Classification of innovation strategies. Offensive and defensive innovation strategy of the company - abstract

23.09.2019

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Choosing an enterprise's innovation strategy is one of the most important problems innovation management. Numerous studies confirm that an organization's innovation strategy underlies its success in the marketplace.

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

Innovation strategy - component overall corporate strategy. This purposeful activity a-priory the most important areas, choosing priorities for the development prospects of the enterprise and developing the set of measures required to achieve them. This is a set of rules and regulations that define the procedure for changing the system for selecting and implementing innovations, both in technology and in technology management.

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

The basis for developing an innovation strategy is the curve life cycle innovative project.

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

o determine the type of innovation policy that best suits the goals and market position of the enterprise;
o ensure compliance of the innovation strategy with the organizational structure, infrastructure and information management system of the enterprise;
o determine success criteria at the earliest possible stages of development of an innovative project;
o choose the optimal procedure for monitoring and controlling the progress of the innovation project.

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

There are several types of innovation strategies.

Offensive strategy characterized by high risk and high 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, an offensive strategy is resorted to either by large firms - market leaders in competitive industries, where the leader's position can be undermined as a result of the introduction of more scientifically and technologically advanced products by competitors, or by small enterprises, the survival and growth of which directly depend on the implementation of this project . The main condition for an offensive strategy is a technological breakthrough and a quick response to market changes due to a flexible organizational structure and available unique resources.

An offensive strategy is characterized by high R&D costs, usually provides a high rate of return, but has increased risk, which can be a consequence of either technical failures or poor timing of product introduction.

Several innovative offensive strategies stand out.

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 operate in the early stages of an industry or market. Implemented by an enterprise with a fairly strong R&D department engaged in diverse research, including interdisciplinary.

Absorbing 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.

"Robber" strategy. The essence of this strategy is that, based on new technology A company launches a well-known product with significantly improved characteristics, which reduces the overall market size.

Continuous improvement strategy. It consists in improving production technologies and quality thanks to highly educated and professionally trained personnel, to whom is given key importance.

Comparative advantage strategy - a strategy based on the production of a product that combines the properties of several products without compromising the characteristics of the base product (for example, the production of 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. This implementation requires active R&D and a high level of technology.

Licensing (imitation) strategy - a strategy in which a new technology or product is acquired from other enterprises through the purchase of 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.

Stabilization strategy used by companies that do not claim to be the first to bring an innovation to the market, but strive to maintain a leading 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. R&D costs and commercialization of innovations in in this case lower than the leader. This is a low innovation risk strategy.

There are several innovative strategies aimed at maintaining and strengthening their positions in the market and industry.

Defensive strategy involves deliberately slowing down the entry of a new product into the market until the leader does so. In this case, the company gives up a possible 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 developing innovations, marketing and advertising are reduced.

Opportunistic strategy is a strategy in which an enterprise is searching for a product that does not require too much research and development costs, but with which it can be solely present on the market for a certain time.

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.

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, to increase the technical level of production.

Selective (elective) strategy involves the concentration of resources in certain, most effective areas, which creates conditions for the transition to an offensive strategy.

Depending on the strategy followed by the company, four types of organizations are distinguished: violents, patents, explerants and commutators.

Violents - large companies engaged in mass production, entering the mass market with their own or acquired new products, ahead of competitors due to serial production and economies of scale. TO this species includes most large Russian industrial enterprises.

The areas of activity of violents are not limited in any way. They can operate in any industry: mechanical engineering, electronics, pharmaceuticals, services, etc. Their types can be clearly distinguished only by the stages of evolutionary development of violents, depending on the dynamics of development:

1) “mountain lion” - a type of violent who is characterized by the most dynamic pace of development. This group can be divided into subgroups: “leaders”, “vice leaders” and others;
2) “mighty elephant” - a type with less dynamic development, expanded diversification of compensation for the loss of a leader position in the industry;
3) “sluggish hippopotamus” - a type of violents who have lost the dynamics of development, become overly carried away by broad diversification and have scattered their forces.

