Topic: Enterprise innovation strategy

1. Strategic management and innovation management.

3. Development and selection of an innovative enterprise strategy.

4. Classification of innovative strategies (typology).

Effective management involves the development and implementation of management

politics and management decisions in strategic and tactical aspects, in long-term and short term. Classic control functions in modern conditions are carried out taking into account the peculiarities of the economic development of systems and business entities. The need for strategic planning is due to the logic of management, management methodology, goals, objectives and patterns of development of companies. Following the strategy should not be an end in itself of management, of course, since effective management implies a constant and necessary adjustment of the strategy and strategic attitudes, in accordance with changes in the environmental conditions and the capabilities of the enterprise. However, forecasting and planning changes is an important factor that increases the adaptability and competitiveness of enterprises in the innovation sphere. One of important features modern management is a significant strengthening of the planning function. The role of planning is increasing in all areas of company management - from production to sales, from resource allocation to personnel management. This is primarily due to an increase in the dynamics of change, the unpredictability of the business environment and the risk associated with the activities of enterprises, especially in such a dynamic and competitive area as innovation. Of particular relevance is such a type of long-term planning as strategic planning. The search for a permanent competitive advantage necessitates the development competitive strategies enterprises and planning their implementation.

Innovation is the most important source competitive advantages of any enterprise; even if it is not high-tech, any attempts to implement innovative activities are associated with a high degree of uncertainty and the need to take into account the risks of product and technological substitution in the long term. To a large extent, this problem is solved with the help of strategic plan enterprises. The justification and choice of an innovation activity strategy in a competitive environment depends on strategic planning.

The strategic plan of the enterprise determines the goals and directions of development in all major areas economic activity, including innovation. The innovation strategy refers to the level of the enterprise's functional strategies (along with production, technological, financial, marketing), i.e. is part of the corporate strategy (overall business strategy).

Goals and objectives of strategic planning:

1. Efficient allocation and use of resources

2. Adaptation to the external environment

The main goal is to create a long-term competitive advantage

Phases of strategic planning:

1. Strategy formulation (goals and objectives, external analysis (chances, strong/weak), analysis internal environment)

2. Specification of the strategy

3. Evaluation and control

The main goal of strategic planning in an enterprise is to create a long-term advantage, and the main method is constant adaptation to market conditions and anticipation of changes in the external environment.

Innovation activity planning (diagram)

Modern strategic planning for innovation covers a period of 3 to 10 years (depending on the industry) and consists in development of a set of measures companies for adaptation, foresight, modeling changes in external conditions through the implementation of innovative projects. Those. it is planned to create a system of strategic planning.

Strategic planning system:

ü Market analysis

ü Goal setting

ü Development of alternative strategies

ü Developing a strategic plan

That. main method strategic planning - constant adaptation to the conditions of the external environment (market) and anticipation of changes.

2. Innovation strategy: essence, factors, features.

In general, all types of industries rely on technology to one degree or another.

however, the degree of impact of technological development on the long-term competitiveness of companies is different and depends both on industry specifics and on the culture, values ​​and strategy of a particular company. Even in the competitive strategy of high-tech companies, a variety of factors other than technology, such as industry structure, marketing, finance, logistics, personnel, etc., can play a decisive role. However, there are many companies for which technological development is of key importance and is a defining element of long-term competitive advantage. .

Innovation strategy(IS) of the company is a purposeful process of development and implementation of management decisions aimed at the creation and development of product and technological innovations, the principles of which are formed by the overall strategy of the company's business. Target innovation strategy - long-term competitive advantage company based on continuous effective innovation.

Innovation strategy refers to the level of functional strategies. This means that, along with marketing, production, technological, financial strategies company, is a component of the business strategy as a whole. However, for some innovative companies, focusing on innovation strategy and effective implementation decisions taken may be the most significant element of corporate strategy. Therefore, the overall business strategy must be most effectively and optimally integrated with the technology and product strategies of the enterprise.

The technological strategy of the enterprise includes the definition, development and use technological competencies, those. specific skills and abilities that technology-based companies possess.

The purpose of the technological strategy is to develop (based on technological competencies) new competitive products and technologies for their production in order to form long-term competitive advantages of the company in the market. The potential benefits of new products are enormous, but expectations are rarely fully realized as there are many challenges in both choosing the "right" products and doing so effectively. Choosing the “right” products is a strategic problem that is being solved within the framework of grocery strategies.

The company's product strategy includes determining the directions for the development of the existing range and the introduction of new competitive products.

The determinants (determinants) of innovative development also significantly influence the innovative strategy of an enterprise.

For the choice and justification of the innovative strategy of the enterprise, it is of great importance innovative goals, which are characterized by the following indicators:

Upgradability, i.e. the share of new products in the total output;

Science intensity of products, i.e. the share of R&D expenses in sales volume;

Share of products at the launch and growth stages;

Specific age of production equipment;

Average time to market for new products.

The choice of innovative strategies and the determination of the goals of innovative development of an enterprise are also related to the growth rate of the enterprise.

The most important component of the on-farm mechanism of innovative enterprises should be the organization of an on-farm planning system. For this purpose, it is necessary to move on to strategic planning, the starting point of which is the identification of future needs. The chapter of strategic planning includes an analysis of both intra-company needs and external factors (competition, socio-economic processes, etc.), the search for the best use of internal capabilities, taking into account external restrictions. The central link of strategic planning is the formation of a strategy and specific implementation programs in the form of a continuous process.

Strategic innovation management is a component of innovation management, it solves a wide range of issues of planning and implementing innovative projects and programs that are designed for qualitative changes in the organization's activities in the market, production or social sphere enterprises (organizations).

It should be noted that any strategic steps of the organization are innovative in nature, since one way or another they are based on innovations in the economic, production, marketing or management spheres. Thus, the organization's development strategy provides for ensuring sustainable growth and functioning in the future and is based on the use of scientific and technological achievements in the field of engineering, organization, technology, management, that is, on a set of innovations.

However, for the purpose of planning innovation processes, it is advisable to consider innovation strategies separately. The innovation strategy (innovation policy) involves combining the goals of technical, technological, organizational policy and investment policy and is aimed at introducing new technologies, types of products, services, management methods. In this sense, strategic innovation management focuses on achieving future results directly through the innovation process.

There is no single strategy for all organizations. Each organization (enterprise, company, firm) even in one industry is unique, and the definition of its strategy is also original, therefore it depends on the position of the enterprise in the market, its potential, development dynamics, competitor behavior, the state of the economy, social environment and many other factors. There are different approaches to establishing strategic factors and the target function based on them, which determines the type of strategy.

