Classification of innovation strategies. Types of innovation strategies

Any company in a market environment wants to be able to sell goods and services on a long-term basis to ensure guaranteed profits for a long period. To this end, the company is developing a long-term program of its actions in the market. This program contains the company's strategy - a model of collective actions for a long period to achieve its goals. Strategy economic organization A company is a system of main goals and ways of their implementation. The company establishes the main directions of activity, forming an action strategy. Developing a system of ways that ensure the company's viability in the market in the future is a development strategy.

It should be noted that any strategic measures taken by a company are innovative in nature, since they are in one way or another based on innovations in its economic, production or sales potential, therefore they are innovative strategies.

There are certain approaches to the classification of innovation strategies.

The most accessible is the division of innovation strategies into leader and follower strategies. The strategy of the market leader is to introduce basic (radical) innovations, consisting of the creation of fundamentally new types of products, technologies, methods of organization and management. The follower strategy is chosen by those organizations that introduce improving innovations.

The following classification of innovation strategies can be given:

1) planned, implementation in nature: institutional (company level) and central (state level);

2) strategy (company level) in terms of subject content: in the field of research and development, structure of goods and services, finance;

3) by management methods: traditional, opportunistic, imitation, defensive, dependent, offensive. There are 2 groups of innovation strategies:

active (technological) or passive (marketing).

There is another approach to the classification of innovation strategies, which is based on establishing the goal of the strategy being developed, which includes the choice between acquiring market leadership or maintaining an existing position.

To achieve a leading position in the market, the following strategies must be implemented:

1) creation of a new market;

2) a strategy of continuous improvement;

3) licensing strategy - creating new products and licensing them.

For the strategy of stabilizing the market situation, defensive, protective and selective strategies are used, based on a certain choice of actions.

These circumstances indicate the need systematic approach to the development of a classifier of innovative strategies.

DIVERSIFICATION

From an economic point of view, diversification (from the Latin diversus - “different” and facer - “to do”) is the simultaneous development of several unrelated technological types production and service, expanding the range of products and services produced.

Diversification allows firms to stay afloat in difficult economic conditions by producing wide range products and services: losses from unprofitable products are offset by profits from other types of products that bring stable and high profits.

The diversification process is primarily associated with the company's entry into new markets. That is, it either increases or expands the sales market for its already existing products, or creates other products for sale in other, new markets. The creation of new products involves the use of new technologies and large financial investments.

However, such a process, which is usually complex, labor-intensive, time-consuming and expensive, pays off quite effectively. The functioning of a company no longer depends on the life cycle of a single product, but on the variety of products produced and on the degree of coverage of sales markets.

At the same time, it is not so much the problems of the company’s survival that are solved, but rather ensuring sustainable progressive growth. If a company's products have a very narrow application, then it is specialized; if they are used in various areas of business, then it is a diversified company.

The need for diversification may be due to various reasons. However, it is most possible to identify this need at the stage when the company compares its planned business plan results and the final, actual results that were actually achieved. It is here that, having identified an inferiority, the company decides to apply one or another type of diversification.

Types of diversification:

1) related – represents the company’s activities in a new area for it, related to existing areas of activity;

2) unrelated - a completely new area of ​​the company’s activity, absolutely unrelated to previous areas, thereby representing a considerable risk for the company itself.

Thus, it becomes obvious that related diversification is preferable, since the company operates in a more familiar environment and is exposed to less risk.

The use of diversification is determined by the fact that it allows for the successful development of the company not only at this stage, but also in the future.

We can conclude that by choosing the path of diversification, a company can solve not only current problems, but also ensure the further successful development of its activities.

65 BUSINESS PLANNING OF INNOVATION PROJECTS

A business plan is one of the varieties strategic plan, which compiles the company's management in writing.

Today in our country the process of development of companies of various forms of ownership is rapidly proceeding and the process of attracting investment is very important.

A business plan is a working tool in a market economy, used by all entrepreneurs. The purpose of drawing up and developing a business plan is to plan economic activity companies for a certain period of time.

