Introduction

The need to make strategic decisions and, consequently, the implementation of strategic management, arises when traditional methods do not allow achieving the set goals. In the conditions of saturation of the slowly growing market with goods, with high competition from domestic and foreign manufacturers, it is difficult for an enterprise to survive, especially in the context of an aggressive policy of increasing market share. Traditional approaches associated with measures to improve the technological level of production, reduce costs, do not lead to positive results. The priority in the effectiveness of these measures belongs to the most financially stable enterprises. The winner in this situation is the enterprise that knows how to determine the moment of formulation and choice of a new strategy. If it is necessary to make a strategic decision at the initial stage, options for getting out of the current situation are developed, which later can be supplemented according to the new circumstances that have arisen.

Thus, the need for strategic management arises where and when the activity of an economic entity is influenced by environmental factors with a high level of uncertainty. Strategic management, unlike traditional methods, does not develop a list of specific activities, the implementation of which ensures the achievement of the set goals, but on the basis of a detailed analysis of the external and internal environment, it forms the mechanism of the enterprise's behavior in conditions of its constant change.

In this control work, types of innovative strategies were considered, such as offensive, defensive defensive, intermediate, absorbing, imitation, robbery, etc.

In the practical part, the calculation of leasing payments under a leasing agreement was carried out.

Types of innovation strategies

Innovation strategy - a set of measures in the medium and long term to develop and implement innovations that are reproducible in production and in demand on the market.

There are many various kinds strategies: offensive, defensive defensive, intermediate, absorbing, imitation, robbery, etc.

An offensive innovation strategy is characterized by high level risk and efficiency. An offensive strategy requires a focus on research (in many cases even fundamental research) combined with the use of the latest technologies. This type of strategy requires high innovation skills, the ability to quickly implement innovations, and the ability to anticipate market needs. It is typical for large associations and companies, when the industry is dominated by several companies with a weak leader. But an offensive strategy can also be implemented by small enterprises (especially innovative organizations) if they concentrate their efforts on one or two innovative projects.

A defensive (defensive) strategy is characterized by a low level of risk, a fairly high level of technical (design and technological) developments, and a certain won market share. With a defensive strategy, enterprises are distinguished by a high level of technology and production technology, product quality, relatively low production costs and are trying to maintain their market positions. This strategy is used by enterprises (firms) that receive significant profits in a competitive environment. These companies have a stronger position in marketing and production compared to innovation, research and development.

An intermediate strategy is characterized by exploiting the weaknesses of competitors and strengths enterprises, as well as the absence (in the early stages) of direct confrontation with competitors. With an intermediate innovation strategy, enterprises (mostly small) fill in the gaps in the specialization of other enterprises, including those that dominate their industry. An analysis of the economic situation and the external environment, carried out when choosing a strategy, reveals such gaps (niches) in the set of innovations being produced. The presence of such niches is explained by a certain weakness of other enterprises (including the leader), their lack of capabilities or unwillingness to fill existing gaps (for example, due to a small market). This strategy is often used for modifications basic models innovations.

The absorbing strategy (licensing) involves the use of innovative developments made by other organizations. Innovations are so diverse in terms of complexity and novelty that even large associations(companies) with powerful innovation development units (R&D services) cannot carry out work on the entire range of effective innovations. Therefore, many of them innovation policy are carried out not only on the basis of the use of innovations obtained on their own, but also taking into account the opportunities to use innovations developed by others. This means that they use an absorbing innovation strategy along with another (for example, an offensive one).

The imitation strategy is characterized by the fact that enterprises at the same time use innovations (product, technological, managerial) released to the market by other organizations with some improvements and modernization. These enterprises have a high production culture, organizational and technological potential, are well aware of the requirements of the market, and sometimes have quite strong market positions. At the same time, innovations developed and mastered as large enterprises(companies) and small innovative organizations. Quite often, these imitators take the lead in their industry and their respective markets, surpassing the original innovator leader. Under certain conditions, the imitation strategy becomes very profitable.

The robbery strategy can be used in cases where fundamental innovations affect the technical and operational parameters of products (for example, increasing the service life, their reliability) that were produced earlier. The spread of fundamental innovations leads to a decrease in the size of the market for the latter. This strategy is usually used by small innovative organizations from another area, but with new technologies, fundamentally new technical solutions for the production of already manufactured products. Such a strategy can also be chosen by companies from the same area with weak market positions so far, if they have breakthrough technologies at a certain stage. Rogue strategy is only effective on early stages dissemination and implementation of innovations.

