Innovative strategies are a vector for the development of an enterprise, taking into account directed changes in production. Directed changes are those innovations in production, management or assortment of goods that are determined and controlled by the enterprise itself. The antipode of directional change can be considered background changes that occur under the pressure of society and competitors.

Organizational innovation strategies and their functions

In the conditions of the modern market, no production can exist without changes that improve its condition. The higher the level of competition for a given product and service, the more active the innovation strategy of enterprises producing these products should be.

In the battle for the buyer, any manufacturer can:

• cut prices;
• increase the range of similar products;
• increase the diversity of all products and services;
• increase the variety of functions of traditionally manufactured products;
• improve the quality of goods;
• affect the product life cycle.

In the latter case, measures are taken to improve the quality of the product, which increases its demand, but may reduce demand, because than better thing, the longer it serves a person, the less often he buys it. You can also follow the famous Chinese path of carefully calibrated hack-work, when things are obviously of poor quality, but very cheap.

The Chinese economic miracle is the implementation of an innovative strategy to minimize the cost of producing a product. This allows the price to be greatly reduced. A lower price increases demand. The short life cycle of things increases this demand even more. As a result, a cheap low-quality product, which serves its owner extremely poorly and for a short time, turns out to be in demand and competitive in comparison with a high-quality product with high consumer properties.

There is no doubt that the Chinese economic miracle is the result of an innovative strategy, because for its implementation it was necessary to introduce new production cycles, materials and organize the entire production process in a new way.

The antipode of the Chinese strategy is the Japanese strategy of technological progress. Innovation has enabled Japanese manufacturers of electronics, automobiles and household appliances capture their market niches through High Quality, variety of functions and assortment.

Thus, the innovation strategy in the modern world performs the following functions:

• increasing competitiveness;
• reduce the cost and price of the product;
• creating a brand as a way to maintain a market niche;
• increase the sustainability of enterprise development.

Types of innovation strategies and their features

Innovative strategies have a significant impact on the fate of the enterprise.

In today's market conditions, they are an integral part of the overall strategies of most organizations. For this reason, scientists distinguish many various kinds strategies.

1. Offensive innovation strategy. Combines both a high level of risk and high efficiency. The choice of this strategy requires large expenditures on applied and fundamental research. Some large firms spend money as to the maintenance of their own research groups, and to finance the areas of work of research organizations, individual scientists and inventors, as well as the constant purchase of ready-made technologies. The high risk of this strategy should be compensated by the ability to quickly develop new technologies in production, management and marketing. Such a strategy can be implemented mainly by large associations and companies. For small businesses, an offensive strategy may be available by specializing in a small number of innovative projects.
2. Defense strategy innovative development. Possesses low level risk with high technical and technological potential, as well as a firmly held market niche. Organizations that follow this strategy produce high-quality products at consistently low costs. Such organizations maintain a strong position in marketing and production, but lag behind in research and development. innovative work. This creates the risk of losing a market niche. The development of an innovative defensive strategy aims to reduce this risk.
3. intermediate strategy. It exploits the weaknesses of competing manufacturers and their own strengths in the absence of direct confrontation with competitors. Most often, this strategy is chosen by small enterprises with their own market specialization. Increasing competitiveness is determined by the fact that the company, using its own research, identifies gaps in the market niche of its competitors and fills it with the same type of product with modification differences. Typically, such a strategy is implemented in the market of science-intensive goods.

1. absorbing strategy. hallmark This strategy is the use of new technologies and other innovative achievements developed by other scientific or research and production organizations. The choice of an absorbing innovation strategy can be made by producers of any level. Even large firms with their own research structures are forced to choose it, since not a single organization is able to cover the entire range of developments in various industries.
2. simulation strategy. In practice, this is a variant of the absorbing strategy, since the manufacturer in this case uses the developments available to him, made in other organizations with his own modifications. Usually these companies have long tradition high culture of production and steadily keep in their market niche. Such imitators of the innovation process often quickly overtake the original innovators, as they use a flexible policy of maneuver in an ever-changing market.
3. Rogue strategy. The name of this strategy is not associated with illegal or ethically incorrect actions. An enterprise becomes a robber when its innovative strategy is directed to the implementation of fundamentally new developments. This new product for the market and society brings down the market for old products and creates big problems for their producers. A vivid example of such collapses can be considered the appearance of calculators, which replaced adding machines and abacus, mobile phones, which undermined the monopoly of wired phones, computers, which brought down the market for typewriters.