Drawing up a business plan is aimed at solving the following tasks:

1) determine the direct direction of the organization’s activities, target markets and the place of their organization;

2) determine the long-term and short-term goals of the organization, strategy and tactics to achieve the goals. Appoint persons responsible for the implementation of the strategy;

3) establish the innovation indicators that the organization will offer to consumers. Assess production and trade costs;

4) determine the level of available personnel and the conditions for motivating their work;

5) set the composition marketing work organizations for market research, sales, pricing, distribution routes;

6) analyze the financial position of the organization and the compliance of resources with the capabilities of solving the assigned tasks;

7) predict difficulties.

A business plan is usually created for 3–5 years. The contents of the business plan are summarized. It should be easy to understand, concise, and arouse interest in the reviewer.

The business plan includes the following sections:

1) the capabilities of the company;

2) types of goods (services);

3) markets for goods (services);

4) competition in sales markets;

5) marketing plan;

6) production plan;

7) organizational plan;

8) legal support activities of the company;

9) risk assessment and insurance;

10) financial plan;

11) financing strategy. The significance and effectiveness of a business plan lies in its complexity and focus. High-quality development of a business plan makes it possible to specifically determine the final goal, calculate the required resources, and build a time schedule for achieving the goal. Therefore, a business plan seems to be an absolutely necessary tool in any entrepreneurial activity V market conditions economy.

The classification of innovation strategies is considered in detail industrial enterprises. It has been substantiated that there is a need for systematic elaboration of existing approaches, and a comprehensive classification of innovation strategies has been developed. It is substantiated that the innovation strategy is the basis of the overall strategy and at the same time the main condition for the competitive development of the enterprise. The basis for the formation of a corporate competitive strategy by using the achievements of innovative management is the interaction between the external environment, the functioning system (organization) that strives for stability, and the management system that ensures the organization’s adaptation to the operating conditions (to external environment). Large companies using a system of strategic planning for innovation have the opportunity to constantly carry out innovative activities according to a certain scheme (or strategy). According to modern international standards, innovations are constant when they are implemented at least once every 1 to 3 years. In addition, for large companies It is typical to use a combination of several strategic lines, which ensures high mobility and efficiency of innovation.

model of the company's behavior.

imitation strategy

technology leadership strategy

innovation strategy

1. Aniskin Yu. A. Innovative development based on organizational capacity companies // Problems of management theory and practice. – 2006. – No. 7. – P. 73-83.

2. Ansoff I. Strategic management. – M.: Economics, 2009. – 331 p.

3. Anshin V.M., Kolokolov V.A., Dagaev A.A., Kudinov L.G. Innovative management. Concepts, multi-level strategies and mechanisms innovative development. Publisher: Delo, 2008. – 584 p.

4. Gelman L. M., Levin M. I. Models of innovation processes (review of foreign literature) // Economics and mathematical methods. – 1989. – No. 6.

5. Morozov Yu. P. Innovative management. – M.: UNITY-DANA, 2007. – 345 p.

6. Mukhamedyarov A. M. Innovative management. – M.: Infra-M, 2008. – 176 p.

7. Fundamentals of innovative management. Theory and practice: textbook / ed. A. K. Kazantseva, L. E. Mindeli. – M.: Economics, 2006. – 518 p.

8. Twiss B. Management of innovations / B. Twiss. – M.: Economics, 2009. – 272 p.

Various definitions of strategy are widespread in modern Russian and foreign literature. Each author in his own way determines the need to formulate a strategy. In our opinion, the most complete is the interpretation of strategy as a system of priority directions, forms, methods, means, rules, methods of using the resource, scientific, technical and production and sales potential of an enterprise, ordered in time, in order to cost-effectively solve problems and maintain a competitive advantage. In this interpretation, the author defines not only the target orientation, but also the entire range of tools to achieve it.

Innovation strategy is the leading functional strategy of a high-tech industrial enterprise. It involves the formation of a whole range of measures for technological improvement of production, changing the organizational structure of the enterprise, introducing modern technologies management. In other words, strategy is a detailed multilateral plan for the comprehensive achievement of enterprise goals.

Strategy involves consistent behavior that allows an enterprise to position itself in environment, and changes in strategy are a response to changes in external conditions.

Depending on the characteristics of the external and internal environment of the enterprise, innovative strategies can be considered in the following areas indicated in Table 1.

Table 1. Classification of innovation strategies

Understanding an innovation strategy as one or another model for running an enterprise under new market conditions, we can distinguish two groups of strategies: active and passive.