In addition to these types of strategies, the innovative strategy of enterprises can be aimed at creating a completely new market for the implementation of a fundamentally new product (technology), attracting specialists from competing organizations and merging (sometimes merging, acquiring) with other organizations with high scientific and technical potential and innovative spirit. . In practical innovation activities there is a combination of these types of strategies, so it is important to determine the proportions on the basis of which resources are distributed between these strategies.

Strategies can also be considered depending on the type of strategic competitive innovation behavior of firms.

Firms that specialize in creating new or radically transforming old market segments are called explerents. They are engaged in the promotion of innovations to the market.

To reduce the risk, standard financing schemes are being developed for certain period. During this period, the firm - eksplerent must succeed, if he is destined to be. Firms - explerents were called "pioneer". Venture firms and firms - explerents create the conditions for scientific and technical shifts in the modern economy.

An explorer company faces the problem of production volume when a novelty that is attractive to the market has already been created. To do this, the firm - explerent enters into an alliance with big firm, since it cannot independently replicate proven innovations. Delay in replication threatens the appearance of copies and analogues. An alliance with a powerful firm makes it possible to achieve favorable conditions and even maintain a certain autonomy. The choice of such a partner depends on the specifics of the consumer.

When focusing on a narrow market segment, these will be patient firms. Firms - patients work for a narrow segment of the market and satisfy the needs formed under the influence of fashion, advertising and other means. The requirements for quality and production volumes of these firms are associated with the problems of conquering markets. There is a need to make a decision on the conduct or termination of development, on the expediency of selling and buying licenses, etc. These firms are profitable. At the same time, there is a possibility of making the wrong decision leading to a crisis. In such firms, the position of a permanent innovation manager is advisable, designed to secure their activities.

In the field of large standard business, there are firms - violets - firms with a strong strategy. They have large capital, a high level of technology development. Violenty is engaged in large-scale and mass production of products for a wide range of consumers who have average demands for quality and are satisfied with an average price level. The scientific and technical policy of violets requires making decisions on the timing of putting products into production (including the acquisition of a license); on the removal of products from production; about investments and expansion of production; on the replacement of the fleet of machines and equipment.

As firms - patients, violets are profitable. Profitability - an indispensable condition for the activities of firms. They provide for the position of innovation manager. These firms should be very careful in changing their policies.

Commutator firms are engaged in medium and small businesses oriented to meet local national needs. Their scientific and technical policy requires decisions to be made on the timely delivery of products to production, on the degree of technological features of products produced by violents, on appropriate changes in them according to the requirements of specific needs. An innovation manager of such a company should be well versed in the specifics of the buyer of goods, the current situation on the market, and promptly and reliably predict possible crises.

There are various options for classifying innovation strategies. In particular, L.G. Kudinov divided the innovative strategies of an enterprise into two groups: R&D strategies and strategies for introducing and adapting innovations.

The first group of strategies is related to the conduct of research and development by the enterprise. These strategies determine the nature of borrowing ideas, investing in R&D, their relationship with existing products and processes. The second group of strategies refers to the system of updating production, bringing products to the market, using technological advantages. Let's consider the strategies of each group in more detail.

Licensing strategy - used when an enterprise bases its R&D activities on the acquisition of research licenses for the results of research and development of scientific, technical or other organizations. At the same time, both unfinished and completed developments are acquired for the purpose of their further development and use in the process of carrying out their own R&D. As a result, the enterprise receives its own Results in a much shorter time and often at lower costs.

Research leadership strategy - aimed at achieving a long-term stay of the enterprise at the forefront in the field of certain R&D. This strategy assumes the desire to be in the initial stages of growth for most types of products. However, it requires constant investment in new R&D, which is impossible for many Russian enterprises in modern conditions lack of financial resources.

Life cycle strategy - means that R & D is strictly tied to the life cycles of the products produced and the processes used by the enterprise. It allows you to constantly accumulate the results of R & D, which can be used to replace retired products and processes.

Parallel development strategy - involves the acquisition of a technological license for a finished product or process. At the same time, the goal is to accelerate their experimental development and to carry out their own developments taking into account it. Such a strategy can be used if the goal is to accelerate the development of new products and processes in the presence of developments that can be purchased outside the enterprise, and also if the ability of competitors to master these innovations is reduced. It allows for innovative development on its own basis, contributes to the growth of the company's market share and, accordingly, increases the efficiency of its activities.

The strategy of advanced knowledge intensity is used if the enterprise is characterized by the desire to increase the knowledge intensity of products above the industry average. It can be applied in highly competitive environments, when time to market is important, or during periods when it is important to get ahead of other enterprises in reducing prices and production costs.

