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

19.4.3. Purchasing and demand for innovative products The larger the market for an innovative product, the greater the incentive to invest in it. Recent empirical research into the effects of market size on new drug launches and pharmaceutical innovation clearly shows that

Depending on the conditions of the micro- and macroenvironment, an organization can choose one of the main types of innovation strategy:

· adaptive (defensive, passive)

· creative (offensive, active)

IN general view essence adaptation strategy consists of carrying out partial, non-fundamental changes that make it possible to improve previously developed products, technological processes, markets within the framework of structures and activity trends already established in the organization. In this case, innovation is seen as a form of forced response to change external environment business, which helps maintain previously won market positions.

Within adaptation strategy stand out:

§ defensive strategy – a set of measures to counteract competitors whose goal is to penetrate the established market with similar or new products.

Depending on the market position and potential capabilities of the organization, this strategy can be developed in two main directions:

Creation of conditions on the market for these products that are not acceptable to competitors and contribute to their refusal to further fight

Reorientation of own production to the production of competitive products while maintaining or minimally reducing previously gained positions.

The main characteristic and success factor of a defensive strategy is time. All proposed activities are usually carried out in a fairly short time, so the organization must have a certain scientific and technical background and a stable position in order to achieve the expected result;

§ innovation imitation strategy assumes that the manufacturer bets on the success of competitors' innovations by copying them.

The strategy is quite effective for those who have the necessary production and resource base, which allows for mass production of imitated products and their sale in markets not yet developed by the main developer. Manufacturers who choose this strategy incur less R&D costs and take less risk. At the same time, the likelihood of obtaining high profits is also reduced, since production costs are higher compared to the developer, the market share is relatively small, and consumers of imitated products experience a completely natural distrust of them, striving to obtain a product with high quality characteristics guaranteed by the brand names of reputable manufacturers. The strategy of innovative imitation involves the use of aggressive marketing policies that allow the manufacturer to gain a foothold in the free market segment;

§ waiting strategy focused on maximum reduction level of risk in conditions of high uncertainty in the external environment and consumer demand for innovation.

The strategy is used by organizations of various sizes and successes. Large manufacturers expect to use it to wait for the results of the entry into the market of an innovation offered by a small organization, and if it is successful, push the developer aside. Small organizations may also choose this strategy if they have a fairly stable resource base, but have problems with R&D. Therefore, they consider waiting as the most realistic opportunity to penetrate the market they are interested in.

The strategy of waiting is close to the strategy of innovative imitation, since in both cases the manufacturer, first of all, strives to make sure that there is a stable demand for New Product the development organization, which accounts for the bulk of the costs of creating and commercializing an innovation. But, in contrast to the imitation strategy, in which the manufacturer is content with market segments not covered by the main organization, the manufacturer choosing a wait-and-see strategy strives to surpass the development organization in terms of production volumes and sales of innovations, and here too special meaning acquires the moment of the beginning of active action against the developer organization. Therefore, the waiting strategy can be both short-term and quite long;

§ strategy of direct response to consumer needs and requests Usually used in the production of industrial equipment.

The strategy is implemented by small-sized organizations that carry out individual orders large companies. The peculiarity of these orders or projects is that the work envisaged mainly covers the stages of industrial development and marketing of innovations, while the entire volume of R&D is carried out in specialized innovation departments of the organization itself. Organizations implementing this strategy are not at risk, and the bulk of the costs fall on the above stages of the innovation cycle. In addition to small specialized organizations, the strategy of directly responding to the needs and demands of consumers can also be used by divisions of large organizations that have a certain economic independence, quickly respond to specific production needs and are able to quickly adapt their production and scientific and technical activities in accordance with the content of the proposed orders.

In conditions of relatively stable commodity-money relations, innovations, as a rule, are the starting point for increasing the competitiveness of products, expanding and strengthening market positions, and developing new areas of application of products, i.e. an active means of business, constituting the content of a creative, offensive strategy.

The class of creative strategies includes:

§ active R&D .

