Classification of firms with different innovation strategies. Classification of innovative strategies and their specifics. Similar works to - Classification of innovative strategies and their specifics

Innovative strategies, on the one hand, can be described as strategies planned. This is a classic version of strategic planning, when we develop a strategy for adapting to the external environment. It is believed that the company really uses strategic planning as part of its innovation activities, when, in general, innovations are introduced at least once every 1–3 years. Thus, the periodic introduction of innovations suggests that the company actually develops innovation strategies.

On the other hand, one can also talk about strategies emergent. The difference from planned strategies is that emergent innovation strategies are developed as a response to changes that have occurred.

Understanding an innovation strategy as a particular model of a company's behavior in new market conditions, we can distinguish two main groups of strategies - active and passive.

Active innovation strategies It is assumed that the company bases its innovation activity on the development and introduction of a new product or new technologies to the market. In other words, we are talking about new technological ideas for the production and sale of the product.

The second group of strategies ( passive innovation strategies ) involves passive marketing innovation strategies. In this case, we are talking about the fact that the company mainly uses innovations in the field of marketing, organizational building and, accordingly, focuses more on this area of ​​innovation. At the same time, the products remain traditional and the assortment does not change.

It is rather difficult to say exactly what strategies small companies are inclined to. First, there are no results of serious studies; secondly, it is impossible to characterize all industries, let alone regions. However, in general, it can be said that the more resources a company has and the more actively a company positions itself as a market leader, the sooner it will apply both types of innovation. Accordingly, active innovation strategies will be accompanied by marketing innovations.

Speaking about active innovative strategies based on a new technological idea, two fundamentally different groups can be distinguished.

The first group is represented leadership strategy, which lies in the fact that the company positions itself as a technological leader in the market and, accordingly, is the first to come up with a new product or new technology.

The second group of strategies is imitation strategies, when a company somehow various methods and tools copies the successful innovation of the leader.

The strategy of a technology leader involves the following main stages: development of a new technical idea, research and development (R&D), release of a trial batch, testing, mass production and implementation of a marketing program.

The technology leader strategy is chosen, as a rule, by large companies, TNCs, which have a fairly serious R&D base, resource, material base and human resource in order to develop new technologies and products, as well as introduce them to the market. Such electronics companies include, for example, Samsung, Intel, IBM, Nokia, Panasonic and sony, in the field of software development - Microsoft and google, in the healthcare and pharmaceutical industry Roche, Novartis, Pfizer, Johnson & Johnson, Sanofi and etc.

At the same time, there are innovative, quite often venture, small companies that, by developing New Product, a new technology and then, not having the opportunity and resources to commercialize it, they sell a license for more large companies who are able to commercialize products.

In general, it can be said that small and medium business, with the exception of science and technology companies, is generally not inclined to use the technology leader strategy. It should be emphasized that with this strategy, the company constantly positions itself as "number one" in bringing new products or technologies to the market.

The advantages of this strategy are obvious:

• novelty factor;
• the possibility of obtaining excess profits;
• changing the image towards innovation.

However, there are three groups of risks when choosing a technology leader strategy.

The first group is the problems and difficulties associated with techno-indeterminacy. Techno-uncertainty implies that when introducing fundamentally new technologies embedded in a product to the market, you cannot always be sure that the technical or technological market is ready to use this product. There are many examples of this both in the B2C market and in the B2B market. The previously mentioned robot AIBO companies Sony was developed in the early 1990s, but the invention did not at all correspond to the low level of technological development, and therefore the release of the product had to be postponed for eight years.

In such situations, TNCs with business units in many areas and covering both the B2B and B2C sectors may set a new technological standard for adapting their own innovative products.

The second group of problems is related to market uncertainty. When developing and introducing a new product to the market, no company can be 100% sure that the market will positively perceive this novelty. Consumer preferences change very quickly and the results marketing research do not always reflect reality. It often happens that a consumer who, in a questionnaire, during an interview or in a focus group, answers that he would be happy to purchase this product, not necessarily in real life. market situation will acquire it. Accordingly, it is never possible to accurately predict how a consumer will react to a new product.

Finally, the third group, the so-called business uncertainty. One of the most important problems for technology leaders is that it is difficult to predict the reaction of competitors to the introduction of a new product. Next, competitive strategies within innovative marketing that can reduce the risk of business uncertainty will be discussed in detail.

There are three main areas of development for innovative small and medium-sized businesses.

The first alternative is to find a loyal investor for your new product, new technology and grow through these investments. It was on this that the development strategy of the brand "Bystroff" (instant cereals) was based, which managed to attract impressive investments, about 40% of which were directed to an aggressive promotion campaign. However, the problem of finding an investor is one of the most difficult, as it is associated with the risk of losing control over own business and rather stringent conditions under which, as a rule, investments are attracted.

The second alternative is development by franchising scheme. The franchisee receives income in the form of fees for the provided technologies, staff training fees, and for the right to use the trademark. The average franchise fee is approximately 10% of the company's profits. However, for small businesses that do not have broad opportunities for lobbying their interests, this scheme is also suboptimal, since the transparency of the franchisee's business in Russian conditions still remains at a fairly low level.

The third alternative is a timely sale ready business, product or technology, i.e. complete rejection of them. But here the concept of lost profits arises, and very often it is psychologically difficult for entrepreneurs to abandon their offspring.