The area of scientific and technical activity of violents, as well as state-owned companies, is predictable, current, program-targeted scientific and technological progress. Basically, violents are involved in carrying out planned search and applied research (sometimes fundamental, especially in the pharmaceutical industry), in the creation of new models and modernization (improvement) of previously produced equipment.

Patients - adapt to narrow segments of a wide market (niches) through the specialized release of new or modernized products with unique characteristics. They operate at the stages of growth in product output and at the same time at the stage of decline in inventive activity. The requirements for the quality and volume of products of these companies are related to the problems of conquering the market. Patients seek to avoid direct competition with leading corporations. Such companies are called " sly foxes"Economy.

Explerents - enter the market with a new (radically innovative) product and capture part of the market. They are pioneers in the search and implementation of revolutionary solutions. They benefit from initial presence in the market. In 15 cases out of 100, experimenters fail, but if successful, they receive enormous technical, financial and moral benefits. They are the engines of scientific technical progress.

Switches - adapt to the demand conditions of the local market, fill niches that, for one reason or another, are not occupied by violents and patents, master new types of services after the emergence of new products and new technologies, imitate new products and promote them to the widest segments of consumers. They were called "gray mice". Their scientific and technical policy requires making decisions on the timely launch of products into production, on the degree technological features products manufactured by violents, about appropriate changes in them according to the requirements of specific consumers.

Commuter firms operate at the downstream stage of the product release cycle. Their scientific and technical policy requires decisions to be made on the timely launch of products into production, and on the degree of technological equipment of products.

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

To select a strategy depending on market share and growth rates in the industry, the BCG (Boston Consulting Group) matrix can be used. According to this model, firms that have gained large market shares in high-growth industries ("stars") should choose a growth strategy. Firms with high beats growth in stable industries (“cash cows”), choose a strategy of limited growth. Their main goal is to maintain positions and make a profit. Firms with a small market share in slow-growing industries (“dogs”) choose a “cutting off the excess” strategy.

To display and comparatively analyze the strategic positions of various businesses of a commercial organization, a matrix is used MsKteu. Model MsKsheu allows, first of all, to rank the weight of the corporation's businesses as candidates for investment according to the criterion of future profit and a given strategic perspective.

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

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

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 opens up a new perspective for managers on an existing problem and helps solve it with new, more in 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 identify certain types of innovation 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. A prerequisite is the introduction of innovations into old products (new components, design decoration, 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. It is popular among large organizations that are capable of fierce competition 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 the initial stage of enterprise development. It involves release large quantity a standard product with some novelty introduced into its development. the main task– 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 strangers (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:

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.
Determination of parameters of publication activity. Publications about the enterprise are studied as a whole organism, on the basis of which conclusions are drawn and appropriate recommendations are given.
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.
Structural morphological analysis. Tracking innovations, recording them and creating business principles on this basis.
Method of patent analogues. World experience is taken into account; concepts patented during the reporting period are 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:

The strategy is developed “from above”, and its provisions are communicated to the departments.
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 management style of the manager 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.

Innovation Strategies- this is the vector of development of the enterprise, taking into account directed changes in production. Directed changes mean such innovations in production, management or assortment of goods that are determined and controlled by the enterprise itself. The antipode of directed change can be considered background changes that occur under pressure from society and competitors.

Innovative strategies of the organization and their functions

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

In the battle for a buyer, any manufacturer can:

reduce prices;
increase the range of similar products;
increase the variety of all products and services;
increase the variety of functions of traditionally manufactured products;
improve the quality of goods;
influence the product life cycle.

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

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

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

The antipode of the Chinese strategy is the Japanese strategy of technological progress. Innovation has allowed Japanese manufacturers of electronics, automobiles and household appliances capture your market niches through high quality, variety of features and range.

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

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

Types of innovation strategies and their features

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

In today's market environment, they are an integral part of the overall strategies of most organizations. For this reason, scientists have identified many various types strategies.

