Concept and types of innovation strategies. Types of innovation strategies

Strategy is a comprehensive, integrated plan of action to achieve the goals of an organization. the main task strategy is to move the organization from its present state to its desired future.

The peculiarity of innovation strategies lies in choosing directions and determining the scale of proposed changes. Moreover, their scale and desired pace depend on the enterprise’s ability to implement innovation (innovation potential) and the state of the external environment (innovation climate).

Innovation Strategies enterprises (organizations) are developed to achieve the following goals:

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

occupy another, previously unoccupied market niche;

• opportunities to escape competition by creating a new market niche;
• opportunities to increase production volumes (works or services).

The basis for developing an innovation strategy is the company’s goal, theory life cycle product, the market position of the company and its scientific and technological policy.

Depending on the goals of the company, four types of strategies (or four types of companies) are distinguished: violents, patents, commutants, explerants.

Table 8.1

Characteristics of Competitive Strategies _

	Competitive strategy	Innovative	State	Competitive advantages	Quality products
	Violent		New, mastered	High performance, low prices
	Patient		Mastered	Maximum adaptation to a specific market
	Commutative		Mastered	Flexible response to market needs
	Explerent			Usage innovation

Violent (force) strategy typical for firms operating in the field of large standard production. The fundamental source of strength is the mass production of products of good (average) quality according to low prices. Due to this, the company provides a large margin of competitiveness. The motto of the companies is: “Cheap, but decent” (but not “Expensive and bad”). Depending on the dynamics of development, several types of violents are distinguished.

“Lions” are large firms, leaders in a number of areas of innovation activity; they are typically characterized by aggressive competition and large expenditures on R&D.

“Elephants” are particularly large firms, leaders in one or two areas of innovation activity, with large network foreign subsidiaries and the niche nature of competition.

"Hippos" are companies big size with excessively wide diversification, they are characterized by an increase in technological backwardness, low R&D expenses and passive competition.

Patent (niche) strategy(“Sly Fox”) is typical for companies that have taken the path of narrow specialization for a limited circle of

consumers. They address their expensive and high-quality products to those who are not satisfied with conventional products. Their motto is “Expensive, but good.” They seek to avoid direct competition with leading corporations. For domestic firms, this strategy can be adopted as an entrepreneurial philosophy. She calls not to fight directly with leading corporations, but to look for areas of activity that are inaccessible to them. This approach seriously increases the chances of the weak in competition with the strong. These firms are profitable. At the same time, there is a possibility of making the wrong decision leading to a crisis. In such companies, it is advisable to position a permanent innovation manager, designed to secure their activities. the main objective innovation manager - to reduce the risk in the life of the company.

Commutative (connecting) strategy(“Grey mouse”) prevails in normal business on a local scale.

The strength of a local non-specialized enterprise lies in its better adaptability to satisfy the small-scale (and often short-term) needs of a specific client. This is a way to increase consumer value not through ultra-high quality (like the patient), but through individualization of the service. “You pay extra for the fact that we solve exactly your problems” - the slogan of the switchboards. Violents and patients cannot always satisfy individual needs, then commutants come onto the scene, ready to seize any business opportunity. The increased flexibility of switches allows them to maintain their position in the competition.

The innovation manager of such a company must have a good understanding of the specifics of the buyer of the product, the current situation on the market, and accurately, promptly and reliably anticipate possible crises. The commutation strategy is typical for many private Russian firms.

Exploratory (pioneer) strategy(“The first swallow”) is associated with the creation of new or radical transformation of old market segments; these are “pioneers in the search and implementation of revolutionary solutions, mainly the first move.” Among them are pioneers in the release personal computers, biotechnology, robots, etc. They work in the “surroundings” of the maximum stage of the cycle of inventive activity from the very beginning of product release.

Exponents' strength comes from introducing breakthrough innovations and they benefit from early market presence. In 85 cases out of 100 they fail, but in 15 cases they achieve enormous technical, financial and moral success. They are the engines of scientific and technological progress. The motto of the experimenters is: “Better and cheaper if it works out.”