Manufacturers implementing this strategy receive the strongest competitive advantage, which, in fact, is expressed in original, one-of-a-kind scientific and technical developments or principles and methods. With a strategy based on R&D intensity, key strategic opportunities are opened up through diversification, development new products and markets. The strategic objectives of management here are to mobilize additional assets (including market knowledge) to enter new food markets and constant analysis of the activities of production departments from the point of view of identifying emerging technological opportunities, as well as in carrying out internal reorganization necessary for the development of new products;

§ marketing-oriented strategy

The strategy provides for the target orientation of all elements production system, as well as auxiliary and service activities to find means of solving problems associated with the entry of innovations into the market. Moreover, the main range of these problems reflects the relationship between the seller of innovation and his consumers. The success of the strategy directly depends on the intensity of the organization's innovation activities. Practice shows that the intensity is higher if the organization has a stable position in an expanding market, invests significant funds in R&D for new products, implements the principles of entrepreneurial activity in its activities, helps maintain the spirit of creativity in the team and a stimulating organizational climate;

§ M&A strategy

Strategy is one of the most common options for innovative development of organizations, since it involves less risk compared to other types of active strategy, relies on already established production processes and focuses on developed markets. The result of this strategy is the creation of new production facilities, large divisions, and joint organizations based on the combination of previously separate structures.

In active innovation strategies it is much more difficult to identify internal differences than in adaptation strategies. They have a lot in common and are most effective when the organization implements a whole range of different areas of active innovation activity.

The specific type of innovation strategy for new products depends on a number of factors, the most important of which are the technological capabilities and competitive position of the organization.

Technological capabilities are determined by the internal and external characteristics of innovation activity. Internal ones include previously formed scientific, technical and technological potential, the elements of which are personnel and a portfolio of patents.

Thus, the specific type of innovation strategy, first of all, depends on the state of the processes of interaction between the commodity producer and the external environment in the broadest sense.

The choice of an enterprise's innovation strategy is one of the most important problems of 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 - an integral part of the overall corporate strategy. This is a purposeful activity to determine the most important directions, select priorities for the development prospects of the enterprise and develop a 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 life cycle curve of an innovation 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, businesses do not follow any strategy in its 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, the company launches a well-known product on the market that has 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 characteristics 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 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 are able to quickly master “someone else’s” 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 busy searching for a product that does not require too much high costs for research and development, but with which it will be able to 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 technical 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 the “sly foxes” of the 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 and technological 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 company strategy is carried out by management based on analysis key factors, characterizing the state of the company, taking into account the results of the 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 growth shares in stable industries ("cash cows") choose a limited growth strategy. 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.

Innovation activities and strategic management

Innovation is closely linked to the strategic development of an organization. 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.

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 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.

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.

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 of corporate and innovation strategies are presented in Table 1.

Table 1 - Comparative characteristics of corporate and innovation strategies

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.

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. Constant innovative activity is ensured by high innovative potential.

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.

Innovation activity and the effectiveness of innovation activities largely depend on the state of innovation potential. 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 change 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.

Characteristics of competitive strategies are 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, consequently, low product prices. Such firms operate in the field of large standard business.

Violent firms are firms with a “power” strategy. They have large capital and 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 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 of the types of companies (violents, commutants, patents and explerents) has its own characteristic features and varying degrees of implementation of the strategy to achieve the competitiveness of its 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, and 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, the organization releases to the market a well-known product that has significantly improved characteristics, which reduces overall size market.

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, technological risk is minimized, and commercial and financial risks are reduced.

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

the following groups:

grocery - focused on creating new products,

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 systems

management.

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- aimed at maintaining the company’s competitive position in existing markets. home

the function of such a strategy is to activate the cost-result relationship in the innovation process. This strategy requires intensive R&D.

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

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

Basic growth strategies fall into four groups:

1) intensive development strategy;

2) integration development strategy;

3) diversification strategy;

4) reduction strategy.

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

There are three known intensive development strategies:

“an existing product in an existing market” - the strategy is aimed at deeper penetration of the product into 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 product - new market” is a marketing innovation strategy aimed at selling a well-known product in new market segments.

There are three integration development strategies:

Vertical integration with suppliers;

Vertical integration with consumers;

Horizontal integration (interaction with industry competitors).

There are also three diversification strategies:

design - product strategy aimed
to search and use additional features business

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

Design and technology strategy - involves changes in 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 structure
tour of the enterprise and, as a consequence, the liquidation 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.

Rice. 5.2. The innovative part of the company's basic growth strategies

Innovation management and strategic management

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 in the field of large standard business.

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

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

6. A fall. In many cases, there is a decrease in most significant indicators of the system’s vital functions, which is the essence of the fracture. At this stage, improvements to the previously created technical system begin at the level of rationalization proposals, and the disintegration of TNCs into a number of separate firms operating medium and small businesses to meet local needs.