Offensive innovation strategy. Combines both a high level of risk and high efficiency. Choosing this strategy requires large expenditures on applied and basic research. Some large companies spend money both on maintaining their own research groups, and for financing the areas of work of research organizations, individual scientists and inventors, as well as for the constant purchase of ready-made technologies. The high risk of this strategy must be compensated by the ability to quickly develop new technologies in production, management and marketing. This strategy can be implemented mainly by large associations and companies. For small businesses, an offensive strategy may be available by specializing in a small number of innovative projects.
Defensive strategy innovative development. Possesses low level risk with high technical and technological potential, as well as a firmly held market niche. Organizations that adhere to this strategy produce high-quality products at consistently low costs. Such organizations maintain a strong position in marketing and production, but lag behind in research and innovation. This creates risks of losing a market niche. The development of an innovative protective strategy is aimed at reducing this risk.
Intermediate strategy. With its help, the weaknesses of competing manufacturers and their own are used strengths in the absence of direct confrontation with competitors. Most often, this strategy is chosen by small enterprises that have their own market specialization. Increasing competitiveness is determined by the fact that the enterprise, using its own research, identifies gaps in the market niche of its competitors and fills it with a product of the same type with modification differences. Typically, such a strategy is implemented in the market of knowledge-intensive goods.

Absorbing strategy. Distinctive feature This strategy is the use of new technologies and other innovative achievements developed by other scientific or research and production organizations. The choice of an innovative absorption strategy can be made by manufacturers of any level. Even large companies with their own research structures are forced to choose it, since no organization is able to cover the entire range of developments in various industries.
Imitation strategy. In practice, this is a variant of the absorption strategy, since the manufacturer in this case uses developments available to it, carried out in other organizations with its own modifications. Typically, these enterprises have long-standing traditions of high production culture and remain firmly in their market niche. Such imitators of the innovation process often quickly outpace the original innovators because they use flexible policies to maneuver in a constantly changing market.
Robber strategy. The name of this strategy is not associated with illegal or ethically incorrect actions. An enterprise becomes a robber when its innovation strategy is aimed at implementing fundamentally new developments. This new product for the market and society collapses the market for old goods and creates great problems for their manufacturers. A striking example of such collapses can be considered the appearance of calculators, which replaced adding machines and abacuses, mobile phones, which undermined the monopoly of wired telephones, and computers, which brought down the typewriter market.

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

Types of strategic innovative behavior of organizations

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

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

Factors influencing the choice of innovation strategies in an enterprise

An enterprise's innovation strategy is a set of measures and actions aimed at developing the enterprise, increasing income, and stabilizing the market position. The difference from other strategies is that the innovation strategy is the direction of searching for something new both for production and for managing the organization. Decisions on choosing such a strategy are made based on the following factors:

Investment opportunities of the enterprise.
Position of this organization in the market.
Market conditions regarding new or modified products.
Features of marketing actions and opportunities to create demand for new products.

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

CHAPTER 5. Innovation management and strategic management

> Concept and types of innovation strategies

> Basic (reference) innovation strategies

> Innovation life cycle

> Analysis of innovation strategies: matrix “Costs - use value”, matrix “Products / market”

> Formation of innovative strategies

Concept and types of innovation strategies

Choosing a strategy is the key to success innovation activity. A company may find itself in a crisis if it fails to anticipate changing circumstances and respond to them in a timely manner. The choice of strategy is the most important component of innovation management. Strategy can be defined as a decision-making process.

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

In the second half of the 20th century. the number of new management problems that cannot be predicted based on past experience. The geographical scope of the organization’s activities is expanding, which also complicates management activities. The main burden falls on the top management level, which is responsible for developing strategists and forming strategic plans.

An increasing number of companies recognize the need for strategic planning and are actively implementing it. This is due to growing competition: you cannot live only for today, you have to anticipate and plan possible changes in order to survive and win in the future. competition.

By the beginning of the 70s. XX century In the West, a situation has developed that is marked by a transition from strategic planning to strategic management.

