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

CHAPTER 5. Innovation management and strategic management

> Concept and types of innovation strategies

> Basic (reference) innovation strategies

> Innovation life cycle

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

> Formation of innovative strategies

Concept and types of innovation strategies

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. Strategy can be defined as a decision-making process.

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

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

An increasing number of companies recognize the need for strategic planning and are actively implementing it. This is due to growing competition: you cannot live only for today; you have to anticipate and plan possible changes in order to survive and win in the 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 primarily by the fact that the first, especially at the initial stage of its development, actually came down to strategic programming, i.e., to the formalization and detailed elaboration of existing strategies or strategic vision. Therefore, effective strategic changes require a breakthrough beyond traditional boundaries and established ideas about a particular business. In contrast to overly formalized strategic planning, strategic management is primarily a synthesis. Thus, strategic planning is necessary element the strategic management process is an integral part of the process of developing an organization's strategy.

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

Strategy development has two main goals.

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

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

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

The overall purpose of the organization should consider:

The main activity of the company;

Working principles in the external environment (principles of trade;

Relationships with the consumer; conducting business relations);

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

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

clients of the company and what needs it can satisfy.

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

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

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

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

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

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

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

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

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

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

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

Must be achievable;

They must not deny one another.

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

Changes occurring or possible in the planned period are assessed;

Factors that threaten the company's position are identified;

Factors favorable to the company's activities are examined.

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

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

Explore the influence of the external environment on competitors;

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

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

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

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

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

Rice. 5.1. Phases of strategic planning

Types of innovation strategies

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

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

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

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

organizational and managerial - relate to changes in management systems.

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

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

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

2. Defensive- is aimed at that. to maintain the company's competitive position in existing markets. The main function of such a strategy is to enhance the cost-benefit ratio in the innovation process. This strategy requires intensive R&D.

3. Imitation- used by companies that have strong market and technological positions: they are not pioneers in introducing certain innovations to the market. In this case, the 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.

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

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

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

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

There are several types of reduction strategy:

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

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

Technological - changing the 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 in life cycle innovations include several stages: inception, birth, approval, stabilization, simplification, decline, exodus and destructuring.

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

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

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

In addition to innovative goal setting, the innovation strategy usually includes such elements as: marketing, sales, competition, for example, in terms of making decisions about the possibilities of using them for the effective dissemination of innovations; elements of investment and financial policy, for example, regarding the selection and justification of specific sources of financing, envisaged projects; elements of personnel policy, for example, in terms of providing innovation processes with personnel of the required qualification and professional level, as well as meeting the requirements of innovative management in managerial personnel.

Before building a strategy for the innovative development of a particular enterprise, it is necessary to determine the types and structure of the innovation strategy.

The main feature of the classification of innovation strategies is management level, within which the innovation strategy corresponds to the highest level as an element of the overall economic strategy and the level of the middle level of the system - management of innovation activity itself.

According to J. Steiner, in the field of innovation strategy top level includes decisions on the following groups of issues: allocation of funds for basic research, evaluation of results, discoveries, patents, areas of research, research reports, trademark.

Decisions made on middle management level, make it possible to determine specific actions in accordance with the nature of the main goals and features of their achievement, taken in the process of implementing innovative projects.

The object of most research in the field of classification of innovation strategies is top-level strategies. Let's look at some of them in more detail.

As part of the study of foreign experience in innovation management, two main classes of innovation strategy are distinguished - defensive And offensive, in accordance with the nature of the goals being solved. Moreover, each class includes several types or options that can be selected by the manufacturer depending on the conditions of the micro- and macroenvironment.

Essence defensive strategy consists of carrying out partial non-fundamental changes that allow improving previously developed products, technological processes, markets within the framework of already established organizational structures and trends in the activities of the manufacturer. 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 a defensive strategy, the following types are distinguished:

Defensive strategy;

Strategy of innovative imitation;

Waiting strategy;

A strategy for directly responding to the needs and demands of consumers.

Defensive strategy is 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 unacceptable 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 manufacturer must have a certain scientific and technical background and a stable financial position in order to achieve the expected result.

Innovation imitation strategy assumes that the manufacturer “bet” 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 sales 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. Therefore, quite often such products are produced in third world countries, on dubious grounds, creating direct competition with real goods due to the illegal, “pirated” use of original trademarks.

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 maximally reducing the level of risk in conditions of uncertainty in the external environment and consumer demand for innovation. It is used by companies of various sizes and successes. Large manufacturers expect to use it to wait for the results of an innovation offered by a small company to enter the market, and, if it is successful, to push the developer aside. Small companies can 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 company, 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 company, the manufacturer choosing a wait-and-see strategy strives to surpass the development company in terms of production volumes and sales of innovations, and here too special meaning acquires the moment of the beginning of active actions against the developer company. Therefore, the waiting strategy can be both short-term and quite long in time.

