Abstract: Innovative strategies of the organization. Concept and types of innovation strategies

23.09.2019

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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 - component overall corporate strategy. It is a purposeful activity by definition. 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 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, to offensive strategy they resort either to large firms - market leaders in competitive industries, where the leader's position can be undermined as a result of the introduction by competitors of more advanced scientifically and technologically advanced products, or to 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, production mobile phones with built-in video cameras). The use of this strategy is caused by the busyness of traditional markets and the need to find an unoccupied niche. This implementation requires active R&D and a high level of technology.

Licensing (imitation) strategy - a strategy in which new technology or the product is purchased from other enterprises by purchasing a license. Often, for companies, a license costs much less, is acquired sooner, and is more reliable than conducting their own R&D. This 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. The costs of R&D and commercialization of the innovation in this case are lower than those of 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. Most large Russian industrial enterprises belong to this type.

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 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 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 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 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 is used (matrix ADL-LC), which is a multifactor model.

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 considered as a form of forced response to changes in the external business environment, which contributes to the preservation of previously gained 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 own production to produce competitive products while maintaining or minimally reducing previously won positions.

The main characteristic and success factor of a defensive strategy is time. All proposed activities are usually carried out in sufficient time short time, therefore, 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 branded products. trademarks 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 is focused on maximizing risk reduction 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 ensure that there is a stable demand for the new product of the development organization, which accounts for the bulk of the costs of creating and commercializing the 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 who chooses a wait-and-see strategy strives to surpass the development organization in terms of production volumes and sales of innovations, and here the moment of the beginning of active action against the organization is of particular importance. developer. Therefore, the waiting strategy can be both short-term and quite long;

§ strategy of direct response to consumer needs and requests Typically used in manufacturing 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 innovative development 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 internal and external characteristics 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.

Subject. Innovation Strategies

Innovation strategy as an integral part of the overall strategy of the organization.

Types of innovation strategies

Types of innovative behavior

Real competitive advantages of firms modern market depend on a huge number of general and specific factors. Despite their unconditional diversity, we can confidently say that the most important are the factors that determine the conditions for choosing an organization’s development strategy and the features of the process of its implementation.

One of the most important components of an organization's overall strategy is its innovation strategy. As noted by Prof. R.A. Fatkhutdinov, strategies in general and innovative ones in particular are aimed at developing and using the organization’s potential and are considered as a response to changes in the external environment. Therefore, the variety of innovation strategies is determined by the composition of the components of the internal environment of the enterprise.

Complication production processes, increasing the knowledge intensity of manufactured products, changes in the external environment of the organization determine increased requirements for the content of its policies, strategies and tactics, and for the quality of management. In this situation, the main condition for the effectiveness of any economic entity is the level of its real and potential innovativeness. Therefore, it is quite logical to define innovation strategy as a key link in organizational strategy, without diminishing the role and importance of its other elements.

Innovation strategy as an integral part of the overall strategy of the organization, it represents purposeful activities to determine the priorities for the long-term development of the organization and their achievement, as a result of which a new quality of production and management is ensured. It is implemented through progressive non-standard well-founded management decisions taken taking into account the specifics of the organization’s work.

IP goals:

ü Ensuring the competitive position of the enterprise;

ü Reactions to the influence of the external environment;

ü Opportunities to create a new market niche using primarily product innovation;

ü Opportunities to increase production and sales volumes

As practice shows, the nature of the innovation strategy implemented by an enterprise is determined by a number of features.

Features of planning are manifested in the process of determining its real time and quantitative boundaries, the principles of formation and distribution of all types of organizational resources, the possibilities of using various techniques and methods of managing innovations, known from practice.

The essence of the features of financial regulation is: principles, criteria and factors for assessing the effectiveness of innovation programs developed and implemented in accordance with the organization’s innovation policy, conditions and specific forms of distribution of financial resources between the stages of the innovation process, individual performers, etc.

Identifying the specifics of organizing work and stimulating personnel is necessary to ensure the progression and continuity of the innovation process, to enhance the individual and collective creative initiative of employees, regardless of skill level and job responsibilities.

Specifics of the organization's innovation strategy depends on the profile of its activities, the level of production and technical development, the focus and volume of work implemented in production and research departments within the framework of the innovation cycle various types innovations, areas of their application.

When assessing an organization’s innovation strategy, one should take into account the high dependence of its development prospects on the results of previous periods and accumulated potential.