As an element of the innovation management system, strategic planning is a more or less independent subsystem that covers a set of special tools, rules, structural bodies, information flows and processes aimed at preparing and implementing plans.

Strategic planning can be considered as a system of actions and decisions taken at the top hierarchical level of management in order to develop a strategic plan for a certain perspective, containing specific steps to implement the strategic goals and objectives of the organization. The process of strategic planning is based on the results of the previous stages of innovation management - analysis and forecasting of the innovative development of the enterprise.

The most important principles of strategic planning are as follows:

o adaptation of an innovative enterprise to the external environment;

o stability, which ensures the correct choice of the direction of development of science as an internal component of production, as well as product sales markets;

o market validity;

o selectivity, highlighting key factors, problems and tasks of certain strategic business areas (market segments), which allows you to determine priority areas for the development of the organization;

o variance of planned calculations in terms of achieving the goals of the organization, constant competitiveness, financial support and other criteria;

o the complexity of strategy development.

Planning as a process involves the development of a set of measures that determine the sequence of steps to achieve specific goals, taking into account the possibilities for the most efficient use of resources both by each production unit and the entire organization as a whole. Therefore, the planning process requires ensuring interaction between individual structural divisions of the enterprise, including the entire technological chain: research and development, production and marketing.

Strategic innovation planning is fundamentally different from other types of planning that take place in management, such as operational, tactical and long-term. This difference lies in the direction of the planning vector. Traditionally, the planning vector is directed from the past (present) to the future. Strategic planning involves building a vector of analysis and adoption of managerial innovative decisions from the future to the present. Strategic planning creates a bridge to the future and is used to move an organization from where it is now to where it wants to be. At the same time, new capabilities of the enterprise (organization) are being developed, for example, changing the profile of the enterprise, a radical change in technology, expanding production capacity by creating new enterprises in different regions of the country or the world, and the like.

IN general view strategic planning is the process of deciding: "What to do? When to do it? Who will do it? By what methods to ensure the achievement of strategic goals?". Strategic objectives are those specific milestones that innovation is aimed at, for example, the development of a new type of product (strategic objective) that will provide a competitive advantage in the future (strategic objective).

So, strategic planning is to define and present through a system of strategic goals, objectives and course of action, a picture of the desired state of the enterprise in the future.

Strategic planning in comparison with its other types has certain advantages:

Encourages (forces) leaders of all levels to think strategically, prospectively;

Carries out the target orientation of all participants to achieve a general goal directed to the future, to the joint development and implementation of any innovative project or development program for the organization as a whole;

Leads to a clear coordination of the efforts of the managerial link at various levels of the organizational structure;

Coordination is carried out as a preliminary agreement on actions in the preparation of plans and as an agreed response to obstacles and problems that arise during the implementation of plans;

Forces the management of the organization to clearly define the tasks of each structural unit, as well as personal to implement strategic goals;

Leads to the establishment of performance indicators of the organization as an objective basis for effective control. Plans define the desired and necessary state of the functioning of the enterprise as a system for a certain period. Comparison of the actual values ​​of the parameters with the planned ones makes it possible to evaluate the activities of the organization, the dynamics of movement towards the achievement of the set strategic goals;

Contributes to the strengthening of relationships and communications between all parts of innovation management, between specialists and managers who occupy various positions in the organizational structure, the distribution of responsibility for the future activities of the company;

Promotes information support participants in the innovation process; plans contain for each participant important information on the goals, forecasts, resources, timing and administrative conditions for the implementation of innovative processes;

Forces the management of the organization to clearly implement the function of motivating participants in innovative activities; the successful implementation of strategic tasks and plans is the object of special stimulation and the basis for mutual settlements, creates conditions for the productive activities of all participants;

Strategic planning is the only way to formally anticipate future problems and opportunities, which provides top management with the ability to create plans for the long term and provides a basis for reducing risk in making decisions about the future.

Along with the advantages, strategic planning also has disadvantages, among which the important ones are:

o strategic planning does not provide a detailed description of the future, its result is a qualitative description of the state to which the company should strive in the future, what position it should occupy in the market in order to ensure competitiveness, in what directions to conduct research;

o strategic planning does not yet have a clear algorithm for the development and implementation of the plan;

o strategic planning is often associated with insufficient information to justify strategic decisions, which can lead to expectations from innovations;

o The strategic planning process is resource and time intensive compared to traditional planning.

Innovation strategy refers to the level of functional strategies. This means that it, together with the marketing, production, financial strategies of the enterprise, is a sub-strategy of the overall business strategy. At the same time, for some aggressive innovative enterprises, the strategy in the field of innovation is the most significant element of corporate strategy. In any case, the innovative strategy of an enterprise should be organically linked to the business strategy and focused on the implementation of common strategic goals and principles in the innovation sphere.

Regarding the internal environment, innovation strategies are divided into several large groups:

1) product (portfolio, aimed at the creation and sale of new products, technologies and services);

2) functional (scientific and technical, industrial, marketing, service)

3) resource (financial, labor, information, logistical)

4) organizational and managerial (technologies, structures, management methods).

M. Porter proposed a classification of competitive strategies of companies, within which two basic directions for achieving competitive advantages are identified.

Establishing a relationship between methodological approaches to the evaluation, selection and implementation of strategies and innovations. The production and economic activity of the enterprise on the basis of innovative development causes a change in the composition and content of the tasks of strategic planning. In this case, the interrelation of the functions of strategic and innovation management makes it possible to develop effective directions for the strategic management of innovative development through the formation of an innovative strategy.

The intensification of innovative activity at all levels is relevant for the country's economy, and only an innovative development path will ensure the competitiveness of products and enterprises through the constant updating of equipment and technologies, expanding sales markets, the effective use of scientific and technological potential and stimulating its growth.

Innovative development should be defined as based on the integration of methods for assessing development strategies and selecting innovations

The ability of an enterprise to develop dynamically on its own basis through the systematic formation of a set of actions aimed at the development, implementation, and further modification of innovations. Innovative potential expresses the totality of the available resources of the enterprise, isolated through their ability to be involved in the innovation process.

Strategic innovation management is faced with the task of effectively distributing the available resources of innovation potential, determining the need for resources to ensure innovation throughout the entire life cycle, developing a set of measures to strengthen the viability and capacity of the enterprise - forming an internal strategy for innovation development, and adaptive implementation of mastered innovations in accordance with stages of the innovation process and changes in the external environment - an external strategy for innovative development.

