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Innovative activity and its main. Types of innovative activity

Introduction

IN modern conditions Innovative activity is inherent in any manufacturing enterprise to one degree or another. Even if an enterprise is not a leader in the innovation market, sooner or later it will certainly face the need to replace obsolete technologies and products.

Market conditions for the development of the economy at present constantly put forward the requirements of not only quantitative, but also qualitative transformations. These transformations can be carried out using the most advanced technique, technology, continuously developing the research base.

The success of any company is determined not so much by the scale of production, but by the ability to update the product range in accordance with the state of the market and the behavior of competitors. Firms can win customers and stay on the market only by offering new or improved quality products.

1. General characteristics of innovation and innovation

The term "innovation" is used in two senses. First, to describe the first use of a new product, process, or system. Second, to describe a process, including activities such as research, design, development, and production of a new product, process, or system.

INNOVATION (English, innovation) - innovation, innovation, innovation. In the very general view this concept means: 1) investment in the economy, ensuring the change of generations of equipment and technology; 2) new equipment, technology, products (goods) and services resulting from achievements scientific and technological progress.

The meaning of the term "innovation" depends on the specific purpose of the study, measurement or analysis of the object.

Modern economic theory distinguishes the following types of innovation:

introduction of a new product (commodity innovation);

introduction of a new method of production (technological innovation);

creation of a new market for goods or services (market innovation);

development of a new source of supply of raw materials or semi-finished products (marketing innovation);

reorganization of the management structure (managerial innovation).

Innovation as a result creative process- the creation (or implementation) of new use values, the use of which requires that the persons or organizations using them change their habitual stereotypes of activity, their skills. At the same time, the most important sign of innovation in a market economy should be the novelty of its consumer properties.

Innovation - the use of the results of research and development aimed at improving the process production activities, economic, legal and social relations in the field of science, culture, education in other areas of the society. This term can have different meanings in different contexts, depending on the specific purpose of the measurement or analysis.

Innovation - final result innovative activity, realized in the form of a new or improved product, sold on the market, new or improved technological process used in practical activities.

Methodology for a systematic description of innovations in the conditions market economy based on international standards, recommendations on which were adopted in Oslo in 1992 and were called the "Oslo Guidelines". They are designed for technological innovations only and cover new products and processes as well as their significant technological changes. An innovation is considered implemented if it is implemented in the market or in the production process. Accordingly, there are two types technological innovation: food and process.

Product innovation covers the introduction of new or improved products.

Process innovation is the development of new or significantly improved products, organization of production. The release of such products is not possible using existing equipment or applied production methods.

All existing definitions can be attributed to five main approaches to the definition of innovation: 1) object (in the domestic literature in this case, the term "innovation" is often used as a defined term); 2) process; 3) object-utilitarian; 4) process-utilitarian; 5) process-financial.

The main properties (criteria) of innovation are:

scientific and technical novelty;

practical implementation (industrial applicability), i.e. use e.g. in industry, agriculture, healthcare, education or other areas of activity;

commercial feasibility, which means that the innovation is “accepted” by the market, i.e. marketable; which, in turn, means the ability to satisfy certain consumer needs.

Because the new idea embodied in real objects or processes, insofar as it turns out to be focused on meeting the practical needs of people. Thus, in a market economy, such an integral criterion of innovation as the practical implementation of a new idea turns out to be closely related to the criterion of its commercial feasibility through the appearance on the market of new (innovative) products or services.

Innovative activity - activity aimed at using and commercializing the results of scientific research and development to expand and update the range and improve the quality of products (goods, services), improve their manufacturing technology with subsequent implementation and effective implementation in domestic and foreign markets. Innovative activity associated with capital investments in innovation is called innovation-investment activity.

Innovative activity involves a whole range of scientific, technological, organizational, financial and commercial activities, which together lead to innovation.

Varieties of the main types of innovative activity can be:

a) preparation and organization of production, covering the acquisition of production equipment and tools, changes in them, as well as in the procedures, methods and standards of production and quality control necessary to create a new technological process;

b) pre-production developments, including modifications of the product and the technological process, retraining of personnel for the use of new technologies and equipment;

c) marketing of new products, which includes activities related to the release of new products to the market, including preliminary market research, adaptation of the product to different markets, advertising campaign;

d) acquisition of intangible technology from outside in the form of patents, licenses, disclosure of know-how, trademarks, designs, models and services of technological content;

e) the acquisition of embodied technology - machinery and equipment, in terms of their technological content, associated with the introduction of product or process innovations at IP;

f) production design, including the preparation of plans and drawings to determine production procedures, technical specifications.