In order to correctly select the time to begin active response actions and thereby reduce the risk of failure, manufacturers develop and apply special analytical techniques and information systems for collecting information about leading competing companies, possible markets for proposed innovations, requests from individual consumer groups, etc.

Immediate response strategy to meet the needs and requests of consumers, it is usually used in the production of industrial equipment. It is implemented by small-sized organizations and firms that perform 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 the innovation, while the entire volume of R&D is carried out in specialized innovation departments of the customer company itself.

Organizations and firms implementing this strategy are not exposed to much risk, and the bulk of the costs occur in the above stages of the innovation cycle. In addition to small specialized firms, the strategy of directly responding to the needs and demands of consumers can also be used by divisions of large companies that have a certain economic independence, quickly respond to specific production needs and are able to quickly bring their production and scientific and technical activities into line with the content of the proposed orders.

All types of strategies in relation to previously mastered and improved products can be divided into two main groups. On the one hand, these are strategies that involve reduction of manufacturer costs, with another - differentiation of products.

Within first group the main attention is paid to improving the material, technical and technological base of production, finding ways to reduce costs at certain stages of the innovation cycle.

Typically, a cost leadership strategy is implemented by companies that have a fairly stable market position and reliable sources of raw materials.

If this strategy is successful, the manufacturer receives an even larger market share, cost savings on the purchase of raw materials, materials, components and semi-finished products. As a result, he receives more profit than his competitors, and therefore additional funds to improve the material, technical and technological base, thereby maintaining cost leadership in his industry.

Product differentiation strategy involves the development and creation in any field of activity of an original product that differs from previously mastered design in some qualitative parameters, technological features production, after-sales service forms, etc.

The identified groups of strategies are interconnected, and in many cases, cost reduction is a condition for successful product differentiation.

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

This class of innovation strategy includes:

Active R&D strategy;

Marketing orientation strategy;

Mergers and acquisitions strategy.

Manufacturers selling active R&D 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 horizontal diversification and the development of new products and markets. The strategic objectives of management are to mobilize additional assets, including knowledge of markets, entry into new food markets and constant analysis of the activities of production units from the point of view of identifying emerging technological opportunities (for example, the possibility of producing a new product based on changes or integration of existing production facilities), as well as in 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 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 intensity is higher if it 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 a manufacturer, 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 companies based on the merger of previously separate structures. The most effective types are considered to be external and internal venture projects.

The venture creation strategy can be applied subject to careful analysis in the following areas:

The nature of new products and technologies and their relationship to the firm's key technologies and markets;

The place of the venture in the organizational structure of the company (for example, the organization of the venture under a linear production unit or under a central research and development unit);

Method and terms of financing;

Opportunities to provide qualified specialists in management, research and development, marketing through internal sources or additional involvement from outside.

In offensive (active) innovation strategies It is much more difficult to identify internal differences than in the defensive class. They have much in common and are most effective when an organization or firm 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 technological capabilities and competitive position manufacturer.

Technological capabilities are determined by the internal and external characteristics of innovation activity. Internal includes previously formed scientific, technical and technological potential, the elements of which are personnel, material and technical base, financial resources, know-how, and a portfolio of patents. Examples external manifestation technological capabilities - availability and scale of distribution of licenses, forms and nature of relationships with suppliers and consumers.

Competitive opportunities are reflected by the following indicators: relative market share controlled by the manufacturer; 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 innovation strategy; access to sources of relatively cheap but high-quality resources, to sources of financing innovative programs and individual projects; the level of training of personnel of various categories and their professionalism; willingness to take risks. In addition, special attention is paid to moral and psychological aspects innovative activities, expressed in the creation and maintenance of a high professional image of the organization, authority among competitors and consumers. Thus, the specific type of innovation strategy depends, first of all, on the state of the processes of interaction between the manufacturer and the external environment in the broadest sense.

In addition to the “classical” grouping of strategies into defensive and offensive, some authors introduce a number of intermediate types. For example, V. Hartman and V. Shtok, who consider an independent class adaptive strategy, consider as its main features the acquisition of licenses from a leading company and/or attempts to improve the product, produce a similar product, provide lower production costs, etc. In their opinion, such a strategy is characterized by lower R&D costs and less risk and correspondingly low profits.

In other works one can find a slightly modified approach to the classification of innovative strategies, although almost all of them, to one degree or another, use the division of existing strategies according to the principle of defensiveness or offensiveness. Thus, B. Santo identifies six types of innovation strategy:

1) traditional;

2) opportunistic;

3) imitation;

4) defensive;

5) dependent;

6) offensive.