This strategy is most often used by small innovative organizations that have so far specialized in the production of goods from other areas and niches. These are organizations that have risked radically changing their production in order to survive and capture a new niche. And it's not their fault that they accidentally change the world.

Types of strategic innovative behavior of organizations

The formation of an innovative strategy of an enterprise depends, of course, on the will of its management and staff. However, not all so simple. Any subject of decision-making is always in the grip of objective reality and limiting factors. Within this framework, he tries to make the most optimal decision. Decision-making actions under the pressure of objective reality are usually called the behavior of organizations, and any behavior is always implemented according to certain rules. These rules, as it turned out, are so universal for different systems that the classification of types of strategic competitive innovative behavior of organizations is based on a biological approach to the classification of competitive behavior, once developed by the Russian scientist L.G. Ramensky for ecological systems. All systems self-organize according to similar programs; in this regard, there is no significant difference between the strategic behavior of fir trees, birches, larches, TNCs, a grocery store chain, and a small brick factory. According to this universal approach, strategic behavior can be divided into four types.

1. Violent. In all complex systems, violets are leaders with a monopoly position. Their behavioral strategy is not aimed at conquering new niches, but at confidently retaining previously occupied ones. This is a strategy typical for large companies, TNCs, engaged in mass production. In choosing an innovative strategy, they are most often limited to such types as a defensive or intermediate strategy.
2. Patient. Patients are narrowly adapted parts of the system. In the economy, these include enterprises that occupy narrow niches and often specialize in the production of new or upgraded products with unique characteristics. It is they who can choose a predatory strategy and change the world of consumption and production.
3. Explerent. Explerents are types of organisms and organizations that survive by constantly flowing from one environment to another. Such manufacturers often enter the market with an innovative product, using it to capture a part of the market that is not occupied by other organizations.
4. Commutative. This is a special state of explorers who adapt to the conditions of the local market, squeezing into small niches that are not occupied by violets and patients. Their winning strategy is innovative imitation. It is this system that allows you to quickly maneuver between large manufacturers, mastering new services and products.

Factors influencing the choice of innovative strategies in the enterprise

The innovative strategy of an enterprise is a set of measures and actions aimed at developing an enterprise, increasing income, and stabilizing its position in the market. The difference from other strategies lies in the fact that the innovation strategy is the direction of the search for a new one, both for production and for managing the organization. Decisions on the choice of such a strategy are made based on the following factors:

1. Investment opportunities of the enterprise.
2. Position of this organization in the market.
3. Market conditions for new or modified products.
4. Features of marketing actions and opportunities for the formation of demand for new products.

Any innovative strategy contains a certain risk, which may be acceptable for one enterprise, and unacceptable for another. Making a decision is always a search for a compromise between what is acceptable and acceptable.

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

The choice of strategy is essential component innovation management cycle.

Strategy is a detailed, comprehensive, comprehensive plan to achieve your goals.

Innovation strategy- one of the means to achieve the goals of the organization (corporation, firm), which differs from other means in its novelty, primarily for this organization and, possibly, for the industry, market, consumers.

Innovation strategies can be:

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

· application of new methods in research and development, production, marketing and management;

transition to new organizational structures;

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

There are many classifications of innovation strategies

There are the following types of innovation strategies:

According to managerial "behavior" based on the classification of K. Freeman, the following modifications of the innovative strategy of the enterprise are distinguished.

offensive– the ambition in this case is to be the first in the market. It is typical for firms that base their activities on the principles of competition. It has a high risk and a high possible payback. It requires managers of a certain classification in the implementation of scientific and technical innovations, the ability to issue new market prospects and changes, and quickly implement them in goods. In most cases, a focus on research combined with the application of new technologies is required. Such firms strive to be the first in the market, which requires its management to be highly organized and skilled, to search for effective innovations, active R&D, and a marketing management system. This is a merger strategy, an acquisition strategy. It is typical for small innovative firms.

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 innovation process. Such a strategy requires intensive R&D. Enterprises carry out research and development without claiming to be at the forefront, their goal is to keep up with others in the field of technical and technological development and improve the technical level of production. This is a very costly strategy. It is used mainly in separate (state) research institutions.