The basis of innovation activity is scientific and technical activity (NTD). In the implementation of scientific and technical documentation, the concept of “scale of scientific work” is important, which covers the following:

scientific (scientific and technical) direction - the largest scientific work, which has an independent character and is dedicated to solving an important problem in the development of this branch of science and technology. The decision of one or another scientific direction is possible through the efforts of a number of scientific organizations;

scientific (scientific and technical) problem - a part of the scientific (scientific and technical) direction, representing one of the possible ways to solve it;

scientific theme- part of the problem, which is solved, as a rule, within the scientific organization and acts as the main unit thematic plan in financing, planning and accounting of works.

In the implementation of innovative activity, its objects and subjects are distinguished.

The objects of innovative activity are the development of equipment and technology by enterprises located regardless of the organizational and legal form and form of ownership in the country.

Subjects of innovative activity - legal entities, regardless of the organizational and legal form and form of ownership, individuals Russian Federation, foreign organizations and citizens, as well as stateless persons involved in innovation activities. The rights of subjects are guaranteed by the Constitution of the Russian Federation. Among the subjects may be innovators. An innovator is the author of an innovation (discovery, invention, utility model, design solution, rationalization proposal, know-how, industrial design or other type of innovation).

The need to form innovative activity is due to:

the strengthening of intensive factors in the development of production, which contribute to the application of scientific and technological progress in all areas economic activity;

the decisive role of science in improving the efficiency of the development and implementation of new technology;

the need for a significant reduction in the time of creation, development of new technology: an increase in the technical level of production;

the need to develop mass creativity of inventors and innovators;

the specifics of the process of scientific and technical production: the uncertainty of costs and results, the pronounced multivariance of research, the risk and possibility of negative results;

rising costs and deteriorating economic indicators enterprises in the development of new products;

rapid obsolescence of equipment and technology;

the objective need to accelerate the introduction of new equipment and technology, etc.

2. Forms of organization of innovative activity

The organization of innovation activity is aimed at streamlining the processes of generating new ideas, searching for and developing technical solutions, creating innovations, as well as their implementation.

Forms of innovative activity can be: business partnerships, various companies, state and municipal unitary enterprises and organizations, and scientific research, design, design, design and design and survey organizations, pilot plants, scientific departments as part of industrial enterprises, as well as higher educational institutions can directly engage in innovative activities.

Innovative activity has the following main forms of organization:

research centers and laboratories corporate structures. They are called upon to carry out research and development work, to organize the development and production of new products and services;

temporary creative scientific teams or centers that are created to solve certain major and original scientific and technical problems;

state scientific centers - a special type of state scientific organizations, the mechanism of activity of which is designed to ensure the coordination, on the one hand, of the strategic long-term priorities of the state in the development of the most important areas of science and technology, and on the other hand, the economic and social interests of specific subjects of scientific and technical activity;

various forms of technology park structures (scientific technology and research parks, innovation, technology innovation and business innovation centers, business incubators, technopolises).

Technoparks are research and production territorial complexes, the main task of which is to create the most favorable environment for the development of small and medium-sized knowledge-intensive innovative client firms.

A business incubator is an organization where aspiring entrepreneurs get the skills to run their own business, where they are provided with legal, economic and advisory assistance.

Technopolises are large modern scientific and industrial complexes, which also include a university or other higher educational institutions, research institutes, as well as residential areas. Here are created favorable conditions for the development of new scientific directions and science-intensive industries.

One form of technological innovation is venture business, which is treated as a risky business. Venture business is typical for the commercialization of the results of scientific research in science-intensive and, first of all, in high-tech areas, where the effect is not guaranteed and there is a significant amount of risk. A venture firm is usually understood as a commercial scientific and technical firm engaged in the development and implementation of new and the latest technologies and products with an undetermined income, i.e. with risky investment.

3. Mechanisms for organizing innovation activity at the enterprise

The mechanism of organization of innovative activity at the enterprise is focused on the formation and reorganization of structures that carry out innovative processes. Such work can take place in various forms, the main of which are the creation, absorption, market innovation integration, spin-off.

Creation is the formation of new enterprises, structural divisions or units designed to carry out innovative activities. The most significant elements of the new organizational forms are matrix structures, scientific and technical divisions, scientific and technical organizations operating on market principles, and internal ventures.

Matrix structures represent such organizational formations that are created temporarily - for the period of development and implementation of innovations, include specialists of various profiles, administratively subordinate to the heads of the relevant permanent units, but temporarily assigned to work in a temporary implementation structure to carry out work in a certain specialization. Such temporary divisions allow you to bring together various specialists for the duration of the development and implementation of innovations.

Scientific and technical divisions are created on a permanent basis, they do not have economic independence, and their activities are carried out at the expense of the company's budget as a whole.

Independent scientific and technical organizations, on the contrary, have their own budget, they sell their developments to the production divisions of the company. This increases responsibility for performance results, their compliance with the company's goals and market requirements.

Internal ventures, or the so-called intrapreneurial structures, are usually engaged in the direct introduction of innovations, focused on a new market niche.