The first type of strategy is also called technological, which is a response to changes in the external environment through the constant introduction of technological innovation. An enterprise, choosing active strategies, relies on the use of a new technological idea. Among active innovation strategies, two types of strategies can be distinguished: leadership and imitation. Their fundamental difference is that if the technology that is embodied in a new product or service is completely new to the market, then in this case the company is implementing a technology leadership strategy. With an imitation strategy, an enterprise is one of the first to use a technological idea that is already known on the market.

Passive, or marketing, innovation strategies are constant innovations in marketing. In this case, the enterprise often chooses an innovative strategy in the field of product differentiation, while highlighting its completely new competitive advantages. The segmentation strategy is based on the continuous search for new segments or entire markets, as well as the use of new methods for the market and/or enterprise to attract buyers of these groups. When an enterprise chooses passive innovation strategies, constant innovations in the form and method of selling products reflect a reaction to changes in external conditions.

When an enterprise chooses a “leadership” strategy, it implements a policy of continuously introducing completely new products to the market. Therefore, the entire range of scientific research and development, as well as production and marketing systems, is aimed at creating a product that would have no analogues. Enterprises that have chosen the “leadership” strategy direct the bulk of their investments to R&D (Research & Development - research and development), and this research is not only of an applied, but also of a fundamental nature. The consequence of this is the need to create strategic alliances in the field of R&D with other scientific and technical organizations, the creation of venture funds and divisions within the company. The actions of an enterprise when choosing a “technological leadership” strategy are shown in Fig. 1.

Fig.1. Actions of an enterprise when choosing a “technological leadership” strategy

Having chosen the “follow the leader” strategy, the enterprise waits for a competitive enterprise to release new products to the market, and after that it begins to produce and sell similar products. One of the main reasons for the success of the “following the leader” strategy is the recognition and reputation of the enterprise as a brand, since this allows short time become a new product commercially successful.

Strategies in general, including innovative ones, are aimed at development and
realization of the enterprise's potential and are considered as a response to
change in the external environment. Therefore, the variety of innovation strategies is associated with the existing components of the internal environment of the enterprise.

Innovation strategies can be aimed at:

· obtaining new products, technologies and services;

· use of new methods in R&D, production, marketing and management;

· transition to new organizational structures;

· use of new types of resources and new approaches to the use of traditional resources.

Innovative strategies of industrial enterprises significantly complicate the conditions for managing an enterprise and projects in particular, such conditions include:

· Increasing level of uncertainty of results - manifested in the addition of difficulties that may be associated with a sharp increase in the level of uncertainty of results in terms of timing, costs, quality and efficiency, which leads to the development of innovation risk management;

· An increase in investment risks of projects occurs due to the novelty of the tasks being solved, namely when adding an innovative component.

In solving these problems, the theoretical developments of economists are called upon to play a significant role, laying the scientific and methodological foundations for the design of competitive industrial structures. The basis for this is the so-called biological approach to the classification of competitive behavior, proposed by the Russian scientist L. G. Ramensky. His biological classification was taken as the basis for the scheme of competitive strategy of enterprises by the Moscow economist A. Yu. Yudanov and many of his followers. They correlated the mechanisms of adaptation of biological species to the environment with the strategies of enterprises in economic markets. According to this approach, strategic behavior can be divided into 4 types:

1. Violent is mainly characteristic of large enterprises who carry out mass production, and enter the mass market with their own or purchased new products. Such enterprises are ahead of competitors in serial production and economies of scale. In the Russian Federation, these include large complexes of the defense and civilian industries.

2. Patent based on the adaptation of an enterprise to narrow market segments through the specialized release of improved or completely new products with unique characteristics.

3. Exploratory implies an enterprise entering the market with a completely new innovative product, capturing part of the market.

4. Commutative is based on adaptation to the level of demand of this market, filling niches that are not occupied by “violents” and “patients”. The enterprise in this situation is mastering new types of services that have arisen as a result of the emergence of new products, technologies, imitation of new products and their introduction to the widest segment of customers.

The famous economist B. Twiss considers the following types of innovation strategy as the main ones: offensive, defensive, licensing, intermediate, predatory, strategy for creating a new market.

Based on existing classifications, the author's types of innovative strategies were developed, which included four types of innovative strategies: aggressive-offensive, combat, defensive and licensing. These types of strategies can be combined into one group because they characterize the process of their implementation.