The content and results of the innovation strategy are greatly influenced by the intensity and quality of interaction between specialized and professional units.

Responsibility for the innovation strategy on which the survival of the organization depends lies with managers, and the task of top management is to identify management potential for the specific operating conditions of the organization, systematically review the internal reserves of management talent, establish the scope and goals of the necessary management training and allocate appropriate resources.

But in any case, the priorities of the commodity producer’s innovation strategy are limited to its innovative potential in the field of production (main) activities.

Types of innovation strategies

Depending on the conditions of the external and internal environment, an enterprise can choose one of the main types of innovation strategy:

1) adaptive, defensive, passive;

2) creative, offensive, active.

Highlight following types innovation strategies:

1. Offensive– typical for firms that base their activities on the principles of entrepreneurial competition. It is typical for small innovative firms.

2. Defensive– aimed at maintaining the company’s competitive position in existing markets. Main function such a strategy is to activate the cost-result ratio in the innovation process.

This strategy requires intensive R&D.

3. Imitation– used by firms with strong market and technological positions.

The imitation strategy is used by firms that are not pioneers in introducing other innovations to the market. At the same time, the basic consumer properties (but not necessarily the technical features) of innovations released to the market by small innovative firms and leading firms are copied.

The innovation strategy is based on the principle “time is money”.

The choice of innovation strategy taking into account the product life cycle takes into account the following:

1. Origin. This turning point is characterized by the appearance of the embryo of a new system in the environment of the old original one, which turns it into a maternal system and requires a restructuring of all life activity.

Example 1. Inventive cycle. Here, the origin is the appearance of the first idea (formalized technical solution), which will form the basis of a new type of technology (formulation of the principle of activity).

Example 2. Production cycle. The origin is the creation of an experimenter company (that is, a company that specializes in creating new radical transformations of old market segments), which undertakes to develop new technology.

2. Birth. The turning point here is that it actually appears new system, formed largely in the image and likeness of the systems that gave birth to it.

Example 1. The emergence of the first idea (formalized technical solution), which will allow us to move on to a general presentation of a new type of technology (formulation of a layout diagram).

Example 2. The beginning of the transformation of an operator company into a patent company (a company working for a narrow segment of the market and satisfying the specific needs existing in it).

3. Statement. The turning point is the emergence of a mature (adult) system, which begins to compete on equal terms with those created earlier, including the parent one. The formed system seeks to assert itself and is ready to initiate the emergence of a new system.

Example 1. The emergence of the first idea (formalized technical solution), which will allow us to move to practical creation the first samples of a new type of technology (creation of a design diagram).

Example 2. The beginning of the transformation of a patent company into a violent company (a company with a “power” strategy, operating in the field of large standard business, characterized by a high level of mastered technology and mass production of products).

4. Stabilization. The turning point is when the system enters a period when it has exhausted its potential for further growth and is close to maturity.

Example 1. The emergence of the first idea (formalized technical solution), which will allow us to move on to the practical implementation of technical systems suitable for large-scale implementation (creation of several standard sizes).

Example 2. The entry of violent into the world market and the formation of the first halyard on it.

5. Simplification. The turning point consists of the beginning of the “withering” of the system, the appearance of the first symptoms that it has passed the “apex” of its development: youth and maturity are already behind, and old age is ahead.

Example 1. The emergence of the first idea (formalized technical solution), which is related to the optimization of the created technical system.

Example 2. Formation of a transnational company (TNC) from a violent.

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.

Example 1. The emergence of the first idea (formalized technical solution) associated with improvements to a previously created technical system at the level of rationalization proposals.

Example 2. The beginning of the disintegration of TNCs into a number of separate commuting firms (firms carrying out medium and small businesses to meet local needs with an individualized approach to clients based on the use of the achievements of violent comrade firms.

7. Exodus. This turning point is characterized by the completion of the decline in most significant indicators of the system's vital activity. It seems to return to its original state and prepare for the transition to a new state.

Example 1. The emergence of the first idea (formalized technical solution), which is associated with a change in the function of the equipment in use.

Example 2. The end of the process of dividing TNCs into a number of semi-separate commuting companies; in this situation, the death of one company does not cause any complications in the activities of others.

8. Destructuring. The turning point is expressed in stopping all vital processes of the system, using it in a different capacity, or in carrying out the technology of utilization.