In some cases, a very effective organizational mechanism can be the takeover by a large company of small innovative firms whose activities are within the circle of interests of this company. This mechanism involves the implementation of large one-time costs, but leads to a significant reduction in the time to enter the market with a new product.

A mechanism that complements the acquisition is the establishment of close ties between a large company and small innovative firms, which are based on long-term contractual relationships and the totality of which is called market innovation integration. In this case, innovative firms retain their independence, but fall into the sphere of market production relations of a large company.

The combination of absorption processes and market innovation integration gives grounds to propose the use of the so-called fan organization of the innovation process. Its meaning lies in the creation of an innovative environment for a manufacturing company, consisting of firms in respect of which a takeover (IFI) was made, as well as market-integrated firms (RIF).

Allocation is an organizational mechanism that involves the creation of independent innovative companies, which were previously part of integral industrial formations.

It is advisable to carry out such actions when a new line of activity is formed that is not related to the main specialization of the company, diverting its resources to itself.

At present, the organizational and legal forms of organizing innovation activity in the country correspond to Civil Code of the Russian Federation (GK RF) and the Law of the Russian Federation "On Science and State Science and Technology Policy".

4. Evaluation of the effectiveness of the organization of innovative activities at the enterprise

The implementation of innovation, like any other activity, is always associated with various internal and external costs. Therefore, in order to determine the economic efficiency of innovation, it is necessary to evaluate the cost-effectiveness of it.

It is necessary to distinguish between the cost effectiveness of innovation activities for manufacturers (sellers) and for buyers. The main justification criterion economic efficiency innovative activity of manufacturers (sellers) is its result: net discounted income, which is determined by comparing the costs incurred and the results obtained and is taken as the basis for all subsequent justifications for the economic efficiency of a particular innovative project. The cost-effectiveness of innovation activities for buyers should be considered from a different perspective. The buyer, acquiring innovations, improves his material and technical base, production and management technology. He bears the costs associated with the purchase of innovation, its transportation, development, etc. The cost-effectiveness of the buyer for the use of innovations can be determined and managed by comparing the following indicators:

costs of production and sales of products before and after the introduction of innovations;

proceeds from the sale of products before and after the introduction of innovations;

the cost of consumed resources before and after the introduction of innovations;

average headcount personnel, etc.

The sustainability of the project is understood as the limiting negative value of the analyzed indicator, at which the economic feasibility of the project is preserved. The resistance of the project to changes in the analyzed indicator is calculated on the basis of equating to 0 the equation for calculating NPV (net present value (net present value, net present value)).

The project is considered sustainable if, with a deviation of the project indicators ( capital investments, sales volume, operating costs and macroeconomic factors) by 10% for the worse, the condition NPV = 0 remains.

Sensitivity to a change in an indicator is also determined using analysis, when the analyzed indicator changes by 10% towards a negative deviation. If after that NPV remains positive, then innovation activity is considered insensitive to changes in this factor. If NPV takes a negative value, then the activity has a sensitivity of less than 10% and is recognized as risky for this factor.

Summing up this chapter, I would like to point out that market conditions management, such an indicator as attractiveness is very important innovative projects determined by the strategy of the innovator company, the conditions for attracting financial resources and their sources, the dividend policy of the innovator. This factor is very important in evaluating the effectiveness of the organization of innovative activities in any enterprise.

5. Analysis of the external environment of the enterprise

The external environment is characterized as a set of variables that are outside the boundaries of the organization and are not the sphere of direct influence. The external environment of direct impact is organizations and people who are associated with this enterprise due to their goals and objectives: suppliers, consumers, creditors, competitors, trade unions, trade organizations, government bodies, etc. To the external environment indirect impact include: political, economic, demographic, socio-cultural, technological, environmental, geographic, climatic factors. These factors do not have a direct impact on the operational activities of the organization, they predetermine the strategically important decisions made by its management.

An analysis of the external environment in the company is carried out in order to determine the potential opportunities and threats that the company must take into account when setting goals and objectives, when achieving them, as well as when planning innovative projects.

When analyzing the external environment of direct impact, the main attention is paid to the study of consumers (buyers). Consumer analysis sets as its main task the study of those who purchase the products of this company. This method allows the company to find out which product is more in demand among certain segments of the population, what sales volume the company can expect in a given month, how to expand the range of sales, what the future holds for this product, whether there will be demand for it in six months, etc. . The following criteria are used to build an overall picture of the buyer persona:

territorial location;

demographic factors (age, gender);

social affiliation of buyers;

customer attitude towards the product.

When analyzing the external environment of the enterprise, much attention should also be paid to the study of competitors. Competition (from lat. concurrere - “to collide”) is a struggle of independent from each other economic entities market for the right to own limited resources.