Strategies for the introduction and adaptation of innovations relate to the system of updating production, bringing products to the market, using technological advantages, they are divided into the following main types:

Product range support strategy - consists in the desire of the enterprise to improve consumer properties produced traditional goods that are not subject to severe obsolescence;

The retro-innovation strategy is applied to obsolete, but in demand and in-service products. For example, the manufacture of spare parts for complex equipment with a long service life. Innovations here will be aimed at improving their manufacturing processes;

The strategy of maintaining technological positions is used by enterprises that occupy a strong competitive position, but for certain reasons, at some stages of their development, they experience a strong and unexpected onslaught of competitors and are not able to invest the necessary funds in updating production and products. It cannot be successful in the long run;

The strategy of product and process imitation boils down to the fact that the enterprise borrows technologies from outside. Such borrowing is carried out in relation to both products and the processes of its production. If technologies already in use are acquired, there is a danger of releasing obsolete products. This strategy can be effective in cases where the company is far behind its competitors in terms of its scientific and technical potential or enters a new business area for it;

The strategy of stage overcoming - involves the transition to higher stages of technological development, bypassing the lower ones. It is closely related to imitation strategies, as well as to the strategy of advanced science intensity, which are used as methods of implementation;

The technology transfer strategy is implemented by the parent enterprises of vertically integrated structures, which transfer already developed technologies to small enterprises that are part of the structure. They tend to work for larger companies and therefore are forced to use the technologies offered to them. The strategy of such "host" enterprises is called the vertical borrowing strategy;

Technological connectivity strategy - used when an enterprise implements technologically related innovations, i.e. manufactures technologically related products (in the event that technologically related products account for more than 70% of output for a long time);

Market following strategy - aims the company to produce the most profitable and in market demand in This moment production time. It can be used at the initial stages of the development of the enterprise, when priorities in the production of products have not yet been determined;

The vertical borrowing strategy is typical for small enterprises as part of large vertically integrated structures that are forced to accept and borrow technologies from enterprises - the leaders of these structures;

Radical advance strategy - expresses the actions of the enterprise and its desire to be the first to market with a radically new product (or produce it in a new way). In a number of cases, it is supposed to implement two R&D strategies - research leadership and advanced science intensity. The radical anticipation strategy is very expensive and carries a lot of risk. However, it justifies itself in cases of application in young firms with advanced product and process developments;

Waiting for the leader - adopted by large leading firms during periods of new products entering the market, the demand for which has not yet been determined. Initially, a small firm enters the market, and then, if successful, the leader intercepts the initiative.

The essence and content of the innovative strategy of the enterprise. The main types of innovative strategies of the enterprise. Their features and targets. Marketing strategies in the implementation of an innovative enterprise project. Strategic planning of innovations. Methods of enterprise diversification in the process of mastering innovations.

Strategic management is an activity for the development and implementation of the mission, the most important key goals of the organization and ways to achieve them, ensuring its development in a competitive and unstable external environment. Strategic management is a continuous process of selecting and implementing organizational strategies based on forecasting the dynamics of the external environment, recognizing problems and taking into account expert decisions aimed at creating and maintaining the competitive advantage of the organization.

An innovative strategy for the development of an enterprise is a set of goals and objectives, decision-making rules and methods for transferring an enterprise (firm) from an old (existing) position to a new (target) state based on the introduction of innovations - technological, product, organizational, managerial, economic, social - and positioning of the enterprise in competitive markets for goods and services. That is, an innovative strategy is always expressed in determining the type of target behavior of an enterprise in competitive markets. The whole variety of strategies for the behavior of an enterprise in the innovation markets can be combined into two large groups: strategies for active innovative behavior for creating new markets and a strategy for passively following the innovation market (Fig. 7).

The first type of strategy, often referred to as technological, is a response to ongoing and possible changes in the external environment through continuous technological innovation. Having chosen one or more active strategies, the enterprise chooses the use of a new technological idea as the main success factor. Among active innovation strategies, two fundamentally different types of strategies can be distinguished: leadership and imitation.

Figure 7 -

If the technology embodied in a new product or service is completely new to the market, then the enterprise implements a technology leadership strategy. When a technological idea is already known to the market, but is used for the first time by the company itself, then we are talking about imitation strategies.

Passive or marketing innovation strategies are continuous innovations in marketing. An enterprise can choose an innovation strategy in the field of product differentiation, highlighting more and more of its competitive advantages. The segmentation strategy involves a permanent search for new market segments or entire markets, as well as the use of new methods for the market and / or enterprise to cover these customer groups. The choice of passive innovation strategies by a company can also mean such a way of responding to changes in external conditions as constant innovations in the field of forms and methods of marketing products, communication policy.