An aggressive-offensive strategy is typical for industrial enterprises seeking leadership in introducing innovations in a certain market segment. A prerequisite in this situation is the availability of the necessary resources, which allows one to surpass potential competitors in the innovation and production spheres. In most cases, this strategy is used in enterprises that operate in a rather narrow sector of the production range.

A large number of innovative products proposed for implementation are typical for combat strategy. This strategy is characteristic of a manufacturer that is focused on a wide range of consumers and is fairly confident in its high level of superiority over future competitors. But in conditions when competitors are strong and successfully implement an aggressive-offensive strategy, the likelihood of losing their gained position increases. This is typical for enterprises that implement significant technological advances and use a combat strategy.

A defensive strategy is chosen by an enterprise in the case of a small number of competitors in the market. This strategy is aimed at maintaining its position in the market. In this case, the enterprise needs to develop a system of measures for long-term and short-term competition. Combat. If an enterprise's enterprise is stronger in marketing rather than in R&D, then it is logical for it to choose a combat strategy. At the same time, we should not forget about the development of the level of scientific and technical potential, since this contributes to a timely response to competitors’ innovations.

With a borrowing strategy, an enterprise acquires a new technology or product from other enterprises, an example in this case would be the purchase of a license.

In addition to all of the above, in the literature on strategic and innovation management There are various variations in the classification of innovation strategies. In a sense, they correspond to the methods we have listed. It is worth noting that quite often in different sources all kinds of innovative strategies may have the same names, or similar types of innovative strategies differ only in names, this makes their classification difficult. The mentioned circumstances indicate the need for a systematic study of existing approaches and the creation of a solid, comprehensive classifier of innovative strategies of industrial enterprises.

Reviewers:

Tyurina V. Yu., Doctor of Economics Sciences, Professor of the Department of "Applied Economics and Innovation Management" Federal State Educational Institution of Higher Professional Education "Saratov State Technical University named after Yu. A. Gagarin", Saratov.

Pchelintseva I. N., Doctor of Economics. Sciences, Professor of the Department of “Applied Economics and Innovation Management” of the Federal State Educational Institution of Higher Professional Education “Saratov State Technical University named after Yu. A. Gagarin”, Saratov.

Bibliographic link

Subject. Innovation planning

1. Strategic planning of innovation activities

2. Classifications of innovation strategies

3. Marketing strategies for promoting innovation

Strategic planning of innovation activities

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

Strategy - This is an interrelated set of actions to strengthen 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. There is an increasing number of new management problems that cannot be predicted on the basis of past experience. The geographical scope of the organization's activities is expanding, which also complicates management activities. The main burden falls on senior management management, which is responsible for developing strategies 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 a necessary element of the process strategic management, This component 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 change external factors(economic changes, political factors, demographic situation, etc.).

Strategy development begins with articulating the overall purpose 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 goals 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 capacity, buildings and structures - build new warehouses with an area of ​​4000 sq. m. m;

6) organization (changes in 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 limited in time, and a deadline for its achievement must be specified.

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 studied.

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. Especially important factor is competition. Therefore, it is necessary to identify the main competitors and find out their market positions (market share, sales volumes, goals, etc.). For this purpose, it is advisable to conduct research in the following areas:

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

Explore the influence of the external environment on competitors;

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

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

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

Classification of innovation strategies

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

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

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

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

organizational and managerial - relate to changes in management systems.

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

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

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

2. Defensive- is aimed at that. to maintain the company's competitive position in existing markets. Main function such a strategy is to activate 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. At the same time, the main consumer properties (but not necessarily technical features) of innovations released to the market by small companies are copied innovative firms or leading companies.

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

Basic growth strategies fall into four groups:

1) intensive development strategy;

2) integration development strategy:

3) diversification strategy:

4) reduction strategy.

When implementing intensive development strategies the organization increases its potential through better use of its internal strengths 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 changes in individual elements of the enterprise;

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 the life cycle of an innovation includes several stages: inception, birth, approval, stabilization, simplification, decline, exodus and destructuring.

1. Origin. This turning point is characterized by the appearance of the embryo of a new system in the old environment, which requires a restructuring of all life activities. For example, the emergence 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 the 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.

