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There are many classifications of innovation strategies.
I. Innovative strategies aimed at developing the internal environment of the organization and its potential are divided into:
1. product (portfolio) – aimed at the creation and sale of new products, technologies and services.
2. functional (service, technical, production, marketing strategies)
3. resource - an element of novelty is introduced into the resource provision (labor, material, financial)
4. organizational and managerial - relate to changes in systems and management structure.
II. Depending on the objectives, strategies are distinguished:
1) offensive- ensures the implementation of the general focus on intensive growth and is aimed at increasing the presence of the enterprise in the most promising sectors of the market by displacing existing competitors from these sectors; is focused on developing and mastering its own innovations, searching for unique and not previously present on the market sources of formation competitive advantages;
2) defensive(defensive) - aimed at maintaining the competitive position of the company in existing markets. The basis of this strategy is periodically carried out medium- and short-term innovative developments that reduce costs and (or) add new consumer-significant properties to existing types of products;
3) intermediate– an enterprise avoiding confrontation in the market, using weak sides competitor, find a niche that has not yet been occupied.
4) absorbing- (licensing) involves the use of innovative developments made by other organizations.
Very often, new developments are too complex for the existing technical base of the enterprise, or too resource-intensive, or do not fit the strategic policy of the enterprise; in such cases, the developments are sold to other interested companies. Therefore, many enterprises pursue an innovation policy not only based on the use of innovations obtained on their own, but also taking into account the opportunities to use innovations developed by others. This means that they use an absorptive innovation strategy along with another (for example, an offensive one);
5) imitation- characterized by the fact that enterprises use innovations (product, technological, management) released on the market from other organizations with some improvements and modernization. In other words, the company copies competitors' products, adding some innovations from itself: in design, technical specifications, taste (if we are talking about food products) and so on. Often, such imitating enterprises occupy a leading position in their industry and in their respective markets, surpassing the original innovating leader. Under certain conditions, the imitation strategy becomes very profitable;
6) robber- implies the release to the market of a large number of familiar products using innovations that will extend its technical and operational parameters (increasing service life, reliability). This strategy provides early advantages, but promises long-term success if supported by an offensive strategy.
Example: Wilkinson entered the razor blade market with a new product: stainless steel blades that had a much longer service life than conventional blades. The Gilett company, which was a monopolist in this market segment, chose not to react to this in any way, fearing serious shocks. A similar situation occurred with the advent of electric lamps with a long service life.
III. In relation to the stages innovation process innovation strategies can be divided into two groups:
1) R&D strategy;
2) strategies for introducing and adapting innovations.
R&D Strategies related to research and development. They determine the nature of borrowing ideas, investing in R&D, their relationship with existing species products and processes.
This group includes:
1) licensing strategy(strategy is used when an enterprise bases its R&D activities on the acquisition of research licenses for the results of research and development of scientific, technical or other organizations. In this case, both unfinished and completed developments are acquired for the purpose of their further development and use in the process of carrying out their own R&D. As a result, the company receives its own results in much more short time and often at lower costs);
2) research leadership strategy (aimed at achieving a long-term position of the enterprise at the forefront in the field of certain R&D. This strategy implies a desire to be in the initial stages of growth for most types of products. However, it requires constant investment in new R&D);
3) strategy of following the life cycle (means that R&D is strictly tied to the life cycles of manufactured products and processes used by the enterprise. It allows you to constantly accumulate R&D results that can be used to replace retired products and processes);
4) parallel development strategy (involves the acquisition of a technological license for a finished product or process. In this case, the goal is their accelerated experimental development and implementation taking it into account own developments. This strategy can be used if the goal is to accelerate the development of new products and processes in the presence of developments that can be purchased outside the enterprise, and also if the ability of competitors to develop these innovations is reduced. It allows for innovative development on its own basis, contributes to the growth of the enterprise’s market share and, accordingly, increases the efficiency of its activities.);
5) strategy of advanced knowledge intensity (used if the enterprise is characterized by a desire to increase the knowledge intensity of products above the industry average. It can be applied in conditions of acute competition when the timing of a new product's entry into the market is important, or during periods when it is important to get ahead of other enterprises in the area of reducing prices and production costs).
6) strategies for introducing and adapting innovations relate to the system of updating production, bringing products to markets, using technological advantages.