An experimenting company (pioneer) faces the problem of production volume when a new product attractive to the market has already been created. To do this, the exporters enter into an alliance with a large company. Explerent cannot independently replicate proven innovations. Delay in replication threatens the appearance of copies or analogues. An alliance with a powerful company (even subject to absorption and subordination) allows one to achieve favorable conditions and even maintain a certain autonomy. The choice of such a partner depends on the specifics of the consumer.

Depending on the market position of the company The following types of innovation strategies are distinguished.

• 1.Offensive, providing technological leadership through independent development and implementation of innovations high degree radicalism.
• 2. Defensive, aimed at maintaining the company's competitive position in existing markets. The main function of such a strategy is to enhance the cost-benefit ratio in the innovation process. This strategy requires intensive R&D.
• 3.Imitation, focused on the dynamic reproduction of the achievements of technology leaders and the effective development of free market segments.

Let's look at these innovation strategies in more detail. Offensive strategy enterprise development involves the development and implementation of highly radical innovations based on major inventions or even discoveries. It covers the full life cycle of an innovation, being, as a result, the most lengthy and resource-intensive. The incentives for using this strategy largely coincide with the motivation for developing radical innovations.

Offensive strategy is the role of the first mover. Based on this strategy, the enterprise offers products, services, and technologies that are fundamentally new on the global or national market. The goal of an offensive strategy is to gain a leading position in the market. A necessary and important condition for the implementation of this strategy is the development and implementation of large-scale innovations before competitors.

For its implementation it is necessary following conditions:

• effective innovative activity;
• company management, prone to new ideas;
• good knowledge of the market;
• effective marketing;
• creative staff;
• possibility of risk distribution.

A necessary condition for an offensive strategy is a technological breakthrough and a quick response to market changes through flexible organizational structure and available unique resources.

The main competitive advantage of innovators is that, thanks to the created and accumulated specific knowledge and skills, they are able to implement innovation better than their competitors. Technological breakthroughs are ensured by the presence of specialized research laboratories and engineering departments; the presence of high technological potential that exceeds the needs of current production.

An offensive strategy is characterized by high R&D costs and, as a rule, provides a high rate of profit, but has increased risk, which may be a consequence of technical failures or poor timing of product introduction.

Several innovative offensive strategies stand out.

• 1. Creating a new market- a rather rare strategy when, based on a new idea, a unique product is produced that has no analogues. Television game consoles became such a product in their time. Implemented by an enterprise with a fairly strong R&D department engaged in diverse research, including interdisciplinary. The ongoing research is aimed at carrying out promising fundamental developments that will contribute to the acquisition of a monopoly position in the market. The limitation in this case is antimonopoly legislation, which prohibits occupying more than 35-55% of the market. Contrary to belief, only truly new products bring the highest returns, and imitation of these products is riskier than developing new products yourself: anyone who imitates others will certainly face competition. Really big profits come only from developing unoccupied market segments.
• 2. Acquisition of companies - a strategy that involves the acquisition of a company that has significant intangible assets (developments and technologies, methods and models of doing business, engineering and technical workers, image in the market, etc.). As a result, an essentially new enterprise is formed and a significant expansion of its market is ensured.
• 3. "Robber" strategy. Its essence lies in the fact that, based on new technology the company launches on the market from

a well-known product that has significantly improved characteristics, which reduces the overall market size. An example is long-acting medications, etc.

• 4. Continuous improvement strategy (“Kaizen”) is to improve production technology and quality thanks to highly educated and professionally trained personnel, which is of key importance. This is the strategy of leading Japanese firms, which daily, even hourly, make small improvements in everything related to production.
• 5. Comparative advantage strategy is based on the production of a product that combines the properties of several products, without deteriorating the characteristics of the base product (for example, the production mobile phones with built-in video cameras). The use of this strategy is caused by the busyness of traditional markets and the need to find an unoccupied niche. Its implementation requires active R&D and a high level of technology.

Defensive or stabilization innovative strategies used by companies that do not claim to be the first to bring an innovation to the market, but strive to maintain their position. As a rule, the innovations of recognized leaders are borrowed with the introduction of some changes to the products, i.e. analogue products are created.