In other words, it is such a process of interaction between firms acting on the market in order to achieve better sales opportunities for their product by satisfying the various needs of buyers. Competition is constantly present in the market between producers. And in order for the company to be successful, it needs constant research on the labor market. To analyze the macro-environment, it is necessary to consider economic, political, social, etc. Components.

6. Methods for improving the organization of innovation activities

Everything that exists gets old. Therefore, it is necessary to systematically discard everything that is worn out, outdated, has become a brake on the path to progress, and also take into account mistakes, failures and miscalculations. To do this, enterprises periodically need to conduct certification of products, technologies and jobs, analyze the market and distribution channels. Practice shows that nothing makes a leader focus on an innovative idea as much as the realization that the product being produced will be obsolete in the near future.

To determine ways to improve the organization of innovative activities in a company, it is necessary to clearly know what innovations require:

Careful analysis of all necessary factors;

A clear understanding of the goal pursued, i.e. a clear strategic orientation is needed;

Enterprise management organizations, because financial and managerial flexibility and market orientation are needed here.

Innovation must be created and accepted by society. Only in this case it will bring success.

The principles that the company's technologists should take into account when creating an effective innovative product:

purposeful systematic innovation requires continuous analysis of the possibilities of the above sources of innovation;

innovation must meet the needs, desires, habits of the people who will use it;

innovation should be simple and consistent with the goals of the firm.

But it is necessary to take into account the principles, the use of which negatively affects the creation of an innovative product:

the complexity of the design of an innovative product - there are problems during operation;

an incorrectly planned stage of creating an innovative product.

Innovation - changes in the economy, industry, society, in the behavior of buyers, manufacturers, workers. Therefore, it should always focus on the market, be guided by its needs.

In order for a firm to innovate, it must have a structure and mindset that promotes an entrepreneurial atmosphere and the perception of the new as an opportunity.

Basic organizational principle for innovation is to create a team of the best workers released from the current job.

To improve the innovation activity in the company, the following steps are necessary:

implementation of a continuous improvement system;

improvement of the incentive and motivation system in order to encourage innovation (innovations);

creation of the company's website;

overcoming the resistance of employees to innovations (innovations);

modification of the internal and external collection system marketing information;

improvement strategic management at the firm, regulation of procedures for the development, review, approval, implementation and monitoring of innovative projects.

At the same time, it is advisable to comparative analysis the profitability of each of the areas of innovation, i.e., it is necessary to determine the probable increase in profit for each area of innovation and choose the one that will provide the highest performance. Carrying out this work is especially important, since during a crisis in the all-Russian market, a company may be limited in finances, which should be directed to improving innovation activities.

Conclusion

innovation environment enterprise

Despite the difficult economic situation of many commercial organizations, in modern conditions there is a tendency to increase their innovative activity, especially in the field of product and technological innovations. This requires appropriate financial, human and material and technical resources, as well as special training, retraining and advanced training of managers in the field of economics, organization and management of innovation processes.

Innovative activity should create the necessary conditions for expanding, accelerating and improving the efficiency of creating and implementing various innovations: product, technological, economic, social, etc., aimed at developing and implementing competitive products and technologies at the level of world standards. This will create highly profitable industrial production, including export-oriented, and numerous commercial organizations in the service sector (trading firms, enterprises mass food, transport organizations, communication enterprises, banks, insurance companies, etc.).

Bibliography

1.Surin A.V., Molchanova O.P. M.: Infra-M, 2008. - 368 p.

.Goldstein G. "Strategic innovation management".

.Egorova M.M., Loginova E.Yu., Shvaiko E.G. Marketing. Lecture notes. - M.: Eksmo, 2008. - 160 p.

.Titov V.I. Enterprise economics: textbook. - M., 2008. - 416 p.

5.Innovation management. Ed. Ilyenkova S.D. 3rd ed., revised. and additional - M.: Unity-Dana, 2007. - 335 p.

.V.G. Medynsky Innovation Management: INFRA, 295-p.

.Rumyantseva Z.P. General management of the organization. Theory and Practice: Textbook. - M.: INFRA-M, 2007.- 304s.

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The organization of innovation activity in Russia historically, due to objective and subjective reasons, has a number of specific features. This, in turn, determines the features of the organizational forms of innovation processes.

World experience in the organization of innovation activity testifies to a fairly wide range of various forms of its implementation.

Shown in Fig. 4.4 diagram showing various organizational forms carrying out innovative activities depending on two factors - the needs of the project initiator for investments (need for assets) and the economic efficiency indicator of the innovative project (return on investment, or payback period of the project), makes it possible to evaluate this diversity.

Small innovative (or venture) firms include the following types of organizational entities:

firms founded by inventors own funds and "venture" capital loans for industrial development and commercialization of innovations;

spin-off firms (offspring) created by separating a scientific and technical team from an industrial firm.