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

8. Destructuring. Here, all vital processes of the system are stopped, or it is used in another capacity, or it is disposed of. The company ceases to exist; As a rule, this means its respecialization to produce other products.

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

Innovation management and strategic management

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

At the stage of stabilization of generation B product output (moment t2 , stages of saturation, maturity and stagnation) its technology is fully mastered; demand is great. This is the period of maximum output and highest overall profitability for a given product. The output of product A has fallen and continues to fall (diagram b in Fig. 5.Z.).

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

A B C

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

moments in time:

A- moment (x; b- moment 12 ; V- moment (3

In Fig. 5.3 shows that a stable amount of total income of an enterprise (firm) is ensured by the correct distribution of efforts between successive products (generations of technology). Achieving such a distribution is the goal of forming and implementing the company’s scientific and technical policy. Optimizing this policy requires

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

However, the determining factor in the formation of a competitive scientific and technical strategy of an enterprise (firm) is the fact that funds must be invested in the development and development of a product much earlier than the real effect is obtained in the form of gaining a strong position in the market. Therefore, strategic planning of scientific and technological policy requires reliable identification and forecasting of development trends for each generation of relevant technology at all stages of its life cycle. It is necessary to know at what point the generation of technology proposed for development will reach its maximum development, when a competing product will reach this stage, when it is advisable to begin development, when to expand, and when there will be a decline in production.

5.2. Ways to choose innovation strategies

The choice of strategy is carried out on the basis of 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.

Currently, large American, Japanese, and European companies, in order to monopolize the production of goods based on radical innovations and reduce the influence of venture business on the final results, are following the path of concentration and diversification of production. American corporations "Genega1 Motors Corporation", "Fogd Motor Company", "Genega1 E1estris", Japanese "Sopy", "Toyota", Swedish "E1estgro1ux", German "Siemens", South Korean "Samsung" and many other organizations form their strategies on based on the following principles:

a) diversification of manufactured goods;

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

Innovation management and strategic management

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

d) application for various products, depending on their
competitiveness, different strategies: violentov, party-
ents, commutators or explerents (more about these countries
Tags will be discussed in Chapter. 6);

e) development of international integration and cooperation;

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

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

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

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

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

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

Rice. 5.4. Directions for choosing an innovation strategy

To select a strategy depending on market share and growth rates in the industry, the BCG (Boston Advisory Group) matrix can be used (Fig. 5.5). According to this model, firms with large market shares in fast-growing industries (“stars”) should choose a growth strategy, while firms with high growth shares in stable industries (“cash cows”) choose a limited growth strategy. Their main goal is to maintain positions and make a profit; firms with a small market share in slow-growing industries (“dogs”) choose the strategy of “cutting off the excess.”

Leaving the market

High Low

Market share/sales volume

Rice. 5.5. BCG Matrix

To display and comparatively analyze the strategic positions of various businesses of a commercial organization, the McKinsey matrix is ​​used. It overcomes such a significant drawback of the BCG model as the simplified construction of horizontal and vertical axes its matrices.

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

The McKinsey matrix is ​​shown in Fig. 5.6. Here, the ordinate axis evaluates the parameters of a particular business, which

Innovation management and strategic management

Competitive status Average

Rice. 5.6. Matrix McKincey

organizations are practically uncontrollable i.e. significant environmental factors. The abscissa axis shows positioning parameters that depend on the organization.

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

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

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

Features of the life cycle stages according to the model ADL-LC are as follows.

Birth: changes in technology; fragmented offerings in a rapidly changing market; energetic search for consumers; rapid growth in sales, but practically no profit, because everyone is absorbing investments; Cash flow is negative because it is absorbed by market development.

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

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

Aging: sales volume falls; profits are declining; Cash flow is declining, but at a slower rate than profit.

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

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

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

Noticeable: the business has noticeable features and advantages; very strong positions in their specialized niches; there is significant potential for improving competitive position.

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

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

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

Table 5.1 Product/Market Matrix for choosing a strategy

When adopting a strategy, management must consider four factors:

Innovation management and strategic management

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

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

Time factor. Often good ideas failed because they were proposed at the wrong moment.

Reaction to owners. The strategic plan is developed by company managers, but owners can often exert strong pressure to change it. Company management should keep this factor in mind.

Strategy development can be done in three ways: top-down, bottom-up, and with the help of a consulting firm.