In this case, the company gives up a possibly high level of initial income in exchange for the security of a late entry into the market, which is ensured by knowledge of the results of selling the product. In addition, the costs of innovation development, marketing and advertising are reduced. Therefore, the costs of R&D and commercialization of innovation in this case are lower than those of the leader. This is a low innovation risk strategy. There are several options for innovative strategies aimed at maintaining and strengthening positions in the market and industry.

• 1. Opportunistic strategy - The company is looking for a product that does not require too much research and development, but with which it can have a sole presence on the market for a certain period of time. Finding and using your niches requires a deep knowledge of the market situation, a high level of technical and technological development and the adaptive abilities of the company. As a rule, these products have patent protection (patents for utility models, industrial designs).
• 2. Dependent Strategy assumes that the company focuses on product development and technology of large leading

companies. Its goal is self-preservation based on performing contract work for these companies. Widely used in the production of parts for finished product assembly plants (for example, automobile factories Japan).

• 3. Defensive strategy is based on the fact that research and development are carried out without pretensions to the company occupying leading positions and their goal is to keep up with others in the field of technical and technological development and, if possible, increase the technical level of production.
• 4. Selective (elective) strategy involves the concentration of resources in certain, most effective areas, which creates conditions for the transition to an offensive strategy.

Imitation strategy involves copying, when actually investing, technologies and (or) products previously used or produced by technology leaders, unchanged or modified.

In this case, the technology or product is acquired from other enterprises, for example by purchasing a license. Often, for companies, a license costs much less, is acquired sooner, and is more reliable than conducting their own R&D. This is a successful strategy, but to adapt the invention as an original product that creates a monopoly situation to the conditions of a specific production, a high technological level of production, the professionalism of engineering and technical workers, workers who can quickly master “alien” development are required.

Usage imitation strategy may be based on an unfilled dynamically growing market, which the technology leader company for some reason cannot completely occupy.

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

• inconsistency between innovation and existing product lines;
• high transaction costs for protection against imitation in excess of patenting costs;
• lack of finances for the development and promotion of innovations;
• obstacles to comprehensive capitalization of innovation from

When using an imitation strategy, innovation risk disappears, technological risk is minimized, and commercial and financial risks are reduced.

This determines the wide distribution of the imitation strategy in world practice.

The effective use of this particular strategy was one of the main conditions for the emergence of the so-called “Japanese economic miracle” in the 1960-1970s. Japanese firms at that time were characterized by active adaptation of other people's achievements, leadership at the development stage and expansion in narrow segments of fast-growing markets through price competition provided by economies of scale. The technological level of Japanese industry that emerged in these decades became the basis for the fact that in the 1980s. Japan has become not only a global technology leader, but also an innovation leader in many high-tech industries, notably ranking first in the world in the number of patents in the automotive industry.

For development Russian economy it is realistic to use all three strategies: offensive, defensive, and imitation. This is also stated in the Concept 2020, that Russia faces the task of simultaneously advancing and catching-up development.

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

Modern Russian science in many fundamental areas of knowledge has not lost its world level and is able to respond to innovative challenges, primarily in the field of physics, mathematics, chemistry, physiology, medicine, as well as in the applied development of laser and cryogenic technology, new materials, aerospace technology , a number of samples military equipment and technologies, communications and telecommunications, computer science, software products for computers, etc.

Our country still has strong scientific and innovative reserves in nuclear, space, aviation technologies, weapons production, chemical, energy, transport engineering, as well as certain technologies in oil and gas production, processing and the chemical industry.

Russia still maintains world positions in 17 priority scientific and technological developments, and about 20 critical technologies being developed in our country correspond to the world level, which together constitutes approximately one third of world research in the field of high technologies. For example, competitive technologies created by Russian scientists at the turn of the new millennium include aerospace, nuclear energy and laser technologies; the development of a fundamentally new information carrier - three-dimensional optoelectronic memory - continues. The successful implementation of this promising project can transform the most modern information technology

nology in the technology of yesterday. In addition, breakthroughs are being made in new areas of research into information and communication systems in the following areas: mechatronics, the creation of an elemental base for computers of the 5-6th generation; holography; small specialized communications satellites; long-wave communication channels; global monitoring systems environment and etc.

For example, developed by the group Russian companies"Elbrus" computer processor "E2K", which uses the binary compilation method, is superior in technical solutions and main characteristics to the most powerful Western processor "Merced" which company "Intel" just planning for release.