Strategic management is defined as a management technology in conditions of increased instability of environmental factors and their uncertainty over time. Strategic management activities are associated with setting the goals and objectives of the organization, with maintaining a system of relationships between the organization and the environment that allow it to achieve its goals, correspond to its internal capabilities and allow it to remain receptive to external challenges. Unlike operational management, which serves to achieve specific tactical goals of the organization, strategic management of the organization is designed to ensure its long-term strategic positions.

The essential difference between strategic planning and strategic management characterized primarily by the fact that the first, especially at the initial stage of its development, actually came down to strategic programming, i.e., to the formalization and detailed elaboration of existing strategies or strategic vision. Therefore, effective strategic changes require a breakthrough beyond traditional boundaries and established ideas about a particular business. In contrast to overly formalized strategic planning, strategic management is primarily a synthesis. Thus, strategic planning is necessary element process strategic management, this is an integral part of the process of developing an organization's strategy.

Related to the choice of strategy is the development of plans for research and development and other forms of innovation.

Strategy development has two main goals.

1. Efficient allocation and use of resources. This is an “internal strategy” - it is planned to use limited resources, such as capital, technology, people. In addition, the acquisition of enterprises in new industries, exit from undesirable industries, and the selection of an effective “portfolio” of enterprises are carried out.

2. Adaptation to the external environment- the task is to ensure effective adaptation to changes in external factors (economic changes, political factors, demographic situation, etc.).

Strategy development begins with the formulation of the overall goal of the organization, which should be understandable to any specialist. Goal setting plays an important role in the company’s relations with the external environment, market, and consumer.

The overall purpose of the organization should consider:

The main activity of the company;

Working principles in the external environment (principles of trade;

Relationships with the consumer; conducting business relations);

The culture of the organization, its traditions, working climate.

At choosing a goal two aspects need to be taken into account: who is

clients of the company and what needs it can satisfy.

After setting the overall goal, the second stage of strategic planning is carried out - specification of goals. For example, the following main objectives may be defined:

1) profitability - to achieve a net profit level of 5 million USD this year. e.;

2) markets (sales volume, market share) - increase market share to 20% or increase sales volume to 40 thousand units;

3) productivity - the average hourly output per worker should be 8 units. products:

4) financial resources (size and structure of capital; ratio of equity and debt capital; amount of working capital, etc.);

5) production facilities, buildings and structures - build new ones warehouses with an area of 4000 sq. m;

6) organization (changes in the organizational structure and activities) - open a representative office of the company in a certain region, etc.

In order for a goal to be achieved, when setting it, it must be taken into account the following requirements:

A clear and specific statement of the goal, expressed in specific measures (monetary, natural, labor);

Each goal must be time-limited and a deadline must be set for its achievement.

They can be long-term (up to 10 years), medium-term (up to 5 years) and short-term (up to 1 year): they are specified taking into account changes in the situation and control results:

Must be achievable;

They must not deny one another.

Strategic planning is based on a thorough analysis of the external and internal environment of the company:

Changes occurring or possible in the planned period are assessed;

Factors that threaten the company's position are identified;

Factors favorable to the company's activities are examined.

Processes and changes in the external environment have a vital impact on the company. The main factors associated with the external environment are economics, politics, market, technology, competition. A particularly important factor is competition. Therefore, it is necessary to identify the main competitors and find out their market positions (market share, sales volumes, goals, etc.). For this purpose, it is advisable to conduct research in the following areas:

Assess the current strategy of competitors (their behavior in the market, methods of promoting products, etc.);

Explore the influence of the external environment on competitors;

Try to collect information about the scientific and technical developments of competitors and other information, make a forecast of future actions of competitors and outline ways of counteraction.

A thorough study of the strengths and weaknesses competitors and comparing their results with your own indicators will allow you to better think through your competitive strategy.