Analysis of B. Santo’s typology shows that within the framework traditional strategy The main goal of the manufacturer is to improve the quality of previously developed products. It is implemented in stable production and economic conditions and a traditionally established production range with a relatively low level of competition. This strategy makes it possible to strengthen the market position of the manufacturer, but at the same time it may become a factor in their loss in the future due to limited diversification opportunities.

Realizing opportunistic strategy, the manufacturer focuses on a product that allows for savings on R&D, but provides a monopoly in the market. For its success, it is necessary to have the most complete information about the state of the market, a high level of technical and technological development of production, as well as the presence of the manufacturer’s abilities and capabilities to quickly adapt production to specific market conditions. However, this strategy limits the possibilities and prospects for developing its own R&D sector.

Imitation strategy is focused on acquiring new technical ideas and technologies from development companies capable of ensuring rapid market development through the release of licensed products. It requires the availability of appropriate financial resources for the purchase of licenses and allows you to quickly take quite advantageous market positions and use licensed developments in your own research. But this strategy can lead to undesirable dependence of the organization on the license seller, as well as a negative impact on the results of core activities in the case of acquiring licenses for developments with a low level of competitiveness.

Purpose of defensive strategy according to B. Santo, is to keep up with competitors in the chosen field, as a result of which there is no orientation of the manufacturer to occupy leading positions in the market. Its implementation requires the presence of initial scientific and technical developments of a sufficiently high level. However, it is difficult to agree that another condition for the use of a defensive strategy is the absence of strong competitors - both firms and products, since in this case its actual economic purpose is lost. This strategy is implemented with relatively low risk, since the proposed products have already been market tested, although there is a risk of missing an important development offered by the first manufacturer to replace the product offered by the defensive manufacturer.

Dependent Strategy most typical for medium and small organizations and firms interacting with large companies. Therefore, the willingness of large manufacturers to transfer new developments for their further distribution to small and medium-sized businesses is one of the main conditions for the application of this strategy. As a result, there are savings on in-house research and development, marketing research, and technological preparation of production. But a small enterprise or firm may suffer significantly in the event of possible failures of the main company. In addition, the dependent strategy provides virtually no opportunities for diversification.

Offensive strategy reflects the manufacturer’s goal to take a leading position in the market. It is characterized by the presence of a developed R&D sector, a strong resource base, and the conduct of comprehensive analytical marketing research, as well as the appropriate attitude of personnel of all categories and levels of management. A manufacturer that chooses an offensive strategy is able to quickly respond to the emergence of “technological gaps,” which actually allows it to ensure its leadership in a specific production area. At the same time, the risk associated with choosing this strategy is maximum compared to other options.

The typology proposed in the work identifies four main types of innovation strategy: actively offensive, moderately offensive, defensive and residual.

First type of strategy (actively offensive) used by manufacturers seeking to be the first to market a specific innovation. To do this, they must have high innovative potential, as well as scientific and technical groundwork in the production of a new product, a strong marketing service, etc., i.e., all those characteristics that allow them to achieve leadership in a narrow field within a relatively short period time (2-3 years).

Second type of strategy (moderately offensive) allows the manufacturer to become the “second best manufacturer” and maintain this position by conducting its own R&D at a very high level on a significantly wider range of products than, for example, when choosing the first type of strategy. At the same time, the risk of failure, naturally, is not as high as for the first manufacturer, and the level of competitiveness of the products allows one to receive a fairly high amount of profit from their sales.

Third type of strategy (defensive) The authors consider it most suitable for medium-sized companies seeking to maintain their positions, or for those who do not have problems with sales due to lack of competition (for example, a monopoly position in a certain area inaccessible to competition). But then, in our opinion, the choice of this strategy is at least incomprehensible, since in the absence of competition the manufacturer is freed from the need to “defend” from anyone.

The fourth type of strategy (residual) reflects the manufacturer’s desire to remain in an already developed market with average or even obsolete products after the leading manufacturer leaves this market. Then, as a rule, small firms cover the residual demand for a given product of individual consumer groups. With unconditional savings on various types of costs, including R&D and market development, this strategy is characterized by fairly strict time restrictions, since an incorrect assessment of the moment of entering the remaining market can entail significant sales losses.

Another typology - B. Twiss's - considers the following options as the main types of innovation strategy: offensive, defensive, licensing, intermediate, predatory, strategy for creating a new market.

In a relationship offensive strategy his position is distinguished by the fact that, in addition to the desire to be the first in the market for new products, with which other authors agree, he considers only small firms concentrating their efforts on one or several innovative projects. In other words, preference in choosing this strategy is given to the field of venture small business, which is far from clear. Therefore, with a very high degree of risk, this strategy is characterized by the possibility of a quick return on investment and profit.

Defensive strategy used when there is a significant market share not occupied by the first manufacturer of the product or competitors, and opportunities for making a profit, including through relatively low costs. In addition, this strategy is more likely to focus on development rather than research.