Example 1. The cessation of ideas related to this type of technology (in this case, individual samples of old equipment can be used as relics, and in connection with this, the emergence of technical solutions, which usually belong to the fifth and sixth stages.

Example 2. Termination of the existence of a company (as a rule, this means its respecialization to produce other products).

This is followed by the local level that determines the scientific and technological progress - that is, to the level of the company, production, etc. 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 specific social need, forced to work on a product that belongs to three generations of technology - outgoing, dominant and emerging (promising).

Each generation of technology goes through a separate life cycle in its development. Let the company, in the period of time from t 1 to t 3, work on three generations of equipment A, B, C, successively replacing each other (Fig. 4.3).

At the stage of inception and the beginning of growth in the output of product B (moment t 1), the costs of its production are still high, but the demand is still small, which limits the economically justified volume of production. At this moment, the volume of production of product A (previous generation) is very large, and product C is not yet produced at all (diagram “a”, Fig. 4.4). At the stage of stabilization of generation B product output (moment t 2, stages of saturation, maturity and stagnation), its technology has been fully mastered; the demand is very high. 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”). With the advent and development of a new generation of technology (product C), which ensures even more efficient performance of the same function, the demand for product B begins to fall (moment t 3) - the volume of its production and the profit it brings are reduced (diagram “c”), generation of technology A generally exists only as a relic.

Diagrams of the structure of a company's output at various points in time:

a) moment t1; b) moment t2; c) moment t3.

In Fig. 4.3 it can be seen that the stable value of the total income of the enterprise (firm) is ensured by the correct distribution of y 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 of the technical and technological capabilities of each of the successive (and competing) generations of technology. As you master that other technical solution, it real ability To meet the corresponding needs of society, 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 policy 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.

The full life cycle of a separate generation of technology (from the first scientific development of the principle of operation to removal from industrial production) in a market economy, as a rule, is formed by the multidirectional forces of many enterprises and firms. It covers at least three private cycles: scientific, inventive and production. The named cycles throughout the life of one generation of technology follow each other sequentially, but with some overlap in time.

Numerous studies have proven that there is a statistical connection between these cycles through a time lag equal to a certain average probability period of time. This lag is located between the moment of appearance of a technical solution (or between the moment of registration, registration of a technical idea, project, etc., for example, obtaining a patent for an invention) and the moment of the maximum volume of use of this idea, project, etc. in industry. In this regard, the scientific and technical policy of an enterprise (firm) must carefully monitor domestic and global trends in the development of science and technology. To successfully solve this problem, you need to be able to analyze document (information) flows.

The existing methodological apparatus for identifying global and domestic trends in the development of science and technology based on the analysis of arrays of documents can ultimately be reduced to the following five methods:

1. Method of structural and morphological analysis

This method is intended to identify the internal composition of a subject area, record the emergence of fundamentally new developments (ideas, technical solutions, etc.), which allows us to reasonably formulate a strategy for scientific and technological progress at the sub-industry level.

2. Method for determining the characteristics of publication activity

Its specificity is due to the fact that the flow of documents behaves like a system, subject to cyclical development; By tracking these cycles, it is possible to determine at what stage of the life cycle a subject area is in a given country. This makes it possible to offer correct recommendations on the formation of scientific and technological progress at the industry level.

3. Method based on identification

groups of patent documents with a family of high-power analogue patents, simply the analogue patent method. Its essence is based on the fact that firms patent abroad only those ideas that have practical significance. Therefore, by identifying areas in which the power of analogue companies is growing faster, it is possible to establish the direction of activity of leading firms in the development of production potential.

4. Method of terminological and lexical analysis

Terminological analysis is based on the assumption that when researchers use ideas from other fields of knowledge, the terminological apparatus changes. This is due to major structural shifts that are initially not tracked by any other methods. Therefore, the method of terminological analysis allows us to identify the emergence of fundamental innovations at the early stages and predict the direction of expected changes. Lexical analysis of texts is similar to terminological analysis; the only difference is that it is not specific terms that are considered, but phrases (lexical units).

5. Indicator method

is based on the fact that each technical system is described by a set of indicators that are improved to the extent of scientific and technological progress, which is reflected in the documents. By studying the dynamic characteristics of the indicators of technical systems, one can get a clear idea of the trends existing in world and domestic practice and scientific research.