Strategy is the starting point of theoretical and empirical research. Organizations may vary in topics. the extent to which their key decision makers are committed to the innovation strategy. If senior management supports efforts to implement an innovation, the likelihood that it will be adopted by the organization increases. As senior management becomes involved in the decision-making process, the importance of strategic and financial goals increases,

The strategy is developed according to the following scheme (Fig. 5.1).

The first phase is the most difficult. It includes setting goals and conducting a SWOT analysis.

Rice. 5.1. Phases of strategic planning

Types of innovation strategies

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

grocery - focused on creating new goods, services, technologies;

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

resource- an element of novelty is introduced into resource provision (labor, logistics, financial, information):

organizational and managerial - relate to changes in management systems.

The basis for developing an innovation strategy is the scientific and technological policy pursued by the company, the market position of the company and the theory of the product life cycle.

Depending on scientific and technological policy, three types of innovation strategies are distinguished.

1. Offensive- typical for firms that base their activities on the principles of entrepreneurial competition; typical for small innovative firms.

2. Defensive- is aimed at that. to maintain 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- used by companies that have strong market and technological positions: they are not pioneers in introducing certain innovations to the market. In this case, the basic consumer properties (but not necessarily the technical features) of innovations released to the market by small innovative firms or leading firms are copied.

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

Basic growth strategies fall into four groups:

1) intensive development strategy;

2) integration development strategy:

3) diversification strategy:

4) reduction strategy.

When implementing intensive development strategies the organization builds its capacity through best use their internal strengths and the opportunities provided by the external environment.

There are three known intensive development strategies:

“an existing product on an existing market” - the strategy is aimed at more deep penetration with this product to the market;

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

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

There are three integration development strategies:

Vertical integration with suppliers;

Vertical integration with consumers;

Horizontal integration (interaction with industry competitors).

There are also three diversification strategies:

Design - product strategy aimed at finding and using additional business opportunities; strategy implementation scheme: new product - old technology - old market;

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

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

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

There are several types of reduction strategy:

Managerial (organizational) - changes in the structure of the enterprise and, as a consequence, the elimination of individual structural links;

Local innovative - cost management associated with change individual elements enterprises;

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

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

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

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

3. Statement. Here a system arises and is formed that begins to compete on equal terms with those created earlier. For example, the emergence of the first idea will allow us to move on to the practical creation of the first samples of a new type of technology or the transformation of a previous company into a company with a “power” strategy, operating V sphere of large standard business.

Innovation activities and strategic management

Innovation is closely related to strategic development organizations. Every successful organization develops its own strategy. Strategic management is the management of competitive advantages, but it is possible to achieve competitive advantages through innovation. 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. The choice of strategy is the most important component of innovation management.

An increasing number of companies recognize the need for strategic planning and are actively implementing it. This is due to growing competition: you cannot live only for today; you have to anticipate and plan possible changes in order to survive and win in the competition.

By the beginning of the 70s. XX century In the West, a situation has developed that is marked by a transition from strategic planning to strategic management.

The significant difference between strategic planning and strategic management is characterized, first of all, by the fact that the first, especially at the initial stage of its development, actually came down to strategic programming, i.e., to the formalization and detailed elaboration of existing strategies or strategic vision. Therefore, effective strategic changes require a breakthrough beyond traditional boundaries and established ideas about a particular business. In contrast to overly formalized strategic planning, strategic management is primarily a synthesis. Thus, strategic planning is a necessary element of the strategic management process; it is an integral part of the process of developing an organization's strategy.

Related to the choice of strategy is the development of plans for research and development and other forms of innovation.

Strategy can be defined as a decision-making process.

An enterprise operating in a competitive environment strives to secure advantages over other enterprises.

The enterprise strategy forms and predetermines the role, place, and content of the innovation strategy. In turn, the innovation strategy adjusts and contributes to the implementation of the corporate strategy implemented by the enterprise.

The connection between corporate and innovation strategies is realized when mastering the production of new products and changes in production process. Comparative characteristics corporate and innovation strategies are presented in Table 1.