The importance of strategic management of the innovative development of an enterprise creates the need to define an innovative strategy in the structure of the overall strategy of the enterprise. Innovative development, in turn, is based on a system of interrelated stages aimed at effective evaluation and selection of innovations for implementation in the enterprise. These stages are substantiated by economic methods of innovation efficiency so that enterprises at the corporate level, when determining long-term goals, can analyze and take into account the tasks of innovative development.

The convergence and interpenetration of strategic and innovation processes is ensured by the integration of methods for evaluating development strategies and selecting innovations based on the following main stages:

1) analysis of the external environment and development of innovative behavior;
2) analysis of the internal environment and assessment of innovative activity;
3) consideration of alternative options for achieving strategic goals;
4) selection of innovative projects;
5) feasibility study and organizational and technical justification of innovative strategies;
6) analysis of innovative potential;
7) evaluation of the effectiveness of the development and implementation of product and technological innovations, taking into account internal infrastructure capabilities;
8) analysis of the innovation process to identify the correspondence between the achieved and planned results of the implementation of innovations.

Thus, the implementation of one of the essential characteristics of the mechanism for integrating strategic and innovative development, which consists in the convergence and interpenetration of these two processes, can be performed on the basis of a model for establishing the relationship between methodological approaches to the assessment, selection and implementation of strategies and innovations.

This contributes to the implementation of effective sources of innovative development of the enterprise, namely:

– definition of strategic goals and objectives based on innovations,
– building an effective innovation policy,
– development and implementation of innovations as directions strategic development,
– investment support for innovation processes at the corporate level.

Considering the development of an enterprise as a continuous process of acquiring and expanding its resource capabilities. It should be emphasized that since the course of development of each enterprise is strictly individual. This means that each enterprise has an individual set of resources, it is impossible not to take into account the impact. Which renders the existing resource set to the choice of enterprise strategy. Claiming that an important factor the choice of an enterprise of one or another type of innovation strategy should be resource provision in an organic combination with the goals of the strategy. Let us study the interaction of these two factors and their influence on the formation of an innovative development strategy by an enterprise. Noting that the innovative goals of the organization stem from the overall strategic goals, and the resource set of the enterprise forms the necessary innovative potential.

So, it can be argued that the management of the innovative development of an enterprise is not limited only to determining the goals of the innovative strategy, but requires an assessment of the company's capabilities for their implementation.

It follows that innovation goal forms a vector of development, which should ensure the achievement of the set goals, but the best results can be obtained by an enterprise only if its goals correspond to the existing innovative potential through which the organization develops.

The choice and implementation of an innovation strategy depends on the state of the innovation potential. The formation of which can be carried out at the expense of the components and elements of the internal environment of the organization. The set of resources that an organization has forms its innovative potential and characterizes its readiness for systematic innovative development. And consequently, it affects the structure and direction of the innovation strategy.

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Subject 5. Strategic planning as a function of innovation management

1. Essence And objective background strategic planning V innovative management

In the context of tendencies to increase the unpredictability of the business environment and risk, strategic planning is of particular relevance.

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

innovative strategy as an integral part of the overall strategy of the organization is a purposeful activity for setting priorities perspective development organization and their achievement, as a result of which a new quality of production and management is provided. It is implemented through progressive non-standard reasonable management decisions made taking into account the specifics of the organization.

The main goal of strategic planning in the company is to create a long-term advantage, and the main method is constant adaptation to market conditions and anticipation of changes in the external environment. Thus, the main task of strategic planning of innovative activity is the construction of a scheme of the company's innovative behavior in the market. Schematically, this process can be represented as follows.

Rice. 7. Planning of innovative activity.

The specifics of the organization's innovation strategy depends on the profile of its activities, the level of production and technical development, the focus and volume of work carried out in the production and research departments within the innovation cycle for various types of innovations, their scope.

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

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

The responsibility for the innovation strategy on which the survival of the organization depends lies with the managers, and the task of top management is to identify the managerial potential for the specific conditions of the functioning of the organization, systematically review their "internal" reserves of managerial talent, set the scope and goals of the necessary managerial training and allocate appropriate resources. .

But in any case, the priorities of the innovative strategy of the commodity producer are limited by its innovative potential in the field of production (main) activity.

2. Main kinds innovative s strategists th

Depending on the conditions of the micro- and macro-environment, the goals of the enterprise, the organization can choose one of the main types of innovation strategy:

ü An active /technological/ strategy,

ü Passive / marketing / strategy.

Active strategies are a response to ongoing and possible changes in the external environment through continuous technological innovation.

Passive strategies are constant innovations in the field of marketing, for example, constant innovations in the field of forms and methods of marketing products, communication policy.

Let us consider active innovation strategies in detail. They, in turn, are divided into leadership strategies and imitation strategies.

Strategy leadership (offensive strategy). The purpose of the company: to occupy a leading position in the market. This strategy is characterized by a high level of risk and efficiency. For its effective implementation, it is necessary to focus on research (in most cases, on fundamental research) in combination with the use of the latest technologies. The strategy is typical for large companies, when the industry is dominated by several large companies with a weak leader.

The offensive strategy is also called the “technology leader strategy”, which means that the company implements a new technological idea, conducts R&D, releases a pilot batch, conducts market testing, launches series production etc. In other words, all of the above 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 companies.

Many firms that once chose this strategy have transformed into TNCs and are known throughout the world: microsoft, xerox, ford, ge, etc.

True, the choice of such an innovative strategy also has a number of disadvantages: due to the lack of market experience in implementing a new strategy, technology leaders face a high degree of risk and uncertainty (technological, market, business).

simulation strategies.

Protective (defensive or strategy following behind leader). Purpose: to maintain a competitive position in existing markets, to keep close behind the leader, using its innovations with some changes.

Enterprises that have chosen this strategy are distinguished by a high level of technology and production technology, product quality, relatively low production costs, have a stronger position in marketing and production compared to innovative developments, R & D (win by identifying the mistakes of the "technological leader" and technological and marketing adjustment of the novelty).

Imitation strategy. Enterprises with this strategy use the innovations of other organizations released to the market with some improvements and modernization. Strengths imitating enterprises: high production culture, organizational and technical potential, good knowledge of market requirements, strong market positions. Quite often, these imitators take the lead in their industry and their respective markets, surpassing the original innovator leader. At certain conditions such a strategy becomes very profitable.