In the first case, the strategic plan is developed by the company's management and, like an order, descends to all levels of management.

When developing “from the bottom up”, each department (marketing service, financial department, production divisions, R&D service, etc.) develops its proposals for drawing up a strategic plan within its competence. Then these proposals are submitted to the management of the company, which summarizes them and makes the final decision during discussion in the team. This allows you to use the experience accumulated in departments directly related to the problems being studied, and creates a sense of community among employees throughout the organization in developing strategy.

The company can also use the services of consultants to research the organization and develop a strategy.

Innovative business is not pure science or invention, although scientific and technological developments have priority here.

The behavior of a company as a consumer of innovation can be determined by finding out which option it has chosen for carrying out technological changes (Fig. 5.9, which indicates the periods of the demand cycle: E- origin; o1 - accelerated growth; o2 - slow, M - maturity; IN - attenuation; R- profitability; Т ь Т 2, Т 3 - time range of assessment).

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

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

Innovation management and strategic management

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

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

Firms that follow the principle of changing technology belong to technologically active industries. These are mainly electronics, chemical industry, pharmaceutical production. Most branches of mechanical engineering belong to industries with average technological activity and, therefore, with an average level of need for innovation.

5.3. Formation of innovative strategies

Innovative strategies of an enterprise can be combined and presented in the form of two main types: the leader's strategy, aimed at developing and implementing fundamentally new products, and the follower's strategy, which involves introducing improved technologies to the market. These goals of innovative development can be achieved in various ways.

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

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

Innovation management and strategic management

Life cycle: birth, growth, maturity, decline. As for the structural content of each of the stages being carried out, the nature of the actions necessary to develop and implement the strategies of a leader or follower will be different.

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

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

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

Table 5.2 Similarities and differences in the development processes of basic and improving innovations

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

The total needs for resources necessary to implement a particular innovative development strategy are selected first on an element-by-element basis, and then on a stage-by-stage basis.

We denote the stages of technology development and implementation with the following symbols:

W - research;

X - constructive;

V - conceptual;

X- distributive.

Taking into account the accepted notations, it is possible to identify the stage-by-stage resource requirements necessary for the enterprise to implement the innovative development strategy (Fig. 5.10 and 5.11).

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

5 Innovation management: theory and practice

Innovation management and strategic management

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

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

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

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

Rice. 5.10. (Start)

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

Innovation management and strategic management

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

Innovation management and strategic management

Table 5.3 Step-by-step calculation of costs for implementing innovative development strategies at an enterprise

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

we obtain the necessary financial and economic resources, plan the sequence of organizational actions to implement the innovative development of the enterprise and answer questions about with the help of approximately how much resources, in advance by whom, approximately when and in what possible way the innovative development goals of the enterprise can be achieved. At the next stage of the formation of innovative development, it is necessary to evaluate the effectiveness of the planned activities. To do this, based on calculating the costs associated with the development and implementation of innovative development strategies (Table 5.3), the commercial and economic efficiency of introducing new or improving technologies at the enterprise should be assessed. Based on the results of innovation efficiency based on time assessment of cash flows and the impact of new technologies on economic activity enterprises select the most promising options from the alternatives under consideration and then present them in the form innovative projects or business plans.

Questions for self-control

1.What is strategy?

2. State the goals of strategy development.

3. Explain the strategy development framework.

4. What groups are innovative strategies divided into?

5. What types of innovation strategies are distinguished depending on science and technology policy?

6. What stages does the innovation life cycle include?

7. Describe the BCG matrix.

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

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

10. On the basis of what principles is the strategy of large companies formed?

companies?

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

12. Name the similarities and differences in the development processes of basic and improving innovations.

Innovation management and strategic management

Training tasks

Task5.1. Determine the costs of implementing an enterprise's innovative development strategy at the research stage when developing a new technology, if it is known that the costs associated with the development of a new technology amounted to 93 thousand rubles, labor costs - 12 thousand rubles, deductions of the unified social tax and insurance premiums from industrial accidents - 3.1 thousand rubles, depreciation charges - 10 thousand rubles, overhead costs - 37.2 thousand rubles.

Problem 5.2. Determine the total cost of implementing an enterprise's innovative development strategy when developing an improving technology, if it is known that the costs at the research stage are 31 thousand rubles, at the constructive stage - 57 thousand rubles, at the conceptual stage - 95 thousand rubles, at the distribution stage - 73 thousand rubles.