Table 1 - Comparative characteristics of corporate and innovation strategies

Sphere of influence	Corporate strategy	Innovation strategy
Resources	Distribution between management areas (marketing, production, R&D, etc.)	Distribution between projects
Goals	Determined by the economic situation	Determined by the position of the enterprise
Business areas	Product-market strategy, product-market range	Technical and product strategy, balanced project portfolio
Temporal aspect		Linking long-term, medium-term and short-term aspects.

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 innovate (innovative potential and the state of the external environment) and the state of the external environment (innovation climate).

Innovation strategies are developed to achieve the following goals:

Ensuring the competitive position of the organization;

To respond to environmental influences

To be able to occupy a new market niche;

To be able to increase the volume of production (work or services)

Strategy development has two main goals.

Innovation potential is characterized by a set of indicators, including: characteristics of the personnel potential of innovation activities, resources and guidelines for the innovation process, structural characteristics of the innovation process, results of innovation efforts.

The state of innovation potential largely depends on innovative activity and the effectiveness of innovation activities. However, it is important to take into account changes occurring in the external environment of the enterprise. Therefore, it is necessary to conduct an analysis of the innovation climate, which provides an assessment of the state of the external environment.

2. Adaptation to the external environment- the task is to ensure effective adaptation to changes in external factors (economic changes, political factors, demographic situation, etc.).

Types and Types of Innovation Strategies

The basis for developing an innovation strategy is the company's goal, the theory of the product life cycle, the market position of the organization and its scientific and technical policy, and its relationship to the internal environment of the organization.

Innovation strategies are divided into the following groups:

- grocery - focused on creating new goods, services, technologies;

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

- resource- an element of novelty is introduced into resource provision (labor, logistics, financial, information):

- organizational and managerial - relate to changes in management systems.

Depending on the goals of the organization, four types of strategies are distinguished: violents, patents, commutants, explerants.

Characteristic competitive strategies presented in Table 2.

Table 1 - Competitive strategies

Yu.A. Yudanov, M.I. Knysh, A.I. Panov offer a “biological” approach to the classification of competitive strategies. In biology, the theory of types of competitive strategies was first proposed in 1935 by L.G. Ramensky, but did not receive recognition; only 40 years later it was rediscovered by J.P. Grime. L.G. Ramensky defined the following types of behavior: “violent”, “patient”, “explerent”, “commuter”. Yudanov A.Yu. puts economic content into the classification of L.G. Ramensky. In accordance with the classification proposed by A.Yu. Yudanov, four strategies of competition in the product market are distinguished: violent (force), patent (niche), commutative (adaptive), explerent (pioneer).

Violent (force) strategy used by firms operating in the field of large standard production of goods and services. This strategy is characterized by low costs due to high productivity and, therefore, low prices for products. Such firms operate in the field of large standard business.

Violent firms are firms with a “power” strategy. They have large capital high level mastering technology. 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 the average price level. Violents operate in the vicinity of maximum output. Their scientific and technical policy requires decisions to be made on the timing of putting products into production (including the acquisition of licenses); on withdrawal of products from production; on investment and expansion of production; on replacement of machinery and equipment.

The motto of the companies is: “Cheap, but decent” (but not “Expensive and bad”).

These include the majority of Russian large industrial enterprises.

Violent products have high quality associated with a high level of standardization, unification and manufacturability; low prices characteristic of mass production. Many violents are transnational companies that create an oligopolistic market.

The areas of activity of violents are not limited in any way.

Patient (niche) The strategy is based on the production of special, unusual products for a certain circle of consumers. These products have a high level of quality. According to this strategy, products produced by the organization become indispensable for specific consumers. This strategy is used by small and medium-sized firms. Firms that use these strategies are commonly called “sly foxes.” The main competitive advantage is finding a market niche.

The patent (niche) strategy is typical for firms that have taken the path of narrow specialization for a limited number of consumers. They address their expensive and high-quality products to those who are not satisfied with conventional products. Their motto: “Expensive, but good.”