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

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

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

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

Imitation - used by firms with strong market and technological positions. It is used by firms that are not pioneers in the release to the market of certain innovations that copy the main properties of the product launched on the market by innovative firms. At the same time, the main consumer properties (but not necessarily technical features) of innovations launched on the market by small innovative firms or leading firms are copied. The innovation strategy is based on the principle "time is money". New technology is acquired from others, for example through license purchases. A license costs much less, is acquired faster and is more reliable than own developments and inventions. This is a successful strategy, but adapting an original and monopolistic product of intellectual labor (invention) requires a high degree of special skill and tireless maintenance of the achieved level. This type of strategy is also called adaptive.

dependent - It is observed mainly in small enterprises, which are imputed by large enterprises with a new product or production method. It is typical for companies operating on a franchise basis.

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

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

1) R&D strategies- associated with the company's research and development. They define the nature of borrowing ideas, investing in R&D, their relationship with existing products and processes;

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

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

Types of behavior of firms in the market: strategies of explorers, violets, patients, commuters

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

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

AT broad sense Innovation refers to the implementation of change through the introduction of something new. Based on this approach various researchers believe that innovation is the result of creative practice. As a result of the introduction of innovation, changes in the functioning of the system occur. Innovation can also be understood as the introduction of something new, together previously operating, but outdated. Andreychikov, A. V. Strategic management in innovative organizations: system analysis and decision making, 2013. 12 p.

Based on a narrow approach, innovation is a new technical solution that can be practically used.

Many managers perceive innovation as the process of creating new products/services, entering a new market, or building new business processes.

According to the Oslo Manual, four types of innovations can be distinguished Oslo Manual. Recommendations for collecting and analyzing data on innovation. Third edition. 2014. 105 p.:

1. Product innovation (the introduction of goods and services that are new or significantly improved in terms of properties or uses). Product innovations can be associated with the use of new knowledge and technologies. The term “product” refers to both a good and a service.

2. Process innovation (introduction of a new or significantly improved way of producing or delivering a product). Process innovations include changes in technology, manufacturing and/or software. They may have following goals: reducing the cost of shipping products, improving the quality of production, delivering new or significantly improved products.

3. Marketing innovations (aimed at better customer satisfaction, opening up new markets or gaining new positions for products in order to increase sales).

The difference between marketing innovation and other changes in marketing tools is that marketing innovation is the introduction of a new marketing method that has not been previously used by other enterprises. This change should be part of a new marketing strategy and should represent a significant departure from previous methods that have been used by the enterprise.

4. Organizational innovations (introduction of a new method in the organization of business practices of an enterprise). They can be aimed at increasing the efficiency of the enterprise due to the reduction of administrative costs or operating costs, increasing the level of employee satisfaction with the state of the workplace.

However, the Guide does not deal separately with the concept of strategic innovation (SI). SI is innovation in BM. They are associated with new strategies and concepts for doing business. If we compare SI with process innovations, then the former are obvious to the client, because they add to him new value, in contrast to process innovations Strekalova ND To the question of strategic innovations in the company. Proceedings of the Thirteenth All-Russian Symposium. Moscow,. 2012, pp. 140-142.

There are different approaches to the definition of SI. In table. 1.6. the authors and their interpretation of the concept of SI are presented.

Table 1.6 - Different approaches to the concept of strategic innovation

Compiled by:

1. Strekalova N. D. On the issue of strategic innovations in the company. Proceedings of the Thirteenth All-Russian Symposium. 2012. P.140-142.

2. Palmer D., Kaplan S. A Framework for Strategic Innovation: Blending strategy and creative exploration to discover future business opportunities. 2007. 4 p.

In order to secure competitive advantages for themselves, Russian and foreign companies have to look for new ways in business management.

The difference between strategic innovations and any others, according to foreign authors, is the results of their impact on the market. Thus, the researcher A. Affuah believes that strategic innovations can be called innovations that change the "rules of the game" through the release of a new product / service, the development of new business processes and a change in the strategic position in relation to the competitive environment A. Afuah. Strategic Innovation: New Game Strategies for Competitive. Stephen M. Ross School of Business University of Michigan.. 2009.p. 40.

Strategic innovations are based on the “new game” strategy. The actions that are included in this strategy create and distribute new added value in a particular market. We can say that strategic innovations affect changes in the entire value chain, by means of adding new or transforming existing links in the chain.

