almost complete elimination of investments not only in the scientific sphere, but also in technical re-equipment, renewal of production and products; an increase in the rate of lagging behind the world level of scientific and technological progress in a wide range of qualitative parameters of the development of technology; a sharp reduction in the number of research groups, teams, schools and institutes, a large-scale "brain drain" abroad; lack of flexibility in the work of existing logistical, production, economic and socio-organizational structures. excessive duration of innovation processes in time; limited distribution of innovations; extremely low share of radical innovations in the total volume; lack of interest in innovation; the almost complete cessation of investment support for technical re-equipment and production modernization programs over the past 10 years, the collapse of industry academic and university science, the lack of a reasonable industrial and scientific and technical policy, which has put the problem of the actual survival of the science-intensive sector at the forefront. The innovation policy of an enterprise is the determination by the management of the enterprise and its scientific and technical divisions of the goals innovation strategy and mechanisms to support priority innovative programs and projects of the enterprise.
There are two approaches to the development and implementation of scientific and technical policy and the process of introducing innovation in an enterprise:
1. An approach in which driving forces process are firms innovators, the first to introduce innovations in their enterprises; their actions are stimulated by the possibility of obtaining temporary significant profits. This approach associates the introduction and subsequent dissemination of innovations with the possibility of rapid market success, manifested in a sharp increase in demand. At the same time, scientific and technical progress is a spasmodic, intermittent change in technology, the replacement of old goods with new ones. 2. An approach in which the process of implementation and subsequent dissemination of innovations is primarily associated with the possibility of initially providing only a small segment of the market and obtaining a minimum profit on this basis. In the future, the scientific and technological policy, together with the marketing policy, is oriented towards the subsequent conquest of a significantly larger market share, which should lead to an increase in profits in the future. Such a scientific and technical policy implies that the enterprise has a long-term and sustainable strategy in the field of scientific and technical progress. At the same time, not only the market for a specific innovation is taken into account, but also the possibility of deploying related industries. In practice, when developing a scientific and technical policy of an enterprise, 4 functional areas of innovation management are distinguished: 1) research and development; 2) quality management and certification in accordance with the composition and scope of GOST elements; 3) creation of an updated production base; 4) mastering the innovation market. The creation of an updated production base is a kind of technical re-equipment plan, but drawn up in the form of a system of business plans for investment projects with a control fixation of payback, profitability, net present value and internal interest rate for each business plan. In practice, when forming the scientific and technical policy of an enterprise, making decisions about the need to implement innovation and release a new product based on it is a difficult task. Even when creating products with a relatively small degree of novelty, difficulties arise in choosing the most preferred option for their manufacture and distribution. Each newly emerging idea is the result of the identification of a new need, such as the idea of producing a new product or applying a new production process.