Intermediate strategy. It is characterized by the use of the weaknesses of competitors and the strengths of the enterprise, as well as the absence of direct confrontation with competitors at the first stages. Using this strategy, enterprises, mostly small ones, fill in the gaps in the specialization of other enterprises, that is, they choose market niches. The presence of such niches is explained by a certain weakness of other enterprises, their lack of capabilities or unwillingness to fill the existing gaps. Such a strategy is used in relation to modifications of the basic models of innovation.

absorbent strategy (licensing). It involves the use of innovative developments performed by other organizations. Innovations are so diverse in terms of complexity and novelty that even large companies with powerful innovation development units cannot carry out work on the entire spectrum of innovation efficiency.

Strategy "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. The most typical firms that choose this strategy are firms with a low level of knowledge intensity, which are on state subsidies or small (family) firms in the service sector.

Strategy "improvements". The essence of the strategy is to accept the need to improve the product with the main goal of reducing its cost. However, if earlier in the period of domination price factors competition could be limited to this strategy, at present this limited innovation strategy can only bring short-term results.

Rogue innovative strategy. It can be used when fundamental innovations affect the technical and operational parameters of products that were produced earlier. Effective at the initial stages of distribution and implementation of innovations. This strategy can be chosen by enterprises with weak market positions if they have breakthrough technologies at a certain stage.

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 organization.

Technological capabilities are determined by the internal and external characteristics of innovation. The internal ones include the previously formed scientific and technical and technological potential, the elements of which are personnel, a portfolio of patents. Examples of the external manifestation of the organization's technological capabilities are the availability and scale of distribution of licenses, the forms and nature of relationships with suppliers and consumers.

Competitive opportunities reflect the following indicators: the relative market share controlled by the organization, the ability to quickly respond to the dynamics market structures and, as a result, a flexible approach to the content of the goals of the organization's innovative strategy, etc.

In practice, firms use several strategies.

3. Choice innovative strategies

The specific type of innovation strategy, first of all, depends on the state of the processes of interaction between the commodity producer and the external environment in the broadest sense.

The process of choosing the most rational innovation strategy in specific economic conditions is always based on the results of an assessment of all forms of innovation activity, manifested in innovations of various types.

However, in practice, the implementation of this provision causes certain difficulties. The main one is that innovation activity as an object of innovation management covers all aspects of the organization's work and is integral part any functional or production subsystem. For example, the main objectives of the organization include:

Release of high-quality products of a given type and volume on time,

Improving the efficiency of using scientific and production potential,

Active foreign economic activity,

Ensuring environmental safety of production and elimination negative consequences economic activity, etc.

The first goal involves the improvement of the products themselves and their production technologies, the development of new products and processes, which allows at least not to reduce the financial results of the main activity and maintain the organization's market position in the event of a change in the state of the business sphere.

Second the goal is based on the need to rationalize production, service, management processes based on the improvement of functional and production structures, improving the efficiency of the use of human, information, financial, material resources, updating the production, technical and engineering base.

The third goal requires the presence of a scientific and technical reserve that ensures a high level of competitiveness of products in the world market and, accordingly, a wide consumer demand.

The goals of an ecological nature are realized as a result of the development and application of non-waste technologies, types of products that are environmentally friendly and for the manufacturer, the necessary environmental protection structures, etc.

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

Improvement of previously mastered products and technologies,

Creation, development and use of new products and processes,

Improving the quality level of the technical and technological base of production,

Improving the quality level of the research and development base,

Improving the organization and management of innovation activities,

Ensuring the environmental safety of innovation,

Achieving competitive advantages of an innovative product over similar products in the domestic and foreign markets.

The prerequisites for the success of an innovation strategy are the specific conditions in which it is developed and implemented, the state of the research sector, production processes, marketing, investment activity, strategic planning and their relationship.

Any organization is not at all free to choose an innovation strategy in the literal sense. Their “freedom of choice” is limited by the previously accumulated experience of innovative activity, the results of using existing techniques and methods for choosing a strategy in general and individual innovative projects, the professionalism of managers, consumers and opportunities practical application results of proposed projects.

It is necessary to conduct a constant analysis of the adequacy and expediency of the existing structure of markets, functions, tasks, qualification level of personnel in a specific economic situation, which is very important for developing real long-term prospects for the development of the organization.

Let us consider the bkg matrix used to select an innovation strategy.

Fig.8. bkg matrix

New products appear more often in growing industries and have the status of a “problem” product. Such products may turn out to be very promising, but they need significant financial support from the center. As long as these products are associated with large negative financial flows, the danger remains that they will fail to become star products. The main strategic question, which presents a certain difficulty, is when to stop financing these products and exclude them from the corporate portfolio? If this is done too early, then you can lose a potential star product. The category of "star" products can include both new products and new trademarks enterprise products. The risk of financial investments in this group is the greatest.

Star products are market leaders, usually at the peak of their product cycle. They themselves bring in enough funds to maintain a high share of a dynamically developing market. But despite the strategically attractive position of this product, its net cash income is quite low, since significant investments are required to ensure high growth rates in order to take advantage of the experience curve. There is a temptation for managers to reduce investment in order to increase current profits, but this can be short-sighted, since in the long run this product can turn into a cash cow commodity. In this sense, the future revenues of the star product are important, not the current ones.

When the growth rate of the market slows down, star products become cash cows. These are products, or business units, that have a leading position in a market with a low growth rate. They are attractive because they do not require large investments and provide significant positive cash flows based on the experience curve. Such business units not only pay for themselves, but also provide funds for investing in new projects on which future growth enterprises. In order for the phenomenon of goods - "cash cows" to be fully used in the investment policy of the enterprise, it is necessary to competently manage products, especially in the field of marketing. Competition in stagnant industries is very tough. Therefore, constant efforts are needed to maintain market share and search for new market niches.

Dog products are products that have low market share and no growth opportunities because they are in unattractive industries (in particular, an industry may be unattractive due to high levels of competition). These business units have zero or negative net cash flows. Unless there are special circumstances (for example, this product is complementary to a cash cow or star product), then these business units should be disposed of. However, sometimes corporations retain such products in their nomenclature if they belong to "mature" industries. Large markets in mature industries are to some extent protected from sudden fluctuations in demand and major innovations that fundamentally change consumer preferences, which allows products to remain competitive even in a small market share (for example, the market for razor blades).