The main factors that determine the important role of small innovative organizations in the field of innovation include:

· mobility and flexibility of transition to innovations, high susceptibility to fundamental innovations;

· nature of motivation, due to reasons of both non-economic and commercial plan, since only successful implementation such a project will allow its author to take place as an entrepreneur;

· narrow specialization scientific research or the development of a small range of technical ideas;

· low overhead(small management personnel);

· willingness to take risks.

Small innovative entrepreneurship requires the development of infrastructure, the most important elements of which include (Fig. 4.5):

· engineering companies and innovative organizations;

technoparks and technopolises;

Venture funds and their funds.

Engineering companies specialize in the creation of industrial facilities; in the design, manufacture and operation of equipment; in the organization of production processes, taking into account their functional purpose, safety and efficiency. They are the link between research and development, on the one hand, and between innovation and production, on the other. Engineering activities are related to the creation of industrial property objects; with activities for the design, production and operation of machinery, equipment; with the organization of production processes, taking into account their functional purpose, safety and efficiency.

Implementation organizations promote the development of the innovation process and, as a rule, specialize in the introduction of technologies not used by patent owners, in the promotion of licenses for promising inventions developed by individual inventors; on fine-tuning inventions to the industrial stage; in the production of small pilot batches of industrial property objects with the subsequent sale of a license.

Technoparks(science parks) – organizational and territorial association of large educational and scientific centers created on the basis of a large university and including research and small manufacturing firms whose activities are aimed at implementing innovations. The advantages of such organizational formations for an innovative company include free or preferential access to information and material and technical resources (libraries, computers, databases, scientific equipment, premises), the ability to attract qualified personnel of an educational institution (teachers, researchers, engineers, graduate students and students) for research and development. For an educational institution, this is an opportunity to use scientific results in the educational process.

Technopolises - large production formations for the integrated development of certain scientific and technical areas. Vivid examples are Silicon Valley (USA) - the center for the development of the electronics industry, or Zelenograd (Moscow region) - the domestic center of the electronics industry.

Venture (risk) business is represented by two main types of business entities (Fig. 4.6):

venture (small innovative) firms;

· financial institutions that provide capital to innovative firms (venture financing).

The specifics of venture financing is to provide funds on a non-refundable and interest-free basis. The resources transferred to the disposal of the venture firm are not subject to withdrawal during the entire term of the contract. Essentially, financial institution(fund) becomes a co-owner of the innovative venture firm, and the funds provided by them become a contribution to the company's authorized fund.

The investor's profit is defined as the difference between the market value of the share of shares of the innovator firm owned by the risky investor and the amount of funds invested by him in the project.

The main incentive for venture investments is their high profitability. The average rate of return for American venture capital firms is about 20% per year, which is about three times higher than the average for the US economy as a whole. In addition, in recent years, a number of laws have been passed in the United States, the main purpose of which is to stimulate the innovative activity of small enterprises and firms involved in the development of new technologies.

Without belittling the importance of small innovative entrepreneurship in the development of innovative processes, it should be noted that up to 80% of all applied scientific research and R&D (in terms of the amount of funds allocated for their implementation) is carried out in large industrial corporations. The advantages of this form of development of new science-intensive products and technologies include:

Significant material and financial resources at the disposal of large companies;

Possibility of conducting multi-purpose research and integrating various approaches to solve the main problem;

Relatively weak dependence of units on the success or failure of a particular innovation;

The advantages of consolidating the resources of a large corporation at the decisive (most capital-intensive) stage of the innovation process.

Scientific research and development work (NIKOR) in a large corporation is carried out by research units (laboratories), which can be centralized or be part of separate divisions of a large corporation.

The budget for financing such units can be formed by the following methods:

Intercompany comparisons, i.e. the amount of funding for R&D is allocated no less than that of the leading competitor;

Establishing the share of R&D costs of the corporation's turnover (for example, profitable US corporations spend up to 5% of turnover on R&D);

Planning from a basic level, i.e. maintaining R&D costs at the level of the previous period with a certain adjustment.

Shown in Fig. 4.7, the scheme gives a visual representation of the sequence of stages in the formation of a portfolio of orders for R&D at the level of a large innovative firm.

The source of ideas for an innovative project can be both the external environment (the results of market research) and internal environment(results of scientific research conducted by the company, its scientific and technical backlog). At the same time, all projects claiming to be included in the portfolio of orders can be divided into customized(financed by external customers and conducted in their interests), strategic(the topics of which correspond to the corporate development strategy) and initiative(proposed for implementation by individual researchers or scientific groups). Selected from those presented productive to be funded and developed, and hopeless(on this moment), which are deferred, but may be included in the order book in the future. At the same time, the composition of effective projects must, on the one hand, satisfy certain criteria (strategic importance, profitability, etc.), and on the other hand, be provided with the necessary resources. As projects develop, the R&D portfolio is reviewed and reviewed. Wherein passing projects, i.e., not completed during the reporting (usually annual) period, are included in the portfolio of orders for the future planning period.