Strategies for introducing and adapting innovations relate directly to the system of updating production, bringing products to markets, and using technological advantages. They are divided into the following main types:
1) strategy for supporting the product line (consists in the enterprise’s desire to improve the consumer properties of traditional products produced that are not subject to severe obsolescence);
2) retro-innovation strategy (applies to outdated, but in demand and in use products. For example, the production of spare parts for complex equipment with long term services. Innovation here will be aimed at improving their manufacturing processes);
3) strategy for maintaining technological positions (used by enterprises that occupy strong competitive positions, but for certain reasons at some stages of their development experience a strong and unexpected onslaught of competitors and do not have the opportunity to invest the necessary funds in updating production and products. It cannot be successful in long term);
4) strategy of product and process imitation (which boils down to the fact that the enterprise borrows technologies from outside. Such borrowing is carried out in relation to both products and their production processes. If already used technologies are acquired, then there is a danger of releasing outdated products. This strategy can be effective in cases where the enterprise lags far behind its competitors in its scientific and technical potential or enters a new business area);
5) strategy for overcoming stages (involves a transition to higher stages of technological development, bypassing lower ones. It is closely related to imitation strategies, as well as to the strategy of advanced knowledge intensity, which are used as methods of implementation.);
6) technology transfer strategy (implemented by the parent enterprises of vertically integrated structures, which transfer already proven technologies to small enterprises included in the structure. They, as a rule, work for larger ones and therefore are forced to use the technologies offered to them. The strategy of such “receiving” enterprises is called a strategy vertical borrowing);
7) technology related strategy (used when an enterprise carries out technologically related innovations, i.e. manufactures technologically related products (if long-term technologically related products account for more than 70% of output);
8) strategy of following the market (aims the enterprise to produce the most profitable products that are in market demand at a given point in time. It can be used at the initial stages of enterprise development, when priorities in product output have not yet been determined)
9) the strategy of vertical borrowing (typical for small enterprises as part of large vertically integrated structures that are forced to adopt and borrow technologies from the leading enterprises of these structures.);
10) strategy of radical advance (expresses the actions of the enterprise and its desire to be the first to enter the market with a radically new product (or produce it in a new way). In some cases, it is assumed that two R&D strategies will be implemented - research leadership and advanced knowledge intensity. The strategy of radical advance is very expensive and has a large share of risk. However, it pays off when used in young companies with advanced developments in products and processes);
11) strategy of waiting for the leader (adopted by large leading firms during periods when new products enter the market, the demand for which has not yet been determined. Initially, a small firm enters the market, and then, if successful, the leader takes over the initiative).
IV. In response to the external and internal environment of the enterprise:
1) technology leader strategy (offensive, pioneering) - characterized by the constant development of technological (product- and process-) innovations.
2) strategy of following the leader (defensive) - includes innovative development of a reactionary nature - a reaction to changes in external environment, in particular on the innovations of competitors.
V. Depending on the company’s behavior model in new market conditions distinguish:
1) active (technological) strategies - responding to current and possible changes in the external environment through constant technological innovation. Among active innovation strategies, two fundamental ones can be distinguished: various types strategies: leadership And imitation. If the technology embodied in a new product or service is completely new to the market, then the firm is implementing a technology leadership strategy. 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're talking about about imitation strategies.
2) passive (marketing) strategies - represent continuous innovation in marketing
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 certain choice actions.
These circumstances indicate the need for a systematic approach to developing 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 of production and services, 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 existing products, or creates other products for sale in other, new markets. Creation new products associated with 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 the company no longer depends on life cycle one product, but on the variety of products produced, 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 – completely new area activity of the company, which is 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 ensuring successful development companies 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 types of strategic plan, which is compiled by the company’s management in writing.
Today, the process of development of companies is rapidly proceeding in our country. various forms property 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 individuals responsible for implementing 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;
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, the business plan seems completely necessary tool at any entrepreneurial activity in market conditions of the economy.
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 cumulative actions for a long period to achieve its goals. The strategy of the economic organization of 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) according to 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 for a systematic approach to developing a classifier of innovative 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. The strategy of the economic organization of 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) according to 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 for a systematic approach to developing a classifier of innovative strategies.