However, in many industries and enterprises where there are no serious innovative foundations, it is advisable to use catch-up development based on an imitation strategy. Borrowing experience and developments developed countries will help overcome the backlog of domestic enterprises in relevant industries, increase the competitiveness of their products and increase production efficiency.

This way of successfully overcoming the lag in their development was used by the “economic miracle” countries, for example Japan and South Korea.

As for the defensive strategy, it will be used by those enterprises that already have a fairly modern level of development; they only need to monitor and promptly respond to the emergence of new innovative developments.

According to the results of a survey of 1000 large and medium-sized industrial enterprises in Russia, the choice of development strategy is characterized by the following data (as a percentage of respondents):

• become one of the leaders in the production of new unique products - 32.2;
• to gain a foothold in the market of traditional mass-market products - 45.5;
• produce products similar to those of leading companies - 16.9.

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

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

An organization operating in a competitive environment seeks to secure advantages over other enterprises.

To do this, it uses strategy - the organizational use of resources to achieve specific goals.

The enterprise strategy forms and predetermines the role, place, and content of the innovation strategy. In turn, the latter contributes to the implementation of the corporate strategy implemented by the enterprise. The connection between corporate and innovation strategy is realized primarily when mastering the production of new products and changes in the production process.

The main directions of the innovation strategy are formed:

• in the process of expedient and rational use most available results innovation activity to achieve the general goal of the enterprise - meeting the needs for a certain type of product or providing certain types of services;
• thanks to the provision and economical use of resources in the development of innovation products.

Depending on the organization business strategy, its resource capabilities and competitive positions, all innovative strategies can be reduced to several main types: offensive, defensive, licensing, intermediate.

Offensive strategy is to independently develop innovations; it requires large investments and comes with significant risk. This option is suitable for large corporations that are leaders in their respective markets, or for small innovative firms for which the risk of failure of an innovative strategy is comparable to the risk of the current one. commercial activities. An offensive strategy requires the company's employees to have certain qualifications that contribute to the implementation of innovations, the ability to see prospects and be able to quickly implement them, as well as the availability of significant resources.

Even large corporations may adopt an offensive strategy to produce only part of their products. This strategy is justified only when choosing the appropriate promising type of product, on the production of which the corporation concentrates its forces and resources.

Defensive innovation strategy used more often by medium-sized enterprises that occupy a strong but not leading position in the market. The risk of implementing this strategy is lower than that of an offensive strategy, but the potential gain is also lower.

Defensive strategy characterized by low risk and used by enterprises that are able to make a profit in a competitive environment. They achieve this through special attention to production and marketing. Their main advantage is low production costs and maintaining positions in a significant market segment. Such enterprises are more focused on innovation and have sufficient potential for their modification.

Licensing (acquisition) strategy involves a focus on acquiring innovative solutions (protected by patents or know-how) obtained by other companies. Sometimes even large corporations do not have sufficient capabilities to conduct research on a broad front. At the same time, they intend to distribute resources in a balanced manner to conduct their own research and development and acquire licenses. At the same time, selling a license for your own radical innovation can be an effective means of maintaining an offensive strategy. This is especially true for a small innovative company, which in other conditions does not have the slightest chance of a successful offensive strategy.

An alternative to acquiring a competitor’s technology through a licensing agreement is to involve its specialists: either leading employees or the entire “team” of the project. This is due to the competitor’s reluctance to continue implementing the research project or reducing costs for it. This knowledge of possible changes in competitors' policies can provide an excellent chance to gain experience at a minimal cost.

Various options for acquisition strategies can be used by enterprises of any size. A resource-intensive merger or acquisition strategy is used for large corporations.

Intermediate strategy based on product differentiation and the desire to maintain advantages in the market. This desire is driven by the desire to avoid direct competition with leading corporations, since the fight against giants in the production of standard products is obviously doomed to failure. At the same time, in taking into account special consumer requests, the advantages are on the side of the company that devotes its activities to studying and satisfying them. They target their usually expensive and high-quality products at those categories of consumers who are not satisfied with standard products. In this sense, the roles are changing - gigantic advantages turn into disadvantages, while small and medium-sized companies gain advantages.