Licensing strategy In this classification, it is also interpreted quite traditionally, but in terms of the conditions for its application, the need to conduct one’s own R&D for the subsequent more accurate selection of licenses for purchase is highlighted.

Intermediate strategy allows you to avoid a direct clash of market interests between competitors as a result of identifying a free niche. Therefore, the intermediate strategy is largely based on marketing research and requires high creative activity of marketing personnel. This strategy can not only provide a quick return on investment, but in some cases lead to a monopoly position in the market. At the same time, the degree of risk in this option is also quite high.

The type that B. Twiss calls robber strategy, assumes a sharp invasion of the market by the manufacturer, which can lead to its reduction. This can happen if the manufacturer has such products with which it can enter an unusual market where it has not been presented before. Profit in this case can be obtained as a result of the reorientation of consumers from a traditional product to a new one. The main risk factor here is the lack practical experience work in a new, previously unknown market.

Strategy for creating a new market assumes that during a given period the organization is the only producer of a new product. Its effectiveness, first of all, depends on the level of development of the marketing service and, accordingly, on the quality of the marketing research it conducts, on the innovative activity of the staff and the progressiveness of management’s position in matters of long-term development of production. Naturally, the manufacturer implementing this strategy becomes a monopolist in the market, and the costs of developing and distributing the innovation will pay off fairly quickly. At the same time, it is also obvious that the strategy of creating a new market has a very high degree of risk.

The considered options for the typology of types of innovation strategy allow us to conclude that in practice they use various definitions to characterize the same type of strategy, while maintaining a single point of view on its content and conditions of choice. This applies to the names of classes of innovative strategies, when, along with the concept of “defensive” strategy, the concepts of “adaptation”, “passive” are used, and the concepts of “active”, “creative”, etc. are synonymous with the concept of “offensive”. In this regard, there is a need to streamline existing approaches to the typology of innovation strategies, bring them to uniformity (Fig. 15.2).

Rice. 15.2. Relationship between innovation strategies various types

In practice, the process of choosing a specific type of innovation strategy, as a rule, involves determining the priority area that will play a leading role in the long-term development of the organization. But in real conditions there are practically no examples that would characterize the choice of any one, clearly defined type of strategy. Only with a comprehensive solution of innovative problems of production development is strategic success possible. Therefore, at the same time, the manufacturer usually implements a variety of activities, a number of which, in their content and focus, may not correspond to the main strategic goal, since they may affect various areas of the organization’s activities. But even within the framework of the main strategy, actions and projects of different nature are usually carried out. Another approach to the typology of innovation strategies allows us to take all this into account.

Depending on the nature of the innovation strategy, S. Douma (Netherlands) classifies them as follows: horizontal expansion, related diversification, unrelated (conglomerate) diversification, vertical integration.

Yu. Denisov classifies innovation strategies according to the scope of goals, distinguishing selective (or selective), combined and general forms.

The electoral strategy is characterized by the concentration of resources on specific, most important areas. If the necessary financial resources are available, the organization can quickly eliminate the backlog in selected areas of activity precisely through the concentration of resources. At the same time, in this case there is a very real possibility of lagging behind in other areas not covered by this strategy, i.e. the complexity of its development may be disrupted.

Combined strategy is a combination of different types of strategies. It is most effective if the manufacturer has an analysis system and methodology for selecting strategies. The success of this strategy determines the comprehensive innovative development of the organization, the effective use of innovative potential, and a stable market position. But if the selection of strategies is unsuccessful, the pace of production development may slow down, lag behind leaders in the innovation sphere, etc.

With a sufficiently high level of innovation activity in most areas of the manufacturer’s production interests, the strategy, according to Yu. Denisov, becomes universal. It also ensures its comprehensive, comprehensive development, but if the implementation mechanism is not clearly developed, it can lead to the dispersion of available funds and resources.

Thus, presented in Fig. 15.2 the main types of innovation strategies should be considered from the point of view of their complexity.

Moreover, when it comes to combined innovative strategies, it is quite difficult to unambiguously determine the priority of measures of only defensive or only offensive class. In addition to defensive and offensive strategies it is necessary to highlight a combined, intermediate strategy as a separate category. This strategy is most effective in cases where the interests of the manufacturer lie in different areas with different levels of innovative development, as well as when, having strengthened its position as a result of the implementation of a defensive strategy, it gradually seeks to go on the offensive.

(Materials are based on: Fundamentals of Management. Edited by A. I. Afonichkin. - St. Petersburg: Peter, 2007)

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 in carrying out partial, non-fundamental changes that make it possible to improve previously mastered 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 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 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 Usually used in the production of industrial equipment.

The strategy is implemented by small-sized 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 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 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

The strategy provides for the targeted focus 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, 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.