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

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

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

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

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

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

Each generation of technology goes through a separate life cycle in its development. For example, a company in the period of time from t 1 to t 3 is working on three generations of equipment - A, B, C, successively replacing each other (Fig. 5.3). At the stage of inception and the beginning of growth in the output of product B (moment t 1), the costs of its production are still high, the demand is still small and the production volume is insignificant (diagram a in Fig. 5.3). At this moment, the volume of production of product A (previous generation) is large, and product C has not yet been produced at all (diagram a in Fig. 5.3).

At the stage of stabilization of generation B product output (moment t 2, stages of saturation, maturity and stagnation), its technology has been fully mastered; demand is great. This is the period of maximum output and highest overall profitability for a given product. The output of product A has fallen and continues to fall (diagram b in Fig. 5.3.).

With the advent and development of a new generation of technology (product C), the demand for product B begins to fall (moment t 3) - the volume of its production and the profit it brings are reduced (diagram V in Fig. 5.3), generation A of technology does not exist or is used only as a relic.

Rice. 5.3. Diagrams of the structure of product output at various points in time:
A - moment t 1 ; b - moment t 2 ; V- moment t 3

In Fig. 5.3 shows that a stable amount of total income of an enterprise (firm) is ensured by the correct distribution of efforts between successive products (generations of technology). Achieving such a distribution is the goal of forming and implementing the company’s scientific and technical policy. Optimizing this policy requires knowledge of technical and technological capabilities each of the successive (and competing) generations of technology. As one or another technical solution is mastered, its real ability to meet the relevant needs of society and economic characteristics change, which, in fact, determines the cyclical nature of the development of generations of technology.

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

The basis for the formation of a corporate competitive strategy by using the achievements of innovative management is the interaction between the external environment, a functioning system (organization) that strives for stability, and a management system that ensures the organization’s adaptation to operating conditions (to the external environment). Strategy- this is a collection of afterbirthtive types of behavior that allow the organization to position itselfyourself in the environment, and changes in strategy can be seen as a response to changes in external conditions. All types of innovation strategies can be seen in Fig. 1.3.2.

Understanding an innovation strategy as one or another model of a company’s behavior in new market conditions, two groups of strategies can be distinguished: active And passive.

The first type of strategy, often called technological, represents a response to ongoing and possible changes in the external environment through constant technological innovation. Having chosen one or more active strategies, the company chooses as the main factor of success usagenew technological idea. Among active innovation strategies, two fundamentally different types of strategies can be distinguished: leadership And imitation. If the technology embodied in a new product or service is completely new to the market, then the firm implements the strategy technological leadership. In the case when a technological idea is already known to the market, but is used for the first time by the company itself, then we are talking about imitation strategies.

Passive, or marketing, innovation strategies are constant innovations in the field of marketing. A company can choose a strategy of innovation in the field of product differentiation, highlighting more and more of its competitive advantages. A segmentation strategy involves a permanent search for new market segments or entire markets, as well as the use of methods that are new to the market and/or company to reach these customer groups. A company’s choice of passive innovation strategies may also mean a way of responding to changes in external conditions, such as constant innovations in the field of forms and methods of product sales, and communication policy.

Large companies using a system of strategic innovation planning have the opportunity to constantly carry out innovative activities according to a certain scheme (or strategy). According to modern international standards, innovations are constant when they are implemented at least once every 1-3 years. In addition, large companies tend to use a combination of several strategic lines, which ensures high mobility and efficiency of innovation.

Let's take a closer look at each of the active innovation strategies.

2.1. Technology Leadership Strategy

Since the early 1980s. technological innovations have become so firmly established in the market that top management of companies has to pay more and more attention to the development and presentation of fundamentally new products.

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

There are many examples of successful introduction of a new product to the market and capitalization of profits through leadership. A company’s choice of a “technological leadership” strategy means:

Development of a new technical idea;

Conducting R&D;

Release of a trial batch;

Market testing;

Launch of mass production;

Implementation of measures to introduce a new product to the market;

Organizing constant testing of the “life” of the product on the market and making the necessary adjustments.

The result of choosing this strategy is the preparation of a marketing program for the product, which includes:

Market development analysis;

Choosing a market entry strategy;

Product, pricing, sales and communication policies of the company in this market;

Analysis of conditions for achieving break-even;

Budget for the process of introducing a new product;

Control over the progress of its implementation.