According to A. Affuah, a company may not be a leader in introducing strategic innovation; a new product / service does not necessarily have to appear on the market for the first time, it may also not be the first time a new business process is used, and so on. It should be noted that innovation is not as important in itself as deriving profits and other benefits from strategic innovation.

There are many examples in the market when followers achieve greater success than the "first movers". They better use the techniques and methods for implementing strategic innovations, embody the ideas of inventors better than themselves 23 .

A. Affuah believes that in order to achieve competitive advantages, it is not the introduction of the “new game” strategy that is important, it is important to be able to play by the rules of this game and achieve positive results. According to the same researcher, strategic innovation can be understood not only as a new product, service, business process, or something else; in essence, strategic innovation is a set of transformations that involves changes in many business components at once. For example, if a company wants to introduce a new product to the market, then this action should be accompanied by an innovative solution for its promotion. This leads to changes in the entire value chain.

Other authors D. Palmer and S. Kaplan adhere to a similar position. Researchers believe that strategic innovation can be understood as the creation of new growth strategies, new products or services, as well as new business models. These innovations are changing the market and will create new customer value for customers and for Palmer D., Kaplan S. A Framework for Strategic Innovation: Blending strategy and creative exploration to discover future business opportunities. 2007. 12 p.

D. Palmer and S. Kaplan., as well as A. Affuah argue that the concept of strategic innovation can hide both a new product / service, and the reorganization of an existing business model, and the introduction of new business processes. Thus, we can talk about changing the "rules of the game". These researchers are consultants, so their approach can be called practical. They do not focus on different concepts of strategic innovation, the authors try to find certain methods of strategic management.

D. Palmer and S. Kaplan, similarly to A. Affuah, say that strategic innovation is an integrated, multidisciplinary system.

In table. 1.7 compares the concepts of traditional strategic management and strategic innovation.

Table 1.7 - Comparison of traditional strategic management and strategic innovation.

Traditional strategic management	Strategic innovation
Taking the current situation as a starting point.	Analysis of long-term opportunities, drawing a parallel with the present
Recognition of the main role of the manufacturer/seller	Recognition of the main role of the innovator
Focusing on incremental innovation (adaptive, “adaptive” approach)	Focusing on disruptive innovations that will become the core of the business (“revolutionary” approach)
Following a traditional linear business model	Combining technology with creativity in creating/changing a business model
Concentration on the needs of the consumer	Concentration on unformed consumer needs (anticipating needs)
Striving to meet customer needs	The desire to delight the consumer
Taking as a basis the traditional organizational structure that was formed earlier	Opportunity to experiment with organizational structure (creation of a new firm or organizational unit)

An innovation strategy is a means of achieving the organization's goals in relation to internal environment organizations. Innovation strategies are divided into

the following groups:

grocery - focused on the creation of new products,

services, technologies;

functional - these include science and technology, manufacturing, marketing and service strategies;

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

organizational and managerial- relate to system changes

management.

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

Depending on the science and technology policy There are three types of innovation strategies.

1. offensive- typical for firms basing their activities on the principles of entrepreneurial competition; characteristic of small innovative firms.

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

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

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

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

Basic growth strategies fall into four groups:

1) strategy of intensive development;

2) strategy of integration development;

3) diversification strategy;

4) reduction strategy.

When implementing intensive development strategies an organization builds its capacity by making better use of its internal forces and the opportunities provided by the external environment.

There are three strategies for intensive development:

"an existing product in an existing market" - the strategy is aimed at deeper penetration with this product on the market;

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

"old product - new market" is a marketing innovation strategy aimed at selling a well-known product in new market segments.

There are three integration development strategies:

Vertical integration with suppliers;

Vertical integration with consumers;

Horizontal integration (interaction with industry competitors).

There are also three diversification strategies:

design - product strategy aimed at
to search for and use additional business opportunities

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

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

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

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

There are several types of reduction strategy:

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

structural links;

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

Technological - change technological cycle in order to reduce staffing and overall costs.

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

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

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

Rice. 5.2. An innovative part of the firm's basic growth strategies

Innovation management and strategic management

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

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

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

6. The fall. In many cases, there is a decrease in most significant indicators of the vital activity of the system, which is the essence of the turning point. At this stage, improvements to the previously created technical system begin at the level of rationalization proposals, the breakdown of TNCs into a number of separate firms engaged in medium and small businesses to meet local needs.