Thus, the desired sequence of product development is as follows:

The implementation of such a sequence depends on the efforts aimed at achieving a balanced portfolio, which involves, among other things, a decisive rejection of unpromising products, ideally, a balanced product portfolio of an enterprise should include 2-3 “cow” products, 1-2 “stars” , a few “problems” as a way forward, and perhaps a small number of “dog” products. A typical unbalanced portfolio has, as a rule, one “cow” product, many “dogs”, several “problems”, but no “star” products that can take the place of “dogs”. An excess of aging goods (“dogs”) indicates the danger of a downturn, even if the current performance of the enterprise is relatively good. An excess of new products can lead to financial hardship.

Topic 6. Types of innovative behavior of firms

1. Competitive innovative strategies

One of the main problems in innovation management is the temporary nature of the benefits derived from the implementation of innovative projects. The innovator has excess profits only as long as competitors do not appreciate the potential of a new product or technology and begin to copy innovations. Therefore, the most important task of planning innovation is to design strategies that allow you to save long-term profit streams from the introduction of innovations.

Depending on the capabilities of the firm, its innovation strategy, the type of product or service, and the stage of the life cycle of the novelty, the company may adhere to the following innovative competitive strategy:

b Blocking strategy

b Strategy of "advance",

b Strategy of "cooperation".

"strategy blocking"- this strategy can be used when the company has already released new product to the market and strive to extend the period of maximum profits by blocking competitors from entering the market. Restrict access, as practice shows, in two ways.

The first way is to use at each stage of creating a new product unique technology and know-how that competitors do not have. The information must therefore be confidential.

The second way is to signal a future price reduction for your products in the event of the appearance of analogue products. This strategy can also be used when competitors have the same opportunities as the manufacturer at each stage of the development and release of a new product, and also have access to new technologies and marketing know-how.

The reason for using this strategy in such a situation is the assumption that, from an economic point of view, potential imitators of a new sieve product will be introduced to the market only if they are sure not only of cost recovery, but also of high profits. And if earlier the technological leader reacted by lowering the price level for a new product, then potential competitors will most likely make a negative decision to enter a new market.

Blocking the entry of potential competitors by lowering the price level is especially relevant when the innovator is protecting technology that can be used in subsequent new products (this decline is also offset by future windfall profits from the implementation of new projects).

"strategy lead"- This strategy assumes that the company must be innovative enough to be able to develop and bring new products to market faster than competitors. At the same time, the problem of "cannibalism" appears - the old products of the company are forced out of the market when a new product appears in its assortment. This problem seriously hinders the implementation of the "preemption" strategy.

"strategy cooperation"- this strategy is the exact opposite of the "blocking" strategy. In other words, instead of preventing competitors from entering the market, the company, on the contrary, stimulates their entry into a new market. There are several reasons for this behavior.

The first reason an innovator is positive about copying his product is because he wants to set a certain technological standard. The more analogues of new products appear, the larger the technology is used, the more related new products will enter the market, which means the more likely the growth of consumer interest in new products. Thus, by making their innovation a market standard, the innovator leader gains significant benefits.

The second reason lies in the intention of the innovator to increase counter-demand, which is an incentive to increase demand for new products. For example, intel makes available to other companies its developments in the field of computer software production. An increasing number of companies are buying personal computers, which are becoming more affordable due to the use of new technologies, and this in turn leads to an increase in demand for Intel microprocessors.

Quite often, innovative firms are forced to license their inventions to gain access to markets and business areas where they do not have sufficient competence, or to enter new geographic markets.

Most effective interaction with potential competitors will use a combination of the above strategies.

2. Types innovative behavior firms

In accordance with the classification l.g. Ramensky distinguish the following types of innovative behavior of firms:

b Violenta,

b Patients,

l Explerents,

b Commutators.

Violenti- These are large companies with mass production, developed infrastructure and a significant research and development base. They have a high innovative potential, free financial resources, scientific developments, material and technical means in order not only to develop an innovation, but also to master it in production and commercialize it. They can act as an innovator, investor and innovator (depending on the stage of development).

Patients- companies specializing in the production of unique novelties. The patient occupies a narrow market niche and serves non-standard consumers. These are large, small or medium-sized firms (for example, the German company Porsche specializes in the production of luxury sports cars). These firms have an adaptive innovation policy. Patients use a differentiation strategy - they create a product with specific characteristics. Due to the uniqueness of the innovative product offered by this company, competition in the segment it occupies is not high, and this creates additional advantages.

The development of the patient takes place within the boundaries of the selected market segment, and therefore is highly dependent on market conditions (which is the weak side of the patient). Further, two possibilities open up for the company: either to diversify (to master a new type of activity) and turn into a violet, or to gradually reduce the scale of activity and then leave the market.

In addition, such a narrow specialization brings other inconveniences - a small or medium-sized patient company can be absorbed by the violet.

Explerents- the purpose of the existence of such companies is the constant release of radical innovations. These are small innovative firms. The peculiarity of the explorer is that their innovative potential includes mainly intellectual resources, with the help of which innovative products are developed.

The explorer lacks financial and logistical support, so it is not able to promote and disseminate its development on a large scale. In other words, these are innovative firms that carry out the first stages of the innovation process.

Since the explerent lacks financial resources, it needs financial support. And if help is provided, then the explerent develops rapidly and turns into a violet. In the absence of such support, the explerent is quickly forced out of the market, and, accordingly, there can be two development scenarios: either bankruptcy or loss of autonomy, that is, turning into a subdivision of the violet. If an explerent becomes such a subdivision, then it gets the opportunity to carry out its developments without experiencing a shortage of financial resources. And Violent gets access to the know-how of a controlled company.

Commutators- firms that imitate novelties or offer new types of services based on new products. This strategy of imitation is characteristic of many small firms. Their role in the innovation process is to facilitate the diffusion of innovations. Their activities are mainly related to the production of legal copies of products of well-known companies, as well as the provision of after-sales services for innovative products.

Topic 7. Financing of innovation activities

1. Sources funding innovative activities

Innovative activity requires significant investments related to the development of resource, personnel and information potential of organizations. Therefore, the formation of a financial base for the implementation of innovations is an important element of the state scientific and technological policy, for the implementation of which resources from various sources should be attracted. At the same time, the forms and methods of attracting resources, even from traditionally established sources, do not remain constant due to changes in economic practice.

On In practice, not only small and medium-sized companies, but even large ones often face the problem of insufficient funding. There are three main obstacles to the accumulation of financial resources.