Many companies that chose the “technological leader” strategy transformed into TNCs known throughout the world: ZM,Intel ("Intel") Microsoft, Xerox, Ford, G.E., Federal Express. Second generation innovators: Sinclair, Osboume And Apple Advanced Memory Systems And Gene-tech. Technological innovations and temporary market monopolizations tend to be highly profitable, giving innovators a competitive advantage.

However, the choice of this innovation strategy also has a number of negative aspects. First, due to the lack of market experience in implementing a new idea, technology leaders face a high degree of risk and uncertainty. The uncertainty that leaders deal with comes from three main areas of concern: technology, market, and business. Technological uncertainty lies in the lack of guarantees of the possibility of translating a developed new technological idea into a final product. A fairly typical situation is when huge expenditures on fundamental and applied research turn out to be unprofitable due to the impossibility of commercial use of R&D results. Of course, even non-commercialized scientific and technical knowledge accumulates and forms the scientific basis for subsequent innovations. However, if the company was unable to diversify this risk, it may find itself in a rather difficult financial situation.

Market uncertainty associated with the difficulty of predicting consumer reaction to completely new products. Companies are trying to reduce the level of uncertainty by creating special consumer centers for testing new products and conducting trial sales. However, it is obvious that these marketing activities can be carried out already at the final stages of product development, when a prototype exists or a trial batch has already been released. In the event of a negative market reaction, the company has several alternatives. The company may try to improve (adapt) a new product to meet new consumer requirements. The company may choose a new target market for a new product. Finally, the company may abandon the production stage and freeze the project. Obviously, any of these options requires significant financial resources and leads to the loss of temporary advantage, the most important factor in the success of implementing a leadership strategy. The third problem area is related to the uncertainty of the reaction to innovation from competitors and market counterparties, as well as possible changes in macroeconomic factors. An innovative company must be ready for competitors to imitate its products, and competitors will be in more favorable conditions, since they will be able to take into account the leader’s marketing mistakes and offer the market an improved product. A technology leader company can reduce its dependence on competitors through licensing, establishing quality standards, and forming close relationships with its suppliers. As for macroenvironmental factors, the risk of their change is inherent in the innovative activities of all companies and, as a rule, is quite predictable. The most effective way to reduce the negative consequences of changes in the macroeconomic situation, legislative regulation and social environment is the formation of a widely diversified business portfolio of the company.

Imitation Strategies

“follow the leader” strategy

By choosing a “follow the leader” strategy, a company waits for a competitor to introduce its new product to the market, and then begins producing and selling similar products. At the same time, technological and marketing adjustments to the new product are taking place thanks to the study of possible mistakes of the “technological leader”. An important point is the fact that the “followers” ​​do not produce an exact copy of the “leader’s” product, but a differentiated, improved version of it. That is why a company that has chosen this strategy actively finances its R&D to make significant changes to the product concept. Followers also have a strong manufacturing base that allows them to reduce the cost of new products through flexibility and economies of scale. These firms use unique experience in the field of marketing activities, which allows them to timely scan the external environment, turn the marketing mistakes of leaders into their competitive advantages, and effectively use sales channels. One of the determining factors for the success of the “follow the leader” strategy is the recognition and high reputation of the corporate brand, which allows for the very rapid commercialization of a new product.

The choice of this strategy by many large technology companies usually signifies a desire to minimize the risk and uncertainty that “leaders” face. For example, a company IBM allowed firms Altair And Apple be the first to enter the personal computer market, despite having a version of a new product developed in their divisions. This strategy made it possible IBM correctly assess the potential and capacity of the market, allowing you to avoid the marketing mistakes of competitors and bring your own version of the PC to the market for corporate users.

"Copy" strategy

The lack of a strong R&D base and the availability of opportunities for mass introduction of a product into production, as well as significant potential in the field of product promotion and marketing activities in general, are often the main conditions for the company’s top management to choose a “copying” strategy. Firms that have taken this path acquire a license to produce and commercialize a new product, either a “leader” or a “follower”, and begin producing an exact copy of the product. Without the opportunity to receive excess profits from market leadership, these companies actively use price factors to increase production profitability. Typically, this is made possible by access to cheaper raw materials, materials and labor, as well as the presence of a strong, customized manufacturing base. A comparative study of product innovations shows that 60% of successfully patented innovations are imitated within 4 years. The most effective patent system was in the field of drug production, where imitation would cost 30% more than their development and release for innovators; in the field of chemical production - 10% more expensive, but imitation of consumer electronics - only by 2% 1 .