Technology Leadership Strategy

The choice of a "leadership" strategy by a company means a policy of constantly bringing to market completely new products. Accordingly, all Scientific research and development, production system and marketing are aimed at creating a product that has no analogues, and research here is not only applied, but also fundamental. This necessitates the creation of strategic alliances in the field of R&D with other scientific and technical organizations, venture funds and venture divisions within the company.

There are many examples of successfully introducing a new product to the market and capitalizing on profits by securing a market leadership strategy. The choice of a "technological leadership" strategy by an enterprise means the need not only to develop a new technical idea, conduct R&D, release a trial batch, but also organize market testing of the product, launch its mass production, implement measures to introduce a new product to the market, organize a continuous assessment of the competitiveness of the product on the market. market.

The result of the election of the strategy of "technological leadership" is the conduct of a large volume marketing research and preparation of a marketing program for the product, including:

o analysis of the assessment of the state of the market;
o choice marketing strategy entering the market;
o determination of the commodity, price, marketing and communication policy of the enterprise in this market;
o analysis of the conditions for achieving break-even;
o the budget for the process of introducing a new product;
o measures to control the progress of its implementation. Many firms that have adopted a technology strategy

leader, "transformed into TNCs known throughout the world: 3M, Intel ("Intel"), Microsoft, Xerox, Ford, GE, Federal Express, as well as second-generation innovators - Sinclair, Osbourne and Apple, Advanced Memory Systems and Genetech. Technological innovation and temporary market monopolization tend to be highly profitable, giving innovators a competitive edge.

However, the choice of this innovative strategy has a number of negative aspects. Due to the lack of market experience in implementing a new idea, technology leaders face a high degree of risk and uncertainty. The uncertainty that leaders deal with stems from three major practical issues - technological, market, and business. Technological uncertainty consists in the absence of guarantees of the possibility of translating the developed new technological idea into the final product. Quite typical is the situation when huge expenditures on fundamental and applied research turn out to be unprofitable due to the impossibility of commercial use of the results. Of course, even commercialized scientific and technical knowledge accumulates and forms the scientific basis for subsequent innovations. However, if the company has not been able to diversify this risk, it may find itself in a rather difficult financial situation.

Market uncertainty stems from the difficulty of predicting customer response to brand new products. Companies are trying to reduce the level of uncertainty by creating special consumer centers for testing new products and conducting test sales. However, it is obvious that these marketing activities can be carried out already at the final stages of product development, when a prototype exists or a trial batch has already been released. In the event of a negative market reaction, the company has several alternatives. The company may try to improve (adapt) New Product to new consumer requirements. The company may choose a new target market for the novelty. And finally, the company can abandon the production stage and freeze the project. Obviously, any of these options requires significant financial resources and leads to the loss of time advantage, the most important factor in the success of the leadership strategy.

The third problem is associated with the uncertainty of the reaction to innovation from competitors and market counterparties, as well as possible changes in macroeconomic factors. An innovator company must be ready to imitate its products by competitors, and competitors will be in more favorable conditions, as they will be able to take into account the marketing mistakes of the leader and offer the market an improved product. A technology leader can reduce its dependence on competitors by licensing, setting quality standards, and building close relationships with its suppliers. As for the factors of the macro environment, the risk of their change is inherent in the innovation activity of all companies and, as a rule, is quite predictable. Most effective way reducing the negative consequences of changes in the macroeconomic situation, legislative regulation and the social environment is the formation of a widely diversified business portfolio of the company.

Simulation Strategies:

Follow the leader strategy.

With a "follow the leader" strategy, a company waits for a competitor to bring its new product to market and then starts manufacturing and selling similar products. At the same time, the technological and marketing adjustment of the novelty is taking place due to the study possible errors"technology leader". An important point is the fact that "followers" do not produce an exact copy of the "leader's" product, but its differentiated improved version. That is why the company that has chosen this strategy actively finances its R&D to make significant changes to the product concept. Followers also have a strong manufacturing base that allows them to reduce the cost of new products through flexibility and economies of scale. These firms use unique experience in the field marketing activities, which allows you to timely monitor the state of the external environment, turn the marketing miscalculations of the leaders into your competitive advantages, and effectively use sales channels. One of the determining factors for the success of the follow-the-leader strategy is the recognition and high reputation of the corporate brand, which allows you to quickly commercialize the new product.

The choice of this strategy by many large technology companies, as a rule, means a desire to minimize the risk and uncertainty that "leaders" face. For example, IBM company allowed Altair and Apple to be the first to enter the market personal computers, despite the presence of a version of the new product developed in their divisions. This strategy allowed IBM to correctly assess the potential and size of the market, allowing it to avoid competitors' marketing miscalculations and bring its version of the PC to the market for corporate users.

copy strategy.