1. The planned innovation can be so risky, and future income so unpredictable, that the company's management refuses to finance the project from its own sources;

2. If the firm plans to finance innovation through borrowed money, and profit on the project is expected only in the long term, it is quite difficult to convince the lender of the potential of an innovative project;

3. A situation may arise when an investor allocates funds for a certain project, and the company's management decides to use these funds to partially finance another innovation. As a result, funds are insufficient at the project implementation stage and one of the directions is closed.

World practice identifies the following sources of innovation funding:

Government appropriations

Own funds of industrial organizations, higher educational institutions

Funds of non-profit organizations

Credit resources, private savings of the population and foreign capital.

State statistics in the Russian Federation keeps records of funding sources in the following areas:

Republican (local) budget funds

Own funds

Funds from off-budget funds

Funds of business sector organizations

Funds of private non-profit organizations

Funds from foreign sources.

In general, all sources can be divided into 2 large groups: direct financing and indirect. Direct financing is associated with the receipt of real financial resources, and indirect - these are tax rebates and benefits, tax credits, credit benefits, leasing of special scientific equipment, customs benefits, depreciation benefits, etc.

2. State financing

By allocating funds from the budget, the state has a real opportunity to accelerate innovation processes, orient them in the right direction and contribute to an overall increase in the efficiency of resource use and the formation of an innovation climate.

In general, in Russia, the provision is fixed by law that appropriations for financing scientific research and civilian developments are allocated from the federal budget in the amount of at least 3% of the expenditure part of the annual federal budget.

Direct budget appropriations are made on the basis of a combination of two forms of direct support: in the form of basic funding for a scientific organization and in the form of a competitive distribution of funds for fundamental and exploratory research (a system of grants) and the implementation of tasks of state scientific and technical programs (a system of contracts). Grant - monetary, material and other resources transferred by any natural (legal) persons irrevocably and free of charge to any natural (legal) person solely for the purpose of carrying out scientific activities.

The use of basic financing has as its task the preservation of a modern material and technical base, as well as highly qualified and creative personnel of the organization.

More priority is the form of distribution of budgetary funds on the basis of parallel competitive research and development on the most important problems of science and technology - a form of competitive distribution of funds that contributes to the formation competitive environment in the field of innovation.

A twofold form of competitions for obtaining state orders for research and development is possible.

Firstly , the practice of allocating state orders on a competitive basis. In this case, at the preliminary stage, an organization is selected from the circle of applicants for receiving a state order, which will offer the most effective solution, to which the state order is allocated.

Secondly , the practice of fulfilling state orders on a competitive basis. In this case, several performers who have proposed their original and promising ways to solve the problem receive a government order. In the future, the most effective solution is selected for industrial development. Therefore, this option for placing a state order can be called a competition for decisions.

The form of state order based on the competition of ready-made solutions will allow choosing the most effective solution and, at the expense of the income received from its sale, cover the costs of paying for the work of several contractors who performed the state order.

At the same time, in Russian practice the procedure for financing projects with the allocation of state budgetary funds in stages with a cumulative total is used. The state seeks to minimize the degree of risk and uncertainty inherent in innovation processes. Therefore, at the initial stage, the amount of allocated funds is usually minimal, and if encouraging results are obtained as the project or program is implemented, the amount of allocations increases.

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Questions for study: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. Features of the innovation economy and factors of competitiveness Technological forecasting of activities Expert forecasting and scenario forecasting Technological structures and approaches to the management of innovation activities General planning issues, the role of the strategic plan in the planning system Stages and tools of strategic planning ( SWOT method analysis, analysis of core competencies, five forces of competition (Porter Model), SNW analysis, PEST analysis, BCG matrix, etc.) The impact of technological and investment cycles on the innovation strategy strategies for creating competitive advantages Features of building a licensing strategy Innovations in the BSC System of strategic innovation planning in the Republic of Belarus

2 The forecasting method is a method of studying the object of forecasting, aimed at developing a forecast. Forecasting is a kind of ability to foresee, analyze the situation and the expected course of its change in the future. METHODS technological forecasting scenario method expert forecasting

Technological forecasting 1 survey (exploratory) Qualitative and quantitative indicators!!! example Method: extrapolation of time series - statistical data about the object of interest to the researcher 2

Technological forecasting 2 2 normative example the development of the forecast is carried out based on the goals and objectives that the organization sets for itself in the forecast period The method of horizontal decision matrices decision matrices are used to determine the optimal distribution of resources under given constraints ( cash, work force, its quality and qualifications, equipment, energy resources, etc.) the agreed matrices of lower hierarchical levels are combined into matrices of higher levels up to the main matrices

Method of expert forecasting Stages: 1. Preparation for the development of the forecast. 4. Conducting an examination. 3 2. Analysis of retrospective information, internal and external conditions. 5. Development of alternative options. 3. Determination of the most probable options for the development of internal and external conditions. 6. Evaluation of the quality of the forecast. 7. Monitoring the implementation of the forecast and adjusting the forecast. Tasks in preparation: a procedure for conducting forecasting has been developed; the task for the forecast is formulated; a working (analytical) support group was formulated; an expert commission was formulated; prepared methodological support for the development of the forecast; the information base for carrying out the forecast is prepared.

Scenario method 3 The main purpose of use: to determine possible development trends, the relationship between acting factors, to form a picture of the possible states that the situation may come to under the influence of certain influences. Technologies: obtaining an agreed opinion; iterative procedure of independent scenarios; use of interaction matrices, etc.

4 The level of socio-economic development is determined by the impact of a number of complementary factors, among which are: technological; socio-economic; political; cultural, etc. Increasing social economic level development and technological potential VI Level, potential V IV III II I 1985 -2035 1930 -1990 1880 -1940 1830 -1890 1785 -1835 1800 1850 1900 1950 2000 2050

4 Technological waves (modes): 1) The first wave (1785 -1835) formed a technological mode based on new technologies in textile industry, using the energy of water. 2) The second wave (1830 -1890) is associated with the spread steam engine. 3) The third wave (1880 -1940) is based on the use in industrial production electrical energy. 4) The fourth wave (1930 -1990) formed a way based on the development of energy using oil and oil products, gas, nuclear energy. 5) The fifth wave (1985-2035) is based on advances in microelectronics, computer science, biotechnology, genetic engineering, new species, development outer space, satellite communications, etc.