There are quite a lot of examples of successful implementation of the “copying” strategy. Firms A.S.T. ("A.S.T.") Dell Computer (Dell Computer) and Packard Bell (“Packard Bell”) significantly strengthened their position in the market and began to approach technology leaders - Compaq (“Compak”), Tandy ("Tandy") and IBM. While in 1989 the share Tandy (technological leader) in the computer market fell from 7.1% in 1987 to 4.8%, the company's share Packard Bell increased to 3.7%. This situation was the result of the successful “copying” of new products IBM and achieving a combination of lower prices, distribution through a network of large stores rather than through dealers, and a more diverse range of services for users. By using price competition methods and saving on research, firms are able to focus their efforts on studying market reaction to a new product and intensifying commercial efforts.

“Dependency” and “enhancement” strategies

Although these two innovative strategies are technological, the degree of innovative activity of the firms that chose them is very low. If the strategy is chosen dependencies the firm fully recognizes its secondary role in relation to the leader and introduces innovations only at the request of consumers or the leader company. In the latter case, the company is forced to imitate the innovations of other companies, since, firstly, new standards corresponding to the level of technology appear, and secondly, the market itself is completely rebuilt to products of a new level. The most typical choice of this strategy is for firms belonging to industries with a low level of knowledge intensity, government subsidized, or small (often family-owned) firms in the service sector. Strategy improvements can be attributed to the traditional version of innovative behavior of companies until the early 1980s. This strategy consists of accepting the need to improve the product with main goal reducing its cost.

Recently, the technological development of production and the limited raw material base have stimulated managers to search for new methods of reducing costs. In production activities, reducing labor costs is achieved by combining effective management with the adaptation of production to new technologies. Automation of production and the formation of close mutually beneficial relationships with suppliers can significantly reduce production costs. Another method to reduce costs is to organize recycling and reuse of waste. Waste-free production is not only a tribute to the environment, but also increases production efficiency. Recycling scrap metal, for example, requires much less energy than producing new metal sheets and iron.

Using some other methods aimed at increasing efficiency, many firms are actively optimizing their cost structure in order to reduce prices for their products.

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

Most economists and analysts have come to the conclusion that the way out of the crisis will be associated with the emergence of another wave of innovations that can provide a long-term stimulus to the next period of growth. Innovation activities, as a rule, are long-term and provide for a clear vision of the future. Forming the directions of this activity taking into account the future is the process of developing an innovation strategy.

Innovation strategy - one of the means of achieving the goals of the enterprise, it is distinguished by its novelty for the given enterprise, for the market, for consumers, and the like.

The innovation strategy is developed so that it is flexible and, in the face of market changes, is able to quickly transform into another. An enterprise's innovation strategy can be integral part enterprise strategy and complement functional strategies or be decisive in general. The enterprise's innovation strategy should increase and/or maintain the competitive status of what the enterprise produces. It should reflect the content and main directions of the enterprise’s innovative development process.

The formation of a strategy for innovative products should be considered at three levels: corporate related to the development of the enterprise’s mission, description of long-term strategic goals in the markets of innovative goods; business level, which involves portfolio analysis innovative projects, researching the market position of the enterprise and determining priority directions for its innovative development; at the product level- establishing marketing goals, determining ways to achieve them for each type of innovative product.

There are the following main types of innovation:

Product (service) innovation;

Innovation technological processes, or technological innovation;

Organizational innovation;

Market innovation;

Raw material innovation.

Scientists classify these strategies according to various criteria (related to risk, such as characteristic feature innovations, by types of innovations, the essence of innovations, their levels, etc.) (Table 9.2).

Table 9.2. Classification of innovation strategies

example

Types of innovation strategies depending on the degree of novelty of the product, market and technology. Formulation marketing strategies in the market of technological innovations can be carried out using a three-factor matrix, taking into account the directions of development of markets for innovative products, the final product and technology. This matrix is ​​a development of the product-market network developed by I. Ansofa.

Table 9.3. Technological Innovation Strategies

To summarize, we note that strategies aimed at new markets and are based on the latest technologies, are more risky and require significant marketing and technological efforts. Therefore, the strategy should be chosen taking into account the internal capabilities of the enterprise, its position in the market and strategic goals.