Lack of strong R&D bases and the availability of mass production opportunities for the product, as well as significant potential in the field of product promotion and marketing activities in general, are often the main conditions for the choice of the "copy" strategy by the top management of the company. Firms that embark on this path acquire a license for the production and commercialization of a new product, either a "leader" or a "follower" and start producing an exact copy of the product. Unable to profit from market leadership, these companies actively use price factors to increase the profitability of production. As a rule, this becomes possible due to access to cheaper raw materials, materials and labor, as well as the presence of a powerful adapted production base.

A comparative study of "product" innovations shows that 60% of successfully patented innovations are imitated within 4 years. The most effective system of patents turned out to be in the field of production medicines where imitation would cost 30% more than their development and release to innovators; in the field of chemicals production - 10% more expensive, but imitation consumer electronics- only 2%.

By using price competition methods and saving on research, firms can focus their efforts on studying the market reaction to a new product and intensifying commercial efforts.

Strategies of "dependency" and "improvement".

These two innovation strategies, although they belong to technological ones, however, the degree innovative activity firms that have elected them is very low. In the case of choosing a dependence strategy, the firm fully recognizes its secondary role in relation to the leader and introduces innovations only at the request of consumers or the leader company. In the latter case, the company is forced to imitate the innovations of other companies, since, firstly, new standards corresponding to the level of technology appear, and secondly, the market itself is completely reorganized for products of a new level. The most typical choice of this strategy is for firms belonging to industries with a low level of knowledge-intensive, state subsidized, or small (often family) firms in the service sector.

The improvement strategy can be attributed to the traditional version of the innovative behavior of companies until the early 1980s.

This strategy consists in accepting the need to improve the product with the main goal of reducing its cost.

Recently, the technological development of production and the limited resource base have stimulated managers to look for new methods to reduce costs. AT production activities reduction in labor costs is achieved by a combination of effective management adapting production to new technologies. Automation of production, the formation of close mutually beneficial relationships with suppliers can significantly reduce the cost of production. Another method of reducing costs is the organization of recycling and reuse of waste. Waste-free production is not only a tribute to the environment, but also increases production efficiency. Recycling waste metal, for example, requires much less energy than the production of new metal sheets and iron.

Using some other efficiency-oriented methods, many firms are actively optimizing their cost structure in order to reduce the price of their products.

However, if earlier, during the period of dominance price factors competition, the strategy of "improvement" production process could be limited and this really had a positive effect on the competitiveness of the product in the market, then at present this limited innovation strategy can only bring short-term results.

Enterprises must enhance and/or maintain the competitive status of their 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 reflects such a category as "innovative development", which has been widely covered in domestic and foreign literature in recent years.

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

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

An analysis of modern innovation issues makes it possible to single out the following main types of innovation:

Innovation of products (services);

Innovation of technological processes or technological innovation;

Organizational innovation;

Social innovation.

1. Innovation of products (services) is a process of updating the marketing potential of an enterprise, ensuring the survival of an enterprise, expanding its market share, retaining customers, strengthening the independent position of an enterprise, etc. Innovation of technological processes, or technological innovation, is a process of updating production potential enterprise, which is aimed at increasing labor productivity and saving resources, which, in turn, makes it possible to increase profits, improve safety, carry out environmental measures, introduce new Information Technology etc.

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

3. Social innovation is the process of improving the social sphere of an enterprise, which mobilizes for the implementation of an enterprise strategy; expands the company's opportunities in the market work force; strengthens confidence in the social obligations of the enterprise to employees and society as a whole.

There is a close relationship between these types of innovations. For example, innovations in products and services may require changes in the production and marketing process, as well as in the training of the enterprise's personnel.

The share of funds allocated for innovation activities in the total amount of financing of the enterprise's activities is determined by its management individually and depends on a number of factors, the main of which are:

Industry affiliation of the enterprise;

Basic strategy of the enterprise;

The volume of financial resources of the enterprise.

In the process of developing a budget for innovation activities at an enterprise, economic and technological criteria, such as sales volume, achieving a leading position in the market, income per unit of investment, etc., can be used to determine and evaluate the costs of individual innovative projects and the effectiveness of innovation activity as a whole.

An analysis of the innovative situation that has developed at the enterprise should be the starting point in the process of forming the innovative strategy of the enterprise. It must start with brief description 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. At the same time, it is advisable to give a description of: the innovative potential of each manufactured product or product group; the innovative strategy and tactics applied at the present stage; identify and evaluate specific factors of 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 contribute to the implementation of the processes of anticipating changes in the economic situation at the enterprise in the process of implementing innovative planning. It should be noted that computer technologies provide great opportunities. Moreover, it is necessary to use the specific, innovative advantages of these technologies.