Of the factors influencing the choice of innovation strategy, the most significant are:

1. information about the behavior of competitors during economic changes;
2. the inclination and attitude of the company's top management towards risk and the ability to develop measures to minimize it;
3. trends and prospects for industry development.

Particularly in a rapidly developing industry and low level competition, an offensive strategy is preferable.

As the market grows and competition intensifies, the enterprise's activities should be focused on a defensive strategy, product improvement, or a licensing strategy. At the maturity stage (in conditions of low growth or decline and high levels of competition), the enterprise should focus on a defensive technology innovation strategy or an industry licensing strategy.

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

General information about innovation strategy

Modern strategic innovations are a set of rules, actions, intermediate goals and methods for increasing financial capital and operational efficiency.

This strategy gives managers a new perspective on existing problem, helps solve it in new, more effective ways. Both the specifics of the field of activity and the work of the organization itself are taken into account.

Features of the innovative strategic behavior of the enterprise are as follows:

• Changes at all management and production levels.
• Increasing the company's risk level.
• Increased risks associated with investments.

The best decision of a manager who has chosen an innovation program will be a skillful combination of stability and the gradual introduction of innovations.

Classification of strategic innovations

Experts highlight certain types innovative strategies.

Defensive

This type of strategy is used by companies that have a constant market share, have decent production technology, and competent personnel.

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

Imitation

The idea is to “imitate” competitors’ products. Required condition is to introduce innovations into old products (new components, design, manufacturing technology), which should attract new consumers.

This program is in demand among enterprises that have established themselves in the market and have the opportunity to save money. By acting according to a certain algorithm, the company will be able to win over customers and outperform the competitor.

Offensive

Covers a detailed analysis of the industry market on the profitability of producing high-tech products. She is popular among large organizations able to compete fiercely and have a staff of highly competent employees.

Small companies can also choose this program, but they need to put in a lot of effort to achieve positive results.

Intermediate

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

Robber's

The program is highly effective at initial stage enterprise development. It involves release large quantity a standard product with some novelty introduced into its development. The main task is to extend the service life of products.

A competitor's product can be used for this, but improvement requires a serious technical base.

Absorbing

The absorption system is often used in combination with others. By producing your own products, the strategy involves using both your own scientific developments and those of others (with the repurchase of all rights). It’s easy to buy out someone else’s ideas if they don’t fit the requirements of the company that created them. Sometimes it brings results.

Selection Methods

There are several methods for selecting strategic innovations:

1. Analysis of vocabulary and terms. The possibility of transferring terminological units from one field of activity to another is analyzed, which allows us to talk about the possibility of developing a new business branch and draw up its strategy.
2. Determination of parameters of publication activity. Publications about the enterprise are studied as whole organism, on the basis of which conclusions are drawn and appropriate recommendations are given.
3. Method of proportions. Documents on the dynamic movement of indicators of global technological systems are being studied, on the basis of which recommendations for development are formed.
4. Structural morphological analysis. Tracking innovations, recording them and creating business principles on this basis.
5. Method of patent analogues. World experience is taken into account; concepts patented during the reporting period are reviewed and trends are determined in accordance with which the development path is chosen.

Development of strategic innovations

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

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

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

1. The strategy is developed “from above”, and its provisions are communicated to the departments.
2. The divisions themselves formulate a package of proposals to management, on the basis of which a strategy is formed.

Each version involves taking into account risks and temporary factors.

The successful operation of an organization depends on the competence of its personnel, the manager’s management style and many other factors. A properly selected enterprise development strategy will make this mechanism harmonious. Knowing the types of strategies and ways of their application described in this article, it is easier for the founder to make a choice in favor of one program or another.

Types of innovation strategies. The following main types of innovation strategies are distinguished:

Offensive - typical for firms that base their activities on the principles of entrepreneurial competition. It is characteristic of small innovative companies, or the so-called expeller companies that specialize in creating “breakthrough” innovations. Almost all funds, mostly raised, are spent by such companies on R&D.

Defensive - aimed at maintaining the company's competitive position in existing markets. The main function of such a strategy is to activate the cost-result ratio in the innovation process. This strategy also requires intensive R&D. Both large and medium-sized companies can resort to this strategy.