Task5.3. Determine the costs of implementing an enterprise's innovative development strategy at the constructive stage when developing an improving technology, if it is known that the costs associated with the creation industrial design, amounted to 127 thousand rubles, labor costs - 15 thousand rubles, deductions of the unified social tax and insurance contributions from industrial accidents from this amount, depreciation charges - 12.5 thousand rubles, overhead costs - 46 .9 thousand rub.

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

Test tasks

1. The company has high costs of innovation and strives to take a leading position in the market. What innovation strategy should the company choose?

1.1. Offensive.

1.2. Imitation.

1.3. Traditional.

2. Product innovation strategies are:

2.1. Strategies related to changing management systems.

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

2.3. Strategies that are focused on creating new goods, services, and technologies.

2.4. There is no right answer.

3. Functional innovation strategies are:

3.1. Strategies related to changing management systems.

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

3.3. Strategies that are focused on creating new goods, services, and technologies.

3.4. There is no right answer.

4. Organizational and managerial innovation strategies are:

4.1. Strategies related to changing management systems.

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

4.3. Strategies that are focused on creating new goods, services, and technologies.

4.4. There is no right answer.

5. Defensive strategy is used by firms:

5.1. Having strong market and technological positions.

5.2. Which strive to maintain competitive positions in existing markets.

5.3. Based on the principles of entrepreneurial competition.

6. Offensive strategy is used by firms:

6.1. Having strong market and technological positions.

6.2. Which strive to maintain competitive positions in existing markets.

6.3. Based on the principles of entrepreneurial competition.

7. Imitation strategy is used by firms:

7.1. Having strong market and technological positions.

7.2. Which strive to maintain competitive positions in existing markets.

7.3. Based on the principles of entrepreneurial competition.

8. When using basic innovation strategies, the actor
The company's activities are aimed at:

8.1. Building your own potential through better use of your internal strengths and external capabilities.

Innovation management and strategic management

8.2. Acquisition of new types of materials and technologies by reducing unnecessary costs.

8.3. Development of competitive advantages.

8.4. There is no right answer.

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

9.1. Vertical integration with suppliers.

9.2. Vertical integration with consumers.

9.3. Vertical integration with intermediaries.

9.4. Horizontal integration.

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

10.1. Tall.

10.2. Average.

10.3. Low.

11. The company follows the leader closely, borrowing his innovations from
making some changes. Innovation costs will be:

11.1. The same as the leader's.

11.2. Lower than the leader.

11.3. There is no clear answer.

12. Which of the following applies to the second stage of life?
nary cycle?

12.1. Theoretical and experimental studies.

12.2. Development of working design documentation.

12.3. Manufacturing a prototype.

13. Among the principles of goal setting there are:

13.1. Completeness.

13.2. Systematicity.

13.3. Alternative.

13.4. Subordination.

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

14.1. Goal alignment.

14.2. Certainty.

14.3. Specificity.

14.4. Reality.

14.5. Detail.

14.6. There is no right answer.

Chapter 5 Summary

Strategy means an interrelated set of actions in order to strengthen the viability and power of an enterprise (firm) in relation to its competitors. This is a detailed and comprehensive comprehensive plan for achieving your goals.

Innovation strategies are divided into the following groups:

1) product - strategies that are focused on creating new goods, services, technologies;

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

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

4) organizational and managerial - strategies related to changing management systems.

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

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.

The BCG matrix can be used to select a strategy depending on market share and growth rates in the industry. To display and comparatively analyze the strategic positions of various businesses of a commercial organization, the McKincey matrix is ​​used. She overcomes this significant drawback BCG model, as a simplified partition of the horizontal and vertical axes of its matrix.

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

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

Innovative strategies of an enterprise can be combined and presented in the form of two main types: a leader strategy, aimed at developing and implementing fundamentally new products, and a follower strategy, implying the introduction of improved technologies to the market. Although new and improving technologies go through the same stages of growth and development, the initial goals and ultimate objectives for these innovations at each of the identified stages are different.

The total needs for resources necessary to implement a particular innovative development strategy are selected first element by element, and then in stages.

The chapter examines various schemes for determining the costs necessary to implement one or another strategy for innovative development.

Chapter 5

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

After studying the materials in this chapter, the student should KNOW:

> concept and types of innovation strategies;

> stages of the innovation life cycle

and BE ABLE TO:

Form innovative strategies;

Calculate the total costs of implementing the strategy.