It should be noted that an innovative opportunity is such a direction of the enterprise's efforts in which it can achieve an individualized, quite often a leading or monopoly position in the markets of certain goods.

In turn, hazards in the innovative field of activity can be defined as complications that arise in connection with an unfavorable trend or a specific event, which, in the absence of targeted innovative efforts, can lead to the displacement of a product (service) from the market or restrict its access to the market.

Based on the results obtained at the two previous stages, at the third stage of substantiation and development of the innovative strategy of the enterprise, it is necessary to formulate the main problems and tasks of its innovative development for the planned future.

In general terms, the innovative strategy of an enterprise (strategy of innovative activity) can be characterized as a certain logical construction, on the basis of which the enterprise solves the main tasks facing it in the innovative field of activity. It should be borne in mind that both for each individual innovation and for each product (service) produced, there are strictly individual strategies and tactics. At the same time, a comprehensive vision of the innovative activity of an enterprise includes both specific strategies and various aspects of the production and implementation of innovation. In addition, it is necessary to give a real assessment of the costs and results from the implementation of innovative activities in the enterprise.

The programs of innovative activity at the enterprise provide for the specification of the general strategic provisions of the innovative activity of the enterprise, that is, in other words, the development of programs of tactical measures to achieve specific goals provided for in the innovative strategy of the enterprise. In doing so, the program should answer the following key questions:

1. What needs to be done?

2. When is specific implementation needed?

3. Who specifically should be involved in this innovative event?

4. What are the expected costs?

The system of control of innovative activity at the enterprise includes the following elements:

Control over the implementation of annual innovation plans;

Control of innovation activity;

Strategic control of innovation activity.

The main purpose of annual innovation planning is to assess the achievement (or failure to achieve) certain specific performance indicators. At the same time, certain indicators from by months are included in the annual plans for this activity.

In the process of monitoring their implementation, the degree of implementation, the causes and consequences of deviations that occur are to be assessed. On the basis of which the process of adopting a system of measures aimed at eliminating the identified negative manifestations should follow.

Essential in modern conditions belongs to the strategic control of innovation - the adjustment of the innovation strategy, which should be a comprehensive and regular study of the environment, its tasks, strategies and operational activities in order to identify emerging problems and opportunities, as well as develop recommendations for an action plan to improve this enterprise activities.

It is customary to distinguish between defensive and offensive innovation strategies of an enterprise.

The protective innovation strategy of the enterprise is aimed at maintaining market positions and maintaining life cycle manufactured products.

In turn, within the framework of this strategy, two strategic alternatives should be distinguished:

Technological solutions to support the life cycle of manufactured products;

Substantiation and development of a system of measures for long-term and short-term competition.

The noted alternatives are both mutually exclusive and complementary, since they contribute to the continuity and stability of the production process at the enterprise.

An offensive innovation strategy aims to develop new technological solutions to implement a growth strategy in the form of market penetration or diversification.

Of course, an offensive innovation strategy in advanced sectors of the economy can be considered defensive, since a quick and timely replacement of products allows the company to maintain its position in the market.

In addition, it is possible to combine two types of innovation strategies into the so-called defensive-offensive innovation strategy, which is used by large enterprises.

Moreover, due to the significant capital intensity of fundamental and applied research and development and their venture nature, it is more economically expedient for enterprises to acquire licenses and know-how and independently carry out their technological development.

It is quite clear that the implementation of the innovative strategy of the enterprise requires the creation of an adequate management system. If the management of the enterprise has understood the importance of innovation for the development of enterprises, then the decisions are communicated to its team. In this case, a wide field of activity opens up for a professional organizer.

An experience large companies industrialized countries shows that the organizational structure of the enterprise must comply with the development strategy. A professional organizer should not become isolated in his circle of tasks and responsibilities. He must be able to capture new trends in the development of the enterprise, try to influence them. Only in this case the knowledge and experience of the organizer are used for the benefit of increasing the efficiency of the innovative development of the enterprise.

As the main areas of activity of the manager in the innovative sphere of the enterprise, the following can be mentioned.

1. Substantiation and development of an enterprise development strategy (including innovative) and an adequate mechanism for its implementation.

2. Development of new and modernization of existing methods of management activities at the enterprise.

3. Justification and development of a system to stimulate innovation.

4. Development of new forms of organization innovation process.

5. Formation of a creative climate in the enterprise team.

6. Development of new models for the use of working time.

7. Implementation of projects for the introduction of information and communication technologies.

In accordance with this, in modern conditions, technological management is of particular relevance, which involves the development of methods for managing the introduction of new technological processes in an enterprise.