Completed projects are analyzed in terms of their market prospects and with a positive assessment are subject to industrial development.

To implement large-scale innovative projects that require significant investment, temporary organizational formations can be created that operate on a cooperative basis and combine the resources of several large firms. In practice, often used the following forms scientific and technical partnership:

· Consortium as a temporary contractual association of innovative firms, banks, industrial companies for the implementation of specific commercial (including innovative) projects. The most important tasks of the consortium are the search and implementation of large innovative projects related to the development of production, technological equipment and other types of products.

· strategic alliance(Strategic Alliance) as an agreement on the cooperation of two or more firms to achieve certain commercial goals, to obtain the synergy of the combined and complementary strategic resources of the companies. The most widespread are alliances created for the purpose of cooperation in the field of R&D. At present, more than half of all strategic alliances belong to this group.

· Network alliances as a form of group cooperation independent companies linked by common goals. New technologies have led to an increase in the complexity of products, as well as their maintenance, design and production. The production of most products today is usually based on the use of several technologies, and a rare business relies on its own raw materials and market. The accumulation of all valuable qualities "under one roof" is very difficult and partly undesirable, since the advantages of specialization are most often realized on the component, and not on system level. Companies operate effectively when they specialize in one component and in doing so form links with other enterprises in order to manage system-level independence.

4.4. The strategy of industrial firms
in research and development

Strategic management(strategic management)as a management concept modern organizations formed in the early 1980s. XX century, which was determined by the need to integrate individual diversified parts of the enterprise (strategic business units), to increase attention to the implementation of the strategy (Strategy Implementation), the value and culture of the enterprise, the role of management personnel in strategic management.

According to this concept company business strategy(Fig. 4.8 shows the sequence of its development) is the basis for establishing tactical goals and objectives that must be solved by certain functional divisions of the company at a set time.

If strategic company goals can be qualitative character, then tactical(current) goals and objectives have specific nature and determine the quantitative tasks set for the functional services of the firm. One of the most important functional strategies is the research and development strategy ( innovation strategy). Depending on the conditions of the micro- and macroenvironment, a firm can choose one of two main types of innovation strategy:

· passive(adaptive, defensive), aimed at protecting and maintaining their market positions;

· active(creative, offensive), focused on the development of innovative activity and expansion of its presence in the market.

In general, essence passive The strategy is reduced to carrying out partial non-fundamental changes that allow improving previously mastered products, technological processes and markets within the framework of structures and activity trends already established in the organization (pseudo-innovations). The following types of passive strategy are distinguished:

Protective;

Innovative imitation;

waiting;

Responding to consumer requests.

Defense strategy- a set of measures that allow counteracting competitors and are aimed either at creating conditions on the market that are not acceptable to competitors and contribute to their refusal to continue the struggle, or at reorientation own production for the production of competitive products while maintaining or minimizing the previously won positions. Time is considered the main factor in the success of a defensive strategy. All proposed activities are usually carried out in a fairly short time, so the organization must have a certain scientific and technical reserve and a stable position in order to achieve the expected result.

Innovation imitation strategy is focused on the desire to copy the innovations of competitors who have received market recognition (consumers). The strategy is effective for firms that have the necessary production and resource base, which allows for the mass production of imitated products and their implementation in markets that have not yet been mastered by the main developer. Firms choosing this strategy incur fewer R&D costs and take fewer risks. At the same time, the probability of obtaining high profits is also reduced, since the production costs of such products are higher compared to the costs of the developer, the market share is relatively small,
and consumers of imitated products have a completely natural distrust of it, striving to obtain a product with high quality characteristics guaranteed by branded trademarks of reputable manufacturers. The strategy of innovative imitation involves the use of aggressive marketing techniques that allow the manufacturer to gain a foothold in a free market segment.

waiting strategy is focused on the maximum reduction of the level of risk in conditions of high uncertainty of the external environment and consumer demand for innovation. The strategy is used by firms of various sizes. Thus, large manufacturers are waiting for the results of the market launch of an innovation offered by a small innovator firm, in order to push this firm aside if it succeeds. Small firms may also choose this strategy if they have a sufficient supply base but R&D problems. Therefore, they consider waiting as the most realistic opportunity to penetrate the market they are interested in.

Consumer response strategy commonly used in the field of industrial equipment manufacturing. This strategy is typical for small-sized innovative firms that carry out individual orders. large companies. The peculiarity of such orders (projects) is that the work associated with the implementation of the project covers mainly the stages of industrial development and marketing of innovation, and the entire scope of R&D is carried out by an innovative company. Firms implementing this strategy are not confirmed to be at particular risk, since the bulk of the costs fall on final stages innovation cycle in which the firm is not directly involved. A similar strategy can be followed by research departments of large corporations that have a certain economic independence, respond quickly to specific production needs and are able to quickly adapt their scientific and technical activities in accordance with the content of proposed corporate orders (internal venture).