The general sequence of preparing initial information for making management decisions on the formation of scientific and technical policy consists of several blocks. The first is the development of a morphological classification of the subject area. This classification is a formalized table in which the technological (technical) production chain is divided into elements according to certain aspects (operation, operating principle, materials used, etc.). Moreover, for each element a list of possible alternative ways implementation. In its most simplified form, the morphological classification is a table in which any combinations between variants of division aspects are possible.

The second block is the development of a subject area rubricator, for example, in terms of the International Classification of Inventions. The rubricator is a set of headings by which documents on the topic of interest are selected from various sources. Accordingly, the third, fourth and fifth blocks are information search for initial information; analysis of the results obtained; determination of recommendations for the formation of scientific and technical policies of enterprises (firms) for decision makers.

The research carried out and the results obtained from them make it possible to identify moments of development and change in generations of technology, identify emerging trends, and predict further changes in technology and technology in order to optimize scientific and technological policy. All this serves as the basis for developing recommendations regarding investment policy and planning resource investments.

Directions for choosing an innovation strategy taking into account market position (controlled market share and dynamics of its development, access to sources of financing and raw materials, position of a follower in the industry competition) are shown in the diagram:

The choice of strategy is carried out for each direction highlighted when setting the goal. A simplified selection model developed by the Boston Consulting Group is designed to select a strategy based on market share and industry growth rate:

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 strategy of cutting off the excess.

For enterprises that are poorly established in fast-growing industries, the situation requires additional analysis, since the answer is ambiguous.

When choosing strategy options, a company can use the matrix products/market:

Table 4.1.

Product/Market Matrix

	Products currently in production	New products related to the current	Brand new products
Available market	90%	60%	30%
New market, but connected to existing one	60%	40%	20%
Absolutely new market	30%	20%	10%

When adopting a different strategy, management must consider 4 factors:

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

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

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

4. 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 departments, R&D service, etc.) develops its recommendations for drawing up strategic plan within the limits of its competence. These proposals are then submitted to the company’s management, which summarizes them and makes the final decision through a group discussion. This allows you to use the experience accumulated in departments directly related to the problems being studied and gives employees the impression of commonality throughout the organization in developing strategy.

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

In general, the essence of an adaptation strategy is to carry out partial, non-fundamental changes that make it possible to improve previously mastered products, technological processes, and markets within the framework of structures and activity trends already established in the organization. In this case, innovation is considered as a form of forced response to changes in the external business environment, which contributes to the preservation of previously gained market positions.

Within the framework of the adaptation strategy, there are:

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: either creating conditions in the market for a given product that are not acceptable to competitors and contributing to their refusal to further fight, or reorienting its own production to produce competitive products while maintaining or minimizing reduction of previously won 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 groundwork and a stable position 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 is focused on maximizing risk reduction in conditions of high uncertainty in the external environment and consumer demand for innovation. It 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, seeks to ensure that there is a stable demand for the new product of the development organization, which accounts for the bulk of the costs of creating and commercializing the 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 who chooses a wait-and-see strategy strives to surpass the development organization in terms of production volumes and sales of innovations, and here the moment of the beginning of active action against the organization is of particular importance. developer. Therefore, the waiting strategy can be both short-term and quite long.

Strategy of direct response to consumer needs and demands Usually used in the production of industrial equipment. It is implemented by small organizations that carry out individual orders from 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 exposed to particular risks, 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.

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 and the development of new products and markets. The strategic objectives of management here are to mobilize additional assets (including market knowledge) to enter new product markets and constantly analyze the activities of production units from the point of view of identifying emerging technological opportunities, as well as carrying out internal reorganization necessary for the development of new products.

Marketing-oriented strategy, provides for the target orientation of all elements of the production system, as well as auxiliary and service activities, to find means of solving problems associated with the entry of an innovation 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, and helps maintain the spirit of creativity in the team and a stimulating organizational climate.

Mergers and Acquisitions 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.

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

Technological capabilities 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. Examples external manifestation technological capabilities of the organization - availability and scale of distribution of licenses, forms and nature of relationships with suppliers and consumers.

Competitive Opportunities reflect the following indicators: the relative market share controlled by the organization, the ability to quickly respond to the dynamics of market structures and, as a consequence of this, a flexible approach to the content of the goals of the organization’s innovation strategy, etc.

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.