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

8. Destructuring. Here, all vital processes of the system are stopped, or it is used in a different capacity, or it is disposed of. The firm ceases to exist; as a rule, this means its re-specialization for the production of other products.

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

Innovation management and strategic management

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

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

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

A B C

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

points in time:

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

On fig. 5.3 it can be seen that a stable value of the total income of an enterprise (firm) is ensured by the correct distribution of efforts 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. Optimizing this policy requires

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

However, the determining factor in the formation of a competitive scientific and technical strategy of an enterprise (firm) is the fact that funds 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. That's why strategic planning science and technology 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.

5.2. Ways to select innovative strategies

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

At present, large American, Japanese, European companies, in order to monopolize the production of products based on radical innovations and reduce the impact of venture business on the final results, follow the path of concentration and diversification of production. The American corporations "Genega Motors Group", "Fogd Motor Company", "Genega1 Estric", the Japanese "Sopy", "Toyota", the Swedish "Estgo1ux", the German "Siemens", the South Korean "Samsung" and many other organizations form their strategies on based on the following principles:

a) diversification of manufactured goods;

b) a combination in the portfolio of goods improved as a result of
the introduction of various types of innovations;

Innovation management and strategic management

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

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

e) development of international integration and cooperation;

f) quality improvement management decision and etc.
If the company produces several types of goods, then for them

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

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

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

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

The choice of strategy is carried out for each direction identified when setting goals.

Rice. 5.4. Directions for choosing an innovative strategy

The BCG (Boston Advisory Group) matrix (Figure 5.5) can be used to select a strategy 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”) should choose a growth strategy, firms with high growth shares 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 the strategy of “cutting off the excess”.

Exit from the market

High Low

Market share/sales volume

Rice. 5.5. BCG matrix

For display and comparative analysis strategic positions of various businesses commercial organization McKinsey matrix is ​​used. It overcomes such a significant drawback of the BCG model as a simplified construction of the horizontal and vertical axes of its matrix.

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

The McKinsey matrix is ​​shown in fig. 5.6. Here, along the y-axis, the parameters of a particular business are evaluated, which

Innovation management and strategic management

Competitive status Medium

Rice. 5.6. McKinsey Matrix

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

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

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

In the matrix ADL-LC the integral multi-factor assessment of the “competitive position” is set horizontally, and the integral assessment of the life cycle is specified vertically. In methodological terms, obtaining specific values ​​of the Competitive Position indicator is very similar to calculating the Competitive Status indicator (the strength of the business position) using the McKinsey model. But the main difference between the model ADL-LC from other similar models is to use the concept of the life cycle.

Features of life cycle stages by model ADL-LC are as follows.

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

Development(growth): rapid growth in sales; profits appear and grow rapidly, but cash flow may still remain negative.

Maturity: the volume of sales becomes maximum; profit also reaches the maximum level; cash flow becomes positive and gradually increases.

Aging: sales volume falls; profits are declining; cash flow is declining, but slower than earnings.

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

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

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

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

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

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

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

Table 5.1 Product/Market Matrix for Strategy Selection

When adopting a strategy, management must consider four factors:

Innovation management and strategic management

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

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

Time factor. Often good ideas failed because they were proposed for implementation at the wrong time.

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.

In bottom-up development, each department (marketing department, finance department, production departments, R&D department, etc.) develops its own proposals for drawing up a strategic plan within its competence. Then these proposals are sent to the management of the company, which summarizes them and makes the final decision during discussion in the team. This allows the use of experience gained in departments directly related to the problems being studied, and creates a sense of community of the entire organization in the development of strategy among employees.

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

Innovative business is not pure science or invention, although scientific and technical developments are of priority here.

The behavior of a firm as a consumer of innovation can be determined by finding out which option it has chosen to implement technological change (Figure 5.9, which indicates the periods of the demand cycle: E- origin; o1 - accelerated growth; o2 - slow, M - maturity; AT - attenuation; R- profitability; Tb T 2 , T 3 - time range of evaluation).

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

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

Innovation management and strategic management

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

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

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

5.3. Formation of innovative strategies

The innovative strategies of an enterprise can be combined and presented in the form of two main types: leader strategies aimed at the development and implementation of fundamentally new products, and follower strategies, which imply the introduction of improved technologies to the market. These goals of innovative development can be achieved in various ways.