Active innovation strategies include the following types:

Active R&D oriented strategy;

Marketing oriented strategy;

Mergers and acquisitions strategy.

Innovative firms implementing active R&D strategy, consider their research and development as the main competitive advantage. Due to this, they are able to create fundamentally new science-intensive products, technologies or materials. After the market approbation of an innovation, firms implementing such a strategy, as a rule, do not increase the production of innovation, but sell a license for its production to others. manufacturing companies with sufficient production capacity.

Firms focused in their innovation strategy for marketing, focus their attention on the study of attractive markets, analysis of the requirements of potential buyers for the product. At the same time, marketing research is a source of ideas for creating innovations. The success of the strategy directly depends on the intensity of the organization's innovative activity.

M&A strategy is one of the most popular options innovative development large firm, because it involves less risk than 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 industries, large divisions based on the absorption of small innovative firms, or the merger of a small innovative firm with a large industrial corporation with sufficient production potential for industrial development of innovation.

The specific type of innovation strategy for new products depends on a number of factors, the most important of which are considered to be the technological capabilities and competitive position of the firm. Technological possibilities are determined by the internal and external characteristics of innovation activity. The internal ones include the scientific and technical potential available in the company (personnel, equipment, scientific groundwork, etc.)

Lecture "Organization

Innovative activity"

The essence of innovation and its functions (stimulating, investment, reproduction).

Innovation represents the first practical use a new scientific and technical, production and technological, organizational and managerial or other solution that can increase the final economic results financial and economic (commercial) activities of the enterprise.

Not all innovations are of a qualitative nature, radically changing the technology and organization of production. Many innovations involve relatively minor changes. The history of economics shows that most often scientific and technological progress is not revolutionary, but evolutionary. Such innovations can be defined as improvements.

Improvements- these are innovations characterized by a relatively small impact on the dynamics of the development of a particular object.

All types management activities are interconnected and, as a rule, should be carried out in parallel (Fig. 1). At the same time, the ultimate success of any type of management activity depends on its innovative component. And vice versa: the ultimate success of innovative management is possible only on the basis of the implementation of its ideas and developments in the practice of other types of management.

Innovation accomplishes the following three functions:

- reproductive;

- investment;

- stimulating.

reproductive function means that innovation is an important source of financing for expanded reproduction. The meaning of the reproductive function is to profit from innovation and use it as a source of financial resources.

The profit received through the implementation of innovation can be used in various ways, including as capital. This capital can be used to finance new types of innovation. Thus, the use of profits from innovation for investment is the content investment function innovation.

Making a profit through the implementation of innovation directly corresponds to the main goal of any commercial organization. Profit serves as an incentive for the entrepreneur to introduce new innovations; encourages you to constantly study the demand, improve the organization marketing activities, apply modern methods financial management. All of this is content. stimulating function innovation.

The concept of innovation activity and innovation process.

Innovation activity is a complex of scientific, technological, organizational, financial and commercial activities aimed at the commercialization of accumulated knowledge, technologies and equipment.

Innovation process is a process of successive transformation of an idea into a product, passing through the stages of fundamental and applied research, design development, marketing, production and sales

Types of innovative activity of the enterprise.

Innovative activity of the enterprise for the development, implementation, development and commercialization of innovations includes:

1. Carrying out research and design work to develop the idea of innovation, conduct laboratory research, manufacture laboratory samples of new products, types of new equipment, new designs and products;

2. Selection of the necessary types of raw materials and materials for the manufacture of new types of products;

3. Development of a technological process for the manufacture of new products;

4. Design, manufacture, testing and development of samples of equipment necessary for the manufacture of products;

5. Development and implementation of new organizational and managerial decisions aimed at the implementation of innovations;

6. Research, development or acquisition of the necessary information resources And information support innovation;

7. Training, education, retraining and special methods of recruitment of personnel necessary for R&D;

8. Carrying out work or acquiring the necessary documentation for licensing, patenting, acquiring know-how;

9. Organization and conduct marketing research to promote innovation, etc.

Characteristic features of innovation activity:

1. Increased risk;

2. Cyclicity at the micro- and macro-level (at the macro level, associated with large Kondratiev cycles, at the micro-level with the life cycle of a particular product);

3. Dependence of the efficiency of resource use on the level of technology novelty;

4. Specific marketing and models for promoting innovations on the market.

Stages of knowledge reproduction.

The economic content of innovation can be revealed using a reproduction approach, highlighting the entire sequence of stages that are continuous and interconnected:

Life cycle of innovation

Innovation processes can be represented as successive stages life cycle new products - from the theoretical justification of its concept to pilot development, testing and mass distribution.

Managers specializing in the management of innovation processes must have a good understanding of the life cycle curve of any innovation, i.e. periods of its rise and fall in order to timely enter the market with the next innovations (Figure 2).