Imitation - used by firms with strong market and technological positions. This copies the main consumer properties innovations released to the market by other companies. This strategy is usually typical for large companies(the so-called violent firms), which try to get ahead of competitors due to serial production and economies of scale. In Russia, these include large complexes of the defense and civilian industries.

The “niche” strategy consists of adapting to narrow segments of a wide market (niches) through the specialized release of new or modernized products with unique characteristics. In a “niche” (patent) strategy, two components are clearly visible: a focus on product differentiation and the need to concentrate maximum efforts on a narrow market segment. Patient companies can be of different sizes: small, medium and occasionally even large. Such companies tend to have average R&D expenses.

For entrepreneurial activity at the firm level, the greatest interest is strategic planning and implementation of the following goals:

efficient allocation and use of limited resources;

changes in economic, political, demographic and other factors;

increasing profits through technology modernization and product updates;

ensuring the competitiveness of goods by increasing the level of innovative development;

promoting goods to new markets or increasing the already covered market segment;

increasing the volume of new products, equipment productivity and production capacity;

improving the ratio of the number of personnel employed in R&D, the volume of new products and technologies ready for implementation (instead of outdated ones), and the amount of costs for innovation activities, etc.

At the initial stage of development, a company, as a rule, cannot choose an offensive strategy. The real strategy is the traditional type. Then, it depends on the dynamics of the company’s development and on the right leadership how quickly it will be able to move to an offensive strategy based on its own creative capabilities.

An offensive innovation strategy is based not on a single, one-time innovation, but on a whole series of innovations. It focuses not on the implementation of short-term or medium-term interests, but on achieving longer-term goals. This strategy represents a complex management task, which is accompanied by great risk and difficulty. However, if implemented consistently, it can lead to outstanding results. This is exactly the strategy the best way meets modern conditions of dynamic technical progress. By choosing it, the company has the opportunity to successfully overcome “technological gaps”.

What is the connection between the improvement of technology and the success of the company? Success arises slowly at the beginning, then picks up pace, accelerates, but then inevitably fades away, technology declines. It is important for companies to be aware of the concept of a technological limit in order to switch to new technology in a timely manner.

An offensive strategy is extremely complex in terms of gaining and maintaining positions and is associated with risk. It justifies itself when choosing a suitable promising area of ​​production, where the enterprise concentrates all its efforts (resources, scientific and technical potential). Right choice area and area of ​​activity (market segment) makes it possible to strategically plan a breakthrough with new products in a certain segment and overcome the barrier of high costs for implementing innovations. In this market segment, for a relatively short period(2-3 years) the enterprise needs to dominate and maintain leading positions. Subsequently, when competing enterprises strive to win a wide range of consumers of these goods, it is necessary to reorient themselves either to other possible innovations, or to enter into a struggle for sales in conditions of fierce competition. The main strategy of offensive market actions of firms seeking an overwhelming advantage in modern market, is a focus on superiority in innovation over its competitors and the constant expansion of this gap.

To determine the place a company occupies in the market and develop an appropriate strategy for innovative development, an approach based on the theory of the product life cycle is used. The following stages may be taken into account: development, growth, maturity and decline. For an innovation strategy aimed at developing new products and technologies, the following correspondence can be established:

Table 1 Dependence of types of innovations on the stage of the life cycle

Life cycle stage Type of innovation Development Product innovation (creation, modification and debugging) Growth Technological innovation (technology development and production organization) Maturity Cost optimization, quality improvement, cost reduction Decline Fall in production, decrease in profits

The use of product life cycle theory and methods for analyzing information flows of documents allows enterprises to solve the following issues: put forward concepts for new products; apply the latest, flexible, environmentally friendly, energy and resource saving technologies; promptly remove obsolete products from the market; ensure high rates of restructuring of the company's production and sales strategy; quickly enter new markets; concentrate efforts on solving problems of selected consumer groups (specialization); expand its activities to other countries.

All this allows you to choose an innovative strategy for the company, which is based on improving the cost structure necessary for carrying out research and development work, ensuring increased competitiveness of the company in its market segment.