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

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

Innovation management and strategic management

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

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

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

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

Table 5.2 Similarities and differences in the development of basic and enhancement innovations

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

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

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

W - research;

X - constructive;

V - conceptual;

X- distribution.

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

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

5 Innovation management: theory and practice

Innovation management and strategic management

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

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

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

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

Rice. 5.10. (Start)

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

Innovation management and strategic management

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

Innovation management and strategic management

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

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

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

Questions for self-control

1. What is a strategy?

2. What are the goals of developing a strategy.

3. Explain the pattern of strategy development.

4. What groups are innovation strategies divided into?

5. What types of innovation strategies are distinguished depending on the scientific and technical policy?

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

7. Describe the BCG matrix.

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

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

10. Based on what principles is the strategy of large

companies?

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

12. What are the similarities and differences in the development of basic and improving innovations.

Innovation management and strategic management

Training tasks

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

Problem 5.2. Define overall size the costs of implementing the strategy of innovative development of an enterprise in the development of an improving technology, if it is known that the costs at the research stage are 31 thousand rubles, at the constructive stage - 57 thousand rubles, at the conceptual stage - 95 thousand rubles, at the distribution stage - 73 thousand . rub.

A task5.3. Determine the costs of implementing the strategy of innovative development of the enterprise at the constructive stage when developing an improving technology, if it is known that the costs associated with the creation of an industrial design amounted to 127 thousand rubles, labor costs - 15 thousand rubles, deductions of the unified social tax and insurance premiums against industrial accidents from this amount, depreciation deductions - 12.5 thousand rubles, overhead costs - 46.9 thousand rubles.

Problem 5.4. Determine the total cost of implementing the strategy of innovative development of the enterprise when developing a new technology, if it is known that the costs at the research stage amounted to 81 thousand rubles, at the constructive stage - 143 thousand rubles, at the conceptual stage - 257 thousand rubles, expenses, associated with the formation of a new market, are equal to 233 thousand rubles, labor costs - 31 thousand rubles, deductions from the unified social tax and insurance premiums from accidents at work - 14.5 thousand rubles, depreciation deductions - 27 thousand . rub., overhead costs - 96.7 thousand rubles.

Test tasks

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

1.1. Offensive.

1.2. Imitation.

1.3. Traditional.

2. Product innovation strategies are:

2.1. Strategies for changing management systems.

2.2. Group of scientific and technical, production, marketing and service strategies.

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

2.4. There is no correct answer.

3. Functional innovation strategies are:

3.1. Strategies for changing management systems.

3.2. Group of scientific and technical, production, marketing and service strategies.

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

3.4. There is no correct answer.

4. Organizational and managerial innovation strategies are:

4.1. Strategies for changing management systems.

4.2. Group of scientific and technical, production, marketing and service strategies.

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

4.4. There is no correct answer.

5. Defensive strategy is used by firms:

5.1. Having strong market and technological positions.

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

5.3. Based on the principles of entrepreneurial competition.

6. Offensive strategy is used by firms:

6.1. Having strong market and technological positions.

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

6.3. Based on the principles of entrepreneurial competition.

7. Imitation strategy is used by firms:

7.1. Having strong market and technological positions.

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

7.3. Based on the principles of entrepreneurial competition.

8. When using basic innovation strategies, actors
The firm's mission is to:

8.1. Increasing one's own potential by making better use of one's internal strengths and external capabilities.

Innovation management and strategic management

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

8.3. Development of competitive advantages.

8.4. There is no correct answer.

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

9.1. Vertical integration with suppliers.

9.2. Vertical integration with consumers.

9.3. Vertical integration with intermediaries.

9.4. horizontal integration.

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

10.1. High.

10.2. Medium.

10.3. Low.

11. The company keeps close to the leader, borrowing his innovations from
making some changes. Innovation costs will be:

11.1. Same as the leader.

11.2. lower than the leader.

11.3. There is no clear answer.

12. Which of the following applies to the second stage of life?
no cycle?

12.1. Theoretical and experimental studies.

12.2. Development of working design documentation.

12.3. Prototype production.

13. Among the principles of goal setting are:

13.1. completeness.

13.2. Consistency.

13.3. Alternative.

13.4. Subordination.

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

14.1. Consistency of goals.

14.2. Certainty.

14.3. Concreteness.

14.4. Reality.

14.5. Detail.

14.6. There is no correct answer.

Chapter 5 summary

Strategy means an interconnected set of actions in the name of strengthening the viability and power of an enterprise (firm) in relation to its competitors. This is a detailed and comprehensive comprehensive plan to achieve your goals.