The latter is due to the following reasons:

The complexity of the choice of technological processes in the conditions of their dynamic development;

The complexity of choosing ways to introduce technological processes at the enterprise - the purchase of technologies or their own development;

Turning technology into a potential source of income.

Modern Enterprise, focusing on the use of modern technologies, solves three interrelated tasks while developing:

Ways to quickly master new technologies;

ways effective use new technological processes in accordance with market demands;

Combinations of ways to apply new technologies and new forms of labor organization.

In order to successfully solve problems, the enterprise must realize the need for a comprehensive, integral approach to technological management. The latter involves the development and implementation of new technologies at three levels management activities:

Strategic technological management;

Tactical technological management;

Operational technological management.

Strategic technological management makes it possible to form long-term technological goals for the development of an enterprise, taking into account the process of developing an enterprise development strategy.

Within the framework of strategic technological management, three priority problems are solved related to the optimization of the technological potential of the enterprise:

Choosing a technology that meets the needs of the enterprise;

Choosing a way to create or acquire technology;

The choice of how to dispose of technology.

The choice of technology that meets the needs of the enterprise is aimed at fulfilling a predetermined production function or on the formation of the functional potential of the enterprise for the long term.

The choice of a method for creating or acquiring technology involves an assessment of alternative sources for obtaining technology that meets development goals.

In general, two alternatives can be used:

Use of internal opportunities for providing technology, i.e. development of technological processes by the enterprise's own resources;

Use of external sources of technological processes.

The choice of how to dispose of technology has two alternatives:

Use of technology developed at the enterprise;

Acquisition of technology outside the enterprise in the form of technology deals (sale of technology, granting of licenses, etc.).

The implementation of tasks of a strategic nature expands the ability to solve problems in the field of technological management.

Tactical technological management is aimed at solving the following tasks:

The choice of specific types of technological processes and a certain technological potential necessary for the enterprise to produce products at the present time and in the long term;

Determination of ways of using technological processes (for own needs or making available to other enterprises);

Development of organizational structures necessary for the implementation of the selected technology strategy.

Operational strategic management provides for the development of a mechanism for implementing the chosen technological strategy in accordance with the short-term goals of the enterprise development. Its task is to focus on specific R&D, their staffing and financial support.

The implementation of an integral approach to technological management requires appropriate changes in the organizational structure of the enterprise. For these purposes, special divisions (technological groups, departments) can be created, the functions of which must correspond to the content and tasks of technological management, fit into the existing organizational structure of enterprise management.

For example, American companies are characterized by full integration of organizational forms of innovation management into traditional organizational structures. At the same time, in recent years, a new direction of research has been clearly formed in the United States related to the development of theoretical and practical aspects of enterprise restructuring. The emergence of this area of research is due to the need to adapt the activities of enterprises to continuous changes in the external environment.

The study and analysis of the experience of innovative activities of American companies allows us to distinguish three different organizational forms:

Sequential;

parallel;

Integral.

The sequential form involves the phased implementation of innovative activities in turn in all functional divisions of the company. A schematic diagram of such a form is shown in fig. 6.20.

The parallel form of organization of innovative activity provides for the implementation of all types of work on the project simultaneously in all structural divisions enterprises.

The integral form (method of joint construction) of innovation activity is based on the matrix system of management activity organization. In it, along with functional and production divisions, special

Rice. 6.20. Sequential form of organization of innovation activity in American companies

design target groups led by the head of the innovation project, performing coordinating functions. As a rule, at large American enterprises, such forms are often transformed into independent research and production complexes for the development of new areas. entrepreneurial activity.

When innovation activity becomes the norm rather than the exception in American companies, the matrix structure takes the following form (Fig. 6.22).

American researchers call the advantages of the matrix structure of innovation activity management at enterprises the reduction of the implementation time for innovative projects, prompt response to any changes in the external environment, and simplification of the control system.

At the same time, the condition for the effective use of the integral form of innovative activity in an enterprise is a clear definition of the functions and responsibilities of all members of the target groups.

For about ten years, the integral form of innovative activity has been tested at ATT and Boeing companies, which allowed them to accelerate the renewal of their products, improve the quality of their products, and increase the motivation of the work process of employees.

Moreover, the creation of target project teams can occur not only when making decisions on the implementation of an innovative strategy, but can also be effective in the implementation of any innovation.