4 Stages of evolution of innovation management theory IV. Management of the "complex" output consumption III. Management of strategic planning tools II. Management of R&D by managers Prescientific I. Management of R&D by scientists Years 1900 1950 1970 1990

4 Pre-scientific stage. The emergence of research laboratories in large companies. T. Edison Laboratory, Kodak Laboratory, General Electric. 1900 -1950 - I. R&D management by scientists. The choice of the direction of research, the selection of projects for development, and the management of the R&D process are carried out by scientific researchers. The functions of the supervisor and the head of the commercial promotion of the project (manager) are not separated. Du Pont - development and introduction to the market of nylon

4 1950 -1970 - II. R&D management by managers. The choice of research and development directions is carried out by the top management of the companies. Development of projects that are of the greatest importance for the development of the company's business. Project management is carried out by the manager. US Airlines, Japanese Automobile Companies 1970 -1990 III. Management of strategic planning tools Formation and management of balanced "R&D portfolios", marketing research for R&D planning purposes. Satisfying the "explicit" needs of consumers. IBM, IT&T, telecommunication companies

4 Since 1990 - IV. Management of the "complex" output-consumption Transition from "closed models" R&D organizations to "open". Organizational separation of innovation generators and innovation commercializers. Creation of functional companies. Development marketing strategies satisfaction of "hidden" needs. Application systems approach in innovation management. State regulation innovation processes at the macro level, the creation of National Innovation Systems Cisco, Xerox, etc.

5 Planning the activity of the enterprise determination of the main directions and proportions of the development of production, taking into account the available material and labor resources on the basis of the most complete identification of the types, volumes of goods required by the market and the timing of their release. In a broad sense, planning consists in making a set of decisions related to future events. In a narrow sense, planning is reduced to the preparation of special documents - plans that determine the specific actions of the enterprise to implement the decisions made.

The purpose and objectives of planning 5 The main goal is to ensure the effective functioning and development of the enterprise. anticipation of probable market trends and the corresponding adjustment of the production program of the enterprise; study of consumer requirements and the formation of a program focused on their needs; continuous improvement of production efficiency; identification and mobilization of internal production resources; application of the most economical technologies and equipment; coordination of actions with suppliers, consumers, intermediaries of the enterprise and the orientation of these actions to achieve mutually beneficial results. ensuring the release of higher quality products;

5 Principles of planning concreteness; marginality; temporal orientation; flexibility; continuity; complexity; consistency; mandatory performance. Balance planning methods; normative; program target; factorial; economics and mathematics.

5 Planning concepts (Approach) Concept Analogy Strengths (advantages) Weaknesses (disadvantages) Reactive (from the past) Swim against the current experience, tradition; continuity; taking into account the interests of all units Inactive (inertia) To stay in a turbulent stream caution; sequence Preactive (anticipation) Interactive (designing the desired future) Ride the first wave Change the course of the river adequate assessment of the external environment; accounting for changes; decision optimization interaction with the external environment; participation of personnel in planning lack of consistency and interaction; bureaucratization of management; overestimated needs of units of change are not perceived; creativity and innovation are not stimulated; failure to adapt to change underused experience; fascination with formal planning procedures; the psychological unpreparedness of the staff for changes is closer to the ideal than to the practical model; adaptation, adaptation, not design

5 Types of plans Feature Types of plans Deadline long-term; medium-term; short-term; operational. The content of economic activity R&D plans; production; marketing; sales; material and technical supply; financial plan etc. organizational plans enterprises; structure plans of shops, departments and services; enterprises plans for branches, etc.

5 Characteristics of the enterprise's plans Name of the plan Planning horizon Description Long-term strategic planning (forecasting) 5 10 years in accordance with the mission and the main goal of the enterprise, the most important directions of economic development are established, strategic goals and objectives for functional units are determined. Medium-term strategic planning (forward planning) 2 5 years social development. Short-term planning (current) 1 year Planned technical and economic indicators are calculated and established, systems of norms and standards are developed and established, a business plan of the enterprise is being developed. Short-term planning (operational) Q1 , 1 month, 1 day, 1 shift, production programs are developed for the production divisions of the enterprise: workshops, services, calendar-planned standards are calculated, tasks are set for sections, workers.

6 Strategic planning of enterprises' activities Strategy means an interconnected set of actions to achieve the set goals. Strategic planning is a set of measures to achieve long-term success (5 1 years) success (goals) in business. 1. Development of the mission of the enterprise 2. Setting goals 6. Formation of strategies (strategy tree) 7. Choice of strategy 3. Analysis of the internal external situation of the enterprise 5. Analysis of threats and opportunities 4. Analysis of influencing factors 8. Expected financial results

6 The choice of an innovation strategy depends on the level and dynamics of the development of equipment and technology, technological order, industry, competitors Development of a strategy is carried out using: - tools strategic analysis; - theories of the life cycle of one manufactured product; - the relationship of generations of manufactured products; - ongoing scientific and technical policy; - tools technological audit and etc.

6 1 SWOT analysis method method of studying strengths and weaknesses Weaknesses SWOT mission Goals organization Strengths Threats Opportunities SWOT analysis table form ) Opportunities (external Threats (external probable factors, External factors, which can give additional complicate the achievement of the environment of the opportunity for the goal) achievement of the goal)

6 3 Method of analysis of core competencies understanding that in business you need to have something that customers will appreciate uniquely well Competency properties 1 assessment of capabilities 4 2 3 Assessment of the competencies currently available in the organization Definition of competencies that allow achieving the desired values ​​of the selected factors

4 Model of the five forces of competition (Porter Model) 6 tool for expert analysis of competitive conditions prevailing in the market Impact assessment Attractiveness of the industry for the organization Forces Threat of new competitors new competitors - new players in the market; Intensity of competition impact of suppliers; The threat of the appearance of substitute goods influenced buyers. The market power of buyers of the organization (company) offering substitute products; Bargaining power of suppliers Existing competitors;

6 5 SNW-analysis (Strength, Neutral, Weakness) expert method, which gives a qualitative assessment of the "strength" of the internal environment of the organization, represented by several positions deep study of the internal environment of the organization Table form for conducting SNW analysis Strategic positions and characteristics ) strategy 2. Business strategies for specific businesses 3. Organizational structure 4. Finance as overall financial position 5. Product as competitiveness 6. Cost structure Qualitative assessment S N W

7 When forming the strategy, the following principles are used: - diversification of manufactured goods; - combinations of production of goods improved as a result of the introduction various kinds innovation; - applications for various products, depending on their competitiveness, different strategies: violets, patients, commutators or explerents; - development of international integration and cooperation; - improving the quality of management decisions, etc.