Innovation strategies are divided into the following groups:

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

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

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

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

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

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

The BCG matrix can be used to select a strategy depending on market share and industry growth rates. The McKinsey matrix is ​​used to display and compare the strategic positions of various businesses in a commercial organization. It overcomes such a significant shortcoming of the BCG model as a simplified partitioning of the horizontal and vertical axes of its matrix.

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

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

The innovative strategies of an enterprise can be combined and presented in the form of two main types: a leader strategy aimed at the development and implementation of fundamentally new products, and a follower strategy, which implies the introduction of improved technologies to the market. Despite the fact that new and improving technologies go through the same stages of their growth and development, the initial goals and final objectives for these innovations at each of the identified stages are different.

The total resource requirements necessary for the implementation of a particular strategy of innovative development are selected first element by element, and then step by step.

The chapter discusses various schemes for determining the costs necessary to implement a particular innovation development strategy.

Chapter 5

tiya. This once again confirms the conclusion about the need to systematize the processes of strategic and innovative management and their initial focus on involving fundamentally new or only improving technologies in economic circulation.

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

> concept and types of innovative strategies;

> stages of the innovation life cycle

and DO:

Form innovative strategies;

Calculate the total cost of implementing the strategy.

Innovation management Makhovikova Galina Afanasievna

8.2. Enterprise Innovation Strategies

The choice of an innovative enterprise strategy is one of the most important problems of innovation management. The results of numerous studies confirm that the innovation strategy chosen by the enterprise underlies the success of the company in the market.

In a general sense, a strategy is a set of actions taken by an enterprise to achieve its corporate goals.

Innovation strategy - an integral part of the overall corporate strategy. This is a purposeful activity to determine the most important directions, to choose the priorities of the prospects for the development of the enterprise and to develop the set of measures required to achieve them. This is a set of rules and norms that determine the procedure for changing the system of selection and implementation of innovations, both in technology and in technology management.

When formulating an innovation strategy, a number of external and internal factors should be taken into account, including forecasts of the economic environment, analysis of the enterprise's potential, compliance of innovation with the overall strategy of the enterprise, etc. Thus, the innovation strategy links together the overall strategy of the enterprise, analysis of the economic environment, scientific and technical , personnel potential of the enterprise and specific innovative projects.

The basis for the development of an innovation strategy is the life cycle curve of an innovation project.

When developing an innovation strategy, it is necessary to solve the following main problems:

Determining the type of innovation policy that best suits the goals and market position of the enterprise;

Ensuring compliance of the innovation strategy with the organizational structure, infrastructure and information management system at the enterprise;

Determination of success criteria at the earliest possible stages of the development of an innovative project;

Choosing the optimal procedure for monitoring and controlling the implementation of an innovative project.

Typically, enterprises do not adhere to any strategy in its purest form. The choice of priorities and preferences are related to external and internal factors and specific projects.

There are the following types of innovative strategies.

1. Offensive. Is different high risk and high 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, an offensive strategy is resorted to either by large firms - market leaders in competitive industries, where the leader's position can be undermined as a result of the introduction of more scientifically and technically advanced products by competitors, or small enterprises, the survival and growth of which directly depend on the implementation of this project. .

2. Defensive. 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 for a quick response to competitors' actions. In their innovative activities, these enterprises are guided by the development and adaptation of already existing advanced technologies.

3. Absorbing. It is based on the acquisition of the best scientific and technical results obtained by other enterprises in the course of research and development. 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.

4. Intermediate. 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 operate in the early stages of the existence of an industry or market.

6. " Rogue". Allows the use of new advanced technologies by strong in terms of technology and production, but unsustainable in the market, 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. Attracting specialists. This strategy allows you to acquire knowledge, experience, skills and, in some cases, know-how at minimal cost. Many enterprises themselves do not actively poach specialists for ethical reasons and prefer to turn to special agents for help.

8. Acquisition of companies. This strategy is often used by large enterprises in relation to small firms working on promising projects and carrying out the initial stage of work.

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5.5. Designing a personnel management strategy for a research and production enterprise The personnel management strategy, being one of the functional strategies of the RPE, is a set of detailed long-term plans and measures for