After the creation of an innovation in the course of the scientific and technical activities of the first three stages - fundamental and applied research, experimental design and other similar works - the processes of industrial and commercial use of innovations that have confirmed their effectiveness during experimental tests begin.

The dynamics of financial flows of the stages of innovation processes in the figure is shown using curve 1. It shows that at stages 1, 2, 3, during which innovations (innovations) are still being created, the amount of investment costs will constantly increase.

However, already at the stage of implementation, and especially at the stage of growth in production volumes carried out on the basis of mastered innovations, the amount of investment required for this will tend to decrease.

At the stages of commercialization of an effective innovation, sooner or later the moment of return comes, i.e. full return on investment. The dynamics of the processes of changing sales volumes is indicated as curve 2.

Technological structure.

Technological order - a set of technologies characteristic of a certain level of development of production. It is believed that 5 technological structures have been passed in the world, at the moment the Sixth techno-structure is coming.

The concept of innovation cycle. Stages of the innovation cycle. Innovation cycle model. Types of innovation cycle. The minimum and maximum duration of the innovation cycle. The innovation cycle and the life cycle of a product or service. Methods for reducing the innovation cycle.

Joint ventures

A joint venture can be defined as an institution of inter-firm cooperation in the development, production or marketing of a product, is not based on short-term market transactions and involves a significant and lasting contribution from the partners in the form of capital, technology or other assets. In many cases, management responsibility is shared between partner firms.

There are four types of technology-oriented joint ventures:

cooperation between firms only in research;

exchange of proven technologies within a single product line or across multiple products. These JVs are especially well known in the global microelectronics and robotics industries due to their cross-licensing practices;

joint development of one or more products (in commercial aircraft and engine building, in certain segments of the telecommunications, microelectronics and biotechnology industries);

cooperation through the implementation various functions or stages of the life cycle of products, inherent in a number of international ones. JV in biotechnology, pharmacology, steel industry and automotive industry. This refers to situations where one firm develops New Product or a marketing procedure, and production and adaptation to a foreign market is carried out by another company.

business incubator models.

There are a number of options for setting up incubators, and choosing specific solution depends on the stakeholders and the purpose of the incubator. There are the following categories:

Group;

special (eg. high tech);

star model;

Public and social incubators;

Virtual incubators.

group model- such incubators invite and serve all kinds of enterprises. The advantages are mixed business environment stimulation of communication between enterprises, as well as the production of various types of goods and services. This mixed environment makes it easier to find customers and is suitable for areas with a low concentration entrepreneurial activity e.g. for incubators out of small cities serving businesses throughout the countryside.

special model- such incubators are created to support start-ups operating in a specific industry, such as automotive, biotechnology, IT. This option is suitable for areas where there is a concentration of enterprises operating in a particular sector, and is often supported by universities or large companies that would like to transfer technology or research to start-up small enterprises that have the same level of specialized knowledge and skills. Such incubators require special infrastructure, facilities, laboratories and equipment. In addition, it is required that the staff of the incubator also have a good knowledge of the specifics of the industry.

star model- such incubators are created in areas with a low density of entrepreneurs, for example, in small cities and rural areas. This model offers an efficient way to ensure wide access to the services and facilities of an incubator and eliminates the costs that would be required to set up several separate incubators. The central incubator acts as the core of this system, in which management is located and basic services are provided, such as education, meeting rooms, office and industrial premises, broadband Internet access, etc.

This central incubator is connected (using information technologies, where possible) satellite incubators, which can be very small local business support centers that provide information, consulting and general business services. In such satellite incubators, work space may be provided on a part-time or part-time basis.

Public/social incubators- many incubators are created not with the aim of making a profit for the owner or participants, but to return the profits made back to the vincubator and achieve sustainability. Often such incubators are created as part of local community projects and can have a significant impact on the recovery of the local economy and the enhancement of entrepreneurial knowledge and values. The use of best practices is no less important for such incubators, and their activities should be aimed at improving the welfare of the entire society in this territory - "social integration".

Virtual incubators- with the penetration and development of information and telecommunication technologies, the need to provide the physical infrastructure of incubation is reduced.

Many aspiring entrepreneurs, for personal, family or financial reasons, decide to start their own business from home or close proximity. However, they still need access to services and support, even if they do not need the facilities offered by the incubator. This "no walls" model works through information networks, providing services to entrepreneurs remotely, and increasingly through the Internet, using email and virtual private networks (VPNs) to connect entrepreneurs to the office of the virtual incubator or to each other. Virtual incubators are often created on the basis of physically existing incubators, which allows the incubator to increase its client base, develop communities of interest among entrepreneurs and create a sustainable local and regional information exchange network.

Lecture "Organization

Innovative activity"

Functions and types of innovative activity. Features of innovation activity

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Innovative activity and its main. Types of innovative activity

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