Patent firms work for a narrow segment of the market, satisfying needs formed under the influence of fashion, advertising and other means. They operate at the stages of growth in product output and at the same time at the stage of decline in inventive activity. The requirements for the quality and volume of products of these companies are related to the problems of conquering markets. There is a need to make decisions about carrying out or stopping development, about the advisability of selling licenses, etc. These firms are economically 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 goal of such an employee is to reduce the risks of the company and create comfortable conditions work for employees.

Patients seek to avoid direct competition with leading corporations. These firms are called the “sly foxes” of the economy.

There are two clearly visible components in the patent (niche) strategy:

For domestic firms, this strategy can be adopted as an entrepreneurial philosophy.

Commutative (adaptive) – This is a strategy of small firms based on the production of non-specialized products, aimed at satisfying small-volume, short-term, frequently changing consumer needs as quickly as possible. According to researchers, it is this strategy that prevails among new Russian private firms.

Medium and small businesses, focused on meeting local and national needs, are engaged in switching firms (connectors).

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 at the expense of ultra-high quality (like the patient). but on the basis of individualization of services. “You pay extra for the fact that I solve exactly your problems” - the slogan of the commutators.

Small firms actively promote new products and technologies, creating new services based on them en masse. This speeds up the process of diffusion of innovations.

Commuters also actively participate in the process of routinization of innovations due to their tendency to imitate activities and due to the organization of new services based on new technologies.

The commutation strategy is typical for many private Russian firms.

Explerent (pioneer) strategy - a strategy whose implementation is based on innovation and constant updating of products. The main competitive advantage is introducing a completely new product to the market and creating a new market for it. This served as the basis for comparing such companies “with the first swallows”. This strategy can be used by organizations with high scientific and technical potential.

Exploratory (pioneer) strategy is associated with the creation of new or radical transformation of old market segments. They are pioneers in the search and implementation of revolutionary solutions. Among such companies, pioneers in the production of personal computers, biotechnology, etc.

Exponents' strength comes from introducing breakthrough innovations and they benefit from early market presence. In 85 cases out of 100, experimenters fail, but due to rare 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.”

Each type of company (violents, commutants, patents and explerants) has its own character traits and varying degrees of implementation of the strategy to achieve the competitiveness of manufactured products (Table 2).

Table 2 - Analysis of innovation strategies

Depending on market position and competitive behavior, there are three types of strategies: offensive, defensive and imitation.

Offensive Strategies aimed at acquiring and maintaining competitive advantages, profit growth, obtaining additional funds by invading other industries. They are used by firms that have the necessary resources, but their market share is below the possible market share. The implementation of such strategies involves the introduction of new products, expansion of production, and the purchase of competitors' enterprises, which requires significant costs.

There are several innovative offensive strategies:

1. Creation of a new market

2. Acquisition of companies

3. Robber strategy. Its essence lies in the fact that, based on new technology, an organization launches a well-known product on the market that has significantly improved characteristics, which reduces the overall market size.

4. Continuous Improvement Strategy

5. Strategy of comparative advantage.

Defensive strategy – These are strategies aimed at maintaining its market position, given that the organization's performance is deteriorating. Therefore, in order to correct the worsening position, the organization takes actions of a defensive-offensive nature. Basically, such strategies are financed from funds received from measures related to savings (withdrawal from unprofitable areas, sale of non-core enterprises), rationalization.

Defensive strategies are strategies aimed at protecting existing competitive advantages. Basically, such strategies are used by organizations that are satisfied with their existing situation. The organization, through the implementation of a defensive strategy, tries to make its advantages more sustainable. Investment is required to implement a defensive strategy. Defensive strategy is based on three types of tactics: raising structural barriers, warning of serious retaliatory measures, and depriving the enemy of incentives to attack.

Imitation strategy involves copying, when actually investing, technologies and (or) products previously used or produced by technology leaders, unchanged or modified. The technology or product is purchased from other businesses. Under certain conditions, the imitation strategy becomes very profitable. When using an imitation strategy, innovation risk disappears and is reduced to a minimum. technological risk, commercial and financial risks are reduced.