Rice. 6.22. Schematic diagram of the integrated form of organization of innovative activity in American companies

Indicative in this regard is the example of the American company Xerox, which created a matrix structure in the implementation of the marketing strategy of differentiation and improvement. marketing policy. The project team developed an equipment supply and promotion system that met the most specific needs of customers, from delivery times and installation features to a differentiated payment system in the form of discounts and credits.

A special form of organization of innovation management, actively used American companies in recent years, is the establishment of intra-corporate venture enterprises. They are formed in large American firms in order to develop strategically important aspects of research activities and / or support private innovation projects of certain groups of specialists, and sometimes individual innovators.

So, for example, the General Electric company has 30 venture enterprises operating in various strategic business zones, the American corporation ATT has created 60 innovative firms operating according to this system.

An important aspect of the successful implementation of an enterprise's innovation strategy should be the development of a special system for stimulating innovation and the formation of an innovation culture.

It is generally accepted that innovations can be carried out by people who have the willingness and ability to do this work. To encourage their initiative, the enterprise must form an incentive system that contains the means of motivating all employees involved in the innovation process.

In modern conditions, due to the lack of a creative element, the formation of organizational structures focused primarily on people, and not on business, is of particular importance. In other words, there needs to be a turn towards a corporate philosophy that puts the individual at the center of organizational activity.

The innovative culture of the enterprise should ensure the susceptibility of the staff to new ideas, their readiness and ability to support and implement innovations. It reflects the value orientation of the personnel, enshrined in the knowledge, skills and abilities, as well as in the motives and norms of behavior.

The process of forming an innovative culture is primarily associated with the development of creative abilities and the realization of the creative potential of the person himself. For its formation and subsequent development, a powerful organizational, managerial and legal impulse is needed in order for self-regulation mechanisms to work. This requires the institutionalization of innovation culture, i.e., the transformation of its development into an organized, orderly process with a certain structure of relations, rules of conduct and responsibility of participants.

It should be noted that innovation culture as a special form of human culture implies a close relationship with its other forms, primarily with legal, managerial, entrepreneurial and organizational ones. Moreover, through the formation and development of an innovative culture, it is possible to achieve a significant impact on the entire culture. professional activity and industrial relations of people.

The process of substantiating and developing an innovative strategy for an enterprise is directly related to change management and its entrepreneurial behavior. In this regard, in recent years, most firms in the industry of the developed countries of the West have begun to actively introduce an innovative business model that provides for the search for new ways of developing the enterprise. This gives grounds to approve the concept of growth management, or innovation, including the formation of directions for an economic breakthrough, the development of mechanisms for managing risk and relationships with consumers, and the creation of a technology and know-how exchange network. In this management model, an active role is played by the innovative attitude of managers at all levels, neutralizing resistance to change, stimulating various kinds of initiatives, an effective organizational structure, etc.

The development strategy of an enterprise in an innovative business model is based on a constant search, the desire to expand the market for goods. This strategy is called an aggressive market strategy. It provides for the creation and constant maintenance of a profitable technological advance.

Such a competitive business model is characterized by small units staffed by highly qualified specialists: a small number of management levels; a structure based on the innovative preferences of specialists; consumer-oriented technological processes, etc. At the same time, in this model, emphasis should be placed on the selection of highly qualified personnel, the creation of an advanced scientific base for production, and the use of scientific results ahead of competitors in updating the production technology of goods. The choice of an entrepreneurial strategy and the economic security of the enterprise as a whole depend on this. This approach is extremely necessary and vital for Russian enterprises.

An important aspect of an enterprise's innovative strategy should be the substantiation of the need for new technological solutions. In modern conditions, three tasks come to the fore.

First, the process of choosing a production technology has become much more complicated in the context of its dynamic development.

Secondly, every enterprise is increasingly faced with a dilemma - whether to purchase technology on the market or to carry out their own technological developments.

Thirdly, since the technologies themselves become a source of income, the enterprise must decide whether to promote its developments to the market or use them themselves.

The trinity of solutions requires appropriate adaptation of the existing organizational structures of the enterprise, which are traditionally focused on considering these tasks in isolation, out of touch with each other.

In this regard, it should be noted that the innovative strategy of an enterprise is closely related to the production strategy, or the production strategy of an enterprise, which ensures the release of products based on the use of new technological and technical solutions.

Send your good work in the knowledge base is simple. Use the form below

Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

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	Combination of technologies 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 company or organizational unit)

Types of innovative strategies. Enterprise Innovation Strategies

Introduction

Types of innovation strategies

Technology Leadership Strategy

Send your good work in the knowledge base is simple. Use the form below

Similar Documents

Read also

Where to find a job with a good salary: top high-paying jobs in Belarus Job ads in Belarus

Work and employment in the UK

How to write a letter of recommendation

THE BELL