The need for innovative planning. All larger number firms recognize the need for innovation planning and actively implement it. This is due to growing competition: you can’t live only for today, you have to constantly look for and implement innovations, anticipate and plan possible changes in order to survive and win in the competition.

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

Choosing an innovation strategy. When choosing an innovation strategy, they usually take into account the market position of the company, its scientific and technological policy, as well as the stage of the life cycle at which certain products or services offered by the company are located.

When choosing a specific strategy, you can use the following table (Table 2):

Table 2 - Market-technology matrix

Market positionStrongAcquisition by another companyStrategy of following the leaderIntensive R&D, technological leadershipMediumRationalizationSearch for profitable areas of application of technologyWeakBusiness liquidationRationalizationOrganization of a “risky” projectWeakMediumStrongTechnological position

FEDERAL EDUCATION AGENCY

STATE EDUCATIONAL INSTITUTION

HIGHER PROFESSIONAL EDUCATION

"ST. PETERSBURG STATE UNIVERSITY

ECONOMICS AND FINANCE"

Department of Enterprise Economics and Production Management

Test

on the course "Innovation Management"

On the topic: “Innovation strategy of the company”

5th year student group 556

specialty organization management

Gerasimova M. V.

grade book No. 098736

Introduction 3

Concept of innovation strategy 5

Types of innovation strategies 8

Selection and development of innovation strategy 10

Innovation strategy of General Electric Corporation 20

List of used literature 23

Introduction

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

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

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

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

In accordance with international standards innovation is defined as the final result of innovative activity, embodied in the form of a new or improved product introduced into the market, a new or improved technological process used in practical activities, or a new approach to social services.

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

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

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

research, applied and experimental work necessary to create innovations;

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

work related to production preparation and industrial testing;

work related to certification and standardization of innovative products;

work related to conducting marketing research and organizing sales markets for innovative products;

all types of intermediary activities and other types of work interconnected into a single process with the aim of creating and disseminating innovations

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

The concept of innovation strategy

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

Innovation strategy 5 - This is a purposeful activity to determine the most important paths, select priorities for the long-term development of an enterprise and develop a set of measures required to achieve them.

The enterprise's innovation strategy should increase and/or maintain the competitive status of the company's products.

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

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

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

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

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

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

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

When formulating an innovation strategy, a number of external and internal factors, including forecasts of the economic environment, analysis of the enterprise’s potential, compliance with innovation overall strategy enterprises, etc. innovation strategy links together the overall strategy of the enterprise, analysis of the economic environment, scientific and technical, personnel, resource potential of the enterprise and specific innovative projects. The main elements of the enterprise’s innovation strategy include 9:

improvement of existing products and applied technologies;

creation and development of new products and processes;

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

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

improving the organization and management of innovation activities;

rationalization of the resource base;

ensuring environmental and technological safety;

achieving competitive advantages of an innovative product in the domestic and foreign markets in comparison with products of similar purposes.

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

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

IN general view The innovation strategy of an enterprise (strategy of innovation activity) can be characterized as a certain logical structure, on the basis of which the enterprise solves the main tasks facing it in the innovative field of activity. It should be taken into account that both for each individual innovation and for each product (service) produced, there are strictly individual strategies and tactics. At the same time, a comprehensive vision of the innovative activity of an enterprise includes both specific strategies and various aspects of the production and implementation of innovation. In addition, a realistic assessment of the costs and results of innovative activities in an enterprise should be given.

Types of innovation strategies

The following can be distinguished types of innovation strategies 10 .

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

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

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

4. Intermediate strategy associated with the search for market niches. It is based on a conscious effort to avoid direct competition, based on an analysis of the weaknesses of competitors, taking into account its own advantages. This strategy is often successfully used 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 that arise from their implementation are quite rare. They typically occur in the early stages of an industry or market.

6. "Robber" strategy allows the use of new advanced technologies by those strong in technological and production-wise, but to enterprises that are unstable in the market to offer a new product when this innovation reduces the overall market size. In this case, market leaders are not inclined to introduce an innovation because it may pose a threat to their position. For businesses using a predatory strategy, it is important 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 recruit specialists for ethical reasons and prefer to turn to the help of recruiting agencies.

Innovative Coursework >> Management

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