Formation of an enterprise innovation strategy provides for the selection and justification of areas of innovation activity, the volume and structure of innovation projects, the timing of their implementation and the conditions for transfer to the customer, and an assessment of the state of organizational structures for innovation management. Any strategy should focus on identifying opportunities to diversify the organization's performance.

The process of choosing the most rational innovation strategy in specific economic conditions is always based on the results of an assessment of all forms of innovation activity manifested in innovations various types. However, in practice, the implementation of this provision causes certain difficulties. The main one is that innovation activity as an object of innovation management covers all aspects of the organization’s work and is integral part any functional or production subsystem.

In the practice of innovation management, various techniques and methods for choosing an organization's development strategy are used. The most rational is a systematic approach. The application of its principles in the development of an innovation strategy allows us to identify the following processes as its fundamental elements:

Improving previously developed products and technologies;

Creation, development and use of new products and processes;

Increasing the quality level of the technical and technological base of production;

Increasing the quality level of the research and development base;

Increasing the efficiency of using human resources and information potential;

Improving the organization and management of innovative activities;

Rationalization of the resource base;

Ensuring environmental safety of innovative activities;

Achievement competitive advantages innovative product over similar products in the domestic and foreign markets.

The main provisions of the innovation strategy are reflected in the corresponding target program. It traditionally identifies goals, objectives and stages of implementation for the future, interconnected in terms of timing, resources and performers.

Prerequisites for a successful innovation strategy are the specific conditions in which it is developed and implemented, the state of the research sector, production processes, marketing, investment activities, strategic planning and their relationship as the main production elements, the overall strategy of the organization, organizational structure management. Practice shows that the most important factors of innovation strategy effectiveness are:

All accumulated experience and potential, differentiated and specific competencies that determine the directions and scope of possible and potentially effective innovations;

Abstract on the topic

“offensive and defensive innovation strategy of the company”

Saint Petersburg

Introduction 4

Offensive innovation strategy of the company 6

Defensive innovation strategy of the company 8

Conclusion 9

List of used literature 10

Introduction

In the world economic literature, “innovation” is interpreted as the transformation of potential scientific and technological progress into real progress, embodied in new products and technologies. The issue of innovation in our country has been developed for many years within the framework of economic research on scientific and technical progress.

The development and introduction into production of new products for companies is of great importance as a means of increasing competitiveness and eliminating the company’s dependence on the discrepancy between the life cycles of manufactured products, because in modern conditions, product renewal is proceeding at a fairly rapid pace.

An increasing number of firms recognize the need for strategic planning and are actively implementing it. This is due to growing competition. You have to live not only for today, but also anticipate and plan for possible changes in order to survive and win in the competition.

“Each company develops functional strategies specifically for each functional space:

R&D strategy

production strategy

marketing strategy

financial strategy

HR strategy

informatization strategy

security strategy

survival strategy

The R&D strategy, which summarizes the main ideas about a new product - from its initial development to its introduction to the market, has two varieties: an offensive strategy and a defensive strategy" 1 . Offensive strategies are strategies for developing fundamentally new products and services; require large expenses and are very risky: on average, only one out of seven innovations has a market success, the remaining six turn into unrecoverable costs for the company. Therefore, defensive strategies are more popular and are widely used even in modern high-tech industries, such as the computer industry.

Offensive innovation strategy of the company

Offensive strategy (offensive strategy) - assumes an active, aggressive position of the company in the market and pursues the goal of conquering and expanding market share. This strategy is chosen by the company if:

its market share is below the required minimum or has sharply decreased as a result of the actions of competitors and does not provide a sufficient level of profit;

the company is about to launch a new product on the market;

the company is expanding production, which will pay off only with a significant increase in sales;

Competing firms lose their positions and a real opportunity expand market share at relatively low cost.

“Practice shows that it is extremely difficult to carry out an offensive strategy in markets with a high degree of monopolization and in those product markets whose products are difficult to differentiate” 1 .

“An offensive strategy is, first of all, a tough fight against competitors in order to seize market share at the expense of the weakest rivals, nullifying the previously achieved advantages of one or more rivals” 2. Possible offensive actions consist of: price reductions, parallel advertising, introducing new product features to attract competitors' clientele, and other actions. The offensive strategy focuses on gaining the leading positions of the enterprise in certain areas of activity.

“Offensive strategy is typical for firms that base their activities on the principles of entrepreneurial competition. It is typical for small innovative organizations.