6 Birth Affirmation Destructuring Birth Exodus Fall Product Life Cycle Simplification Product Life Cycle Stages Stabilization

7 1) Origin The emergence of an idea that will form the basis of a new type of technology, the definition of principles of operation. Establishment of the company zxplerenta. 2) Birth Applied research, as a result of which ways to create new technology are formed. Beginning of the transformation of an explorer company into a patient company. 3) Approval Practical creation of samples of a new type of technology. Transformation of the patient's firm into a violet firm. 4) Stabilization The period when a technical idea exhausts its potential further development. Large-scale implementation of new products. Expansion of Violenta's activities on the world market, creation of branches.

7 5) Simplification Optimization of resource consumption in the creation and use of technology. Establishment of a transnational company from Violenta. 6) Fall Comparative deterioration (non-compliance with modern requirements) of most technical economic indicators in the production and use of technology. Level improvements rationalization proposals. Reorganization is the separation of commutator firms. 7) Outcome A change in the function of the operated equipment, a decrease in its importance in production and consumption. 8) Destructuring Abandoning production and use old technology. Change in the specialization of firms: release of other products.

7 The organization is forced to work on a product that belongs to three generations of technology: outgoing, dominant and promising. Output B A C Time, t t 1 Structure of the firm's output t 2 t 3 AC A B B B C

Strategic planning of scientific and technological policy requires reliable identification and forecasting of development trends for each generation of relevant equipment at all stages of its life cycle. The scientific and technical policy of an enterprise should carefully monitor domestic and world trends in the development of science and technology. The methodological apparatus for the analysis of information arrays includes methods: determining the characteristics of publication activity; analogue patents; terminological and lexical analysis; scorecards.

8 Technological audit is a tool that allows you to identify production and management processes that need improvement (used in the formation of the overall strategy of the organization with an innovative component) Usually it is the basis for the development (acquisition) and implementation of process innovations The basis of technological audit is the formation and study of the value chain - a system of interrelated business processes for customer value creation value.

8 Overhead processes General management Work with personnel Logistics Legal support Accounting, etc. Production Logistics Production processes (primary) Implementation Value chain links After-sales service

9 The market position of the organization is determined by the combined influence of the following indicators: - controlled market share and the dynamics of its development; - access to sources of financing and raw materials; - positions of a leader or a follower in the industry competition, etc. The choice of strategy is carried out for each product, direction, identified when setting a goal.

9 Allocation of production capacities for production is recommended to be carried out on the basis of market analysis and novelty of products. Product/market matrix, %

9 Strategic (dynamic) approach to management future Deterministic strategy present Strategic Approach The planned part of the strategy Includes deliberate, purposeful actions The adaptive part of the strategy future 1 future 2 Includes reactions to changes future 3 external and internal environment present

9 Adaptive part Formalized part Large corporations and enterprises that own a large market share and influence the market (for example, Violenta) Formalized part Adaptive part Small innovative enterprises"pioneers" "young" ventures

10 Market Segments for Different Strategies of Innovators Adjusting to the Market Patients Horizontal – Standard Business Local Market Commutators Vertical – Specialized Business Violents Experts Market Change Global Market

10 Standard business medium quality, well-known names, ordinary innovations. A specialized business is characterized by high quality, radical innovation, small volumes. Characteristics of strategies: Violet (power) strategy is typical for organizations operating in the field of large, standard production. Mass production. Medium quality. The patent (niche) strategy is characterized by narrow specialization for a limited circle of consumers. High quality. To order. Commutative (connecting) strategy is designed to take into account the local characteristics of the market. Satisfy individual requests. Explerent (pioneer) strategy is associated with the creation of new or radical transformation of old market segments.

10 When choosing a strategy, it is necessary to take into account: 1) Risk, i.e., an acceptable level of risk is determined for each option. 2) The results of applying previous strategies (if they were strategies), internal and external problems of their implementation. 3) The time frame for the implementation of the strategy, and the corresponding speed of development of the external and internal environment. 4) Consistency of the strategy with the founders and, if necessary, with the authorities, public organizations, population, etc.

11 The purpose of the innovative activity of organizations is to enter the market with new, innovative products and services to profit from the sale of the innovations themselves (for a fee, granting the right to use them) The content of the licensing policy is to find a balance between the options: to produce independently innovative products and enter the market with it; concentrate on the initial stages of the innovation process and, through the sale of licenses, entrust the production and marketing of products to other organizations; take a combined approach.

11 Competitive advantage S t e n v a n d s ication Benefit from the sale of licenses 1 Advantage from the sale of innovative products Time 2 3 Life cycle of competitive advantage based on innovative development and related products

11 Methods for developing a strategy 1) "Top down" - strategic program is developed by the management of the organization and how the order goes down to all levels of management 2) "From the bottom up" - each unit develops recommendations for the preparation of a strategic plan within its competence. Then these proposals are sent to the management, which summarizes them and makes the final decision (possibly during discussion in the team) 3) With the involvement of consultants

11 Investment project Control object Beginning Technical and technological content Result Methods and technologies of project management Innovation project Control object Start? ? ? Project management methods and technologies Result

12 Four directions in the BSC are interrelated and represent a causal chain of strategies: financial indicators reflect the result of activities, show how interested investors are in investing in an enterprise customer relationships show how an enterprise can interest customers in order to attract them and achieve the required financial results internal processes show which processes play the most important role in realizing its competitive advantage by an enterprise innovation and staff development show what knowledge, skills, experience, technologies and other intangible assets will help an enterprise realize its competitive advantage

12 BSC development: balanced scorecards are developed that reflect the main goals of the enterprise, as well as their decomposition in the form of a set of critical success factors (CSF). The degree of detail of the success factors depends on the specifics of the enterprise and on the level at which it is supposed to monitor and evaluate the implementation of the success factors and, as a result, the achievement of the goal. Example One of the goals Customer loyalty KFU Customer service quality Goods quality

12 Scorecard Development: A set of key indicators efficiency (KPI). These metrics quantify success factors and can be given formulas or other methods of calculation. KFU Example Quality of customer service KPI Number of complaints and complaints Number of repeat requests Time to work on an order Planned values ​​of goals (success factors) and performance indicators for the strategic and tactical period are set. The achievement of these values ​​is periodically monitored and used to make decisions on changing the plans (goals) of the strategies.

12 Example Scorecard development: The performance indicators of the enterprise processes are developed and associated with the KFU are the link between the goals of the enterprise and the processes leading to their achievement. Success factors are a kind of condition for achieving the goal, processes show how these conditions are met. One of the goals KFU customer loyalty Quality of customer service Processes Product delivery process Product sales process KPI Number of repeated requests Product quality Number of complaints and complaints Time spent on order