An offensive strategy requires higher qualifications in R&D and the ability to see market prospects for certain innovations." 3 Strategy - with its inherent high risk, high possible payback - requires certain qualifications in the implementation of scientific and technical innovations, the ability to see new market prospects and the ability to quickly implement them in products. The offensive strategy provides for the active renewal of production through innovation, innovation, development and filling the market niche.

“It should be emphasized that an offensive strategy is not based on a single, one-time innovation, but on a series of them. It requires the greatest management effort and resources and is focused on achieving long-term goals” 1.

Defensive innovation strategy of the company

“Defensive strategy is aimed at maintaining the organization’s competitive position in existing markets. The main function of such a strategy is to activate the cost-result ratio in the innovation process. This type of strategy requires intensive R&D” 1 .

Defensive strategy - used by organizations with strong market and technological positions that are not pioneers in releasing certain innovations to the market. The essence of the model is that during production the basic consumer properties (but not necessarily technical features) of innovations released to the market by small innovative organizations or leading organizations are copied.

Leading firms have a common main goal - to maintain a leading position, and they try to achieve this in two possible ways: defending themselves from attackers or trying to strengthen their advantages. In general, an offensive strategy is effective for innovative enterprises, although they can also use a defensive strategy. “Since the leader usually makes the greatest contribution to the development of the base market, a strategy for expanding global demand, which is aimed at finding new consumers of the product, expanding the scope or frequency of use of the product, is promising for it. As noted, such a strategy is promising at the initial stages of a product’s life cycle if there is great growth potential” 2 .

Conclusion

The core of the strategic organization of the enterprise's innovative activity should be the innovation activity strategy, which is developed within the framework of the corporate (comprehensive) development strategy of the enterprise and determines the formation of a strategic set of the enterprise: product, marketing, competitive, resource, financial, production and other strategies, being their driving force, i.e., it predetermines the content, composition, and aggressiveness of strategies. Application of the concept of strategic organization of innovation activities will allow the enterprise to improve the quality of management decisions and ensure increased efficiency of innovation activities in general and each innovation in particular by reducing the time spent on the development and implementation of innovations, and consequently, minimizing the costs of material and financial resources.

List of used literature

Books and monographs

Vatolin V.B. Strategic management: textbook. Benefit / V.B. Vatolin. – M.: Prospekt Publishing House, 2002.- 128 p.

Grinev V.F. Innovation management: Textbook. manual.-K.: MAUP, 2000.-148 p.

Ghukasyan G.M. Economic theory- key issues / G.M. Ghukasyan. - St. Petersburg: Peter, 2000. - 361 p.

Markova V.D. Strategic management/ V.D. Markova. – M: graduate School, 1999.-228 p.

Problems and experience of economic management of an enterprise: collection of scientific texts/pod. ed. V.V. Glukhov. – St. Petersburg: Peter, 2002. - 404 s.

Titov A. B. Marketing and innovation management. – St. Petersburg: Peter, 2001. – 240 p.

Articles from newspapers and magazines

Shaburishvili M.V., Contents and forms of innovative entrepreneurship / M.V. Shaburishvili // Corporate management. – 2003.-№2 (February)

1 Shaburishvili M.V., Contents and forms of innovative entrepreneurship / M.V. Shaburishvili // Corporate management. – 2003.-№2 (February). – P.28.

1 Vatolin V.B. Strategic management: textbook. Benefit / V.B. Vatolin. – M.: Prospekt Publishing House, 2002.- 128 p. – P.121.

2 Grinev V.F. Innovative management: Textbook. manual.-K.: MAUP, 2000.-148 p. – P.59.

3 Problems and experiences economic management enterprise: collection of scientific texts/pod. ed. V.V. Glukhov. – St. Petersburg: Peter, 2002. - 404 s. – P.185.

1 Ghukasyan G.M. Economic theory - key issues / G.M. Ghukasyan. - St. Petersburg: Peter, 2000. - 361 p. – P.109.

1 Titov A. B. Marketing and innovation management. – St. Petersburg: Peter, 2001. – 240 p. – P.117.

2 Markova V.D. Strategic management/ V.D. Markova. – M.: Higher School, 1999. - 228 p. – P.139.

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

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

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

The main directions of the innovation strategy are formed:

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

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

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

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

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

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

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

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

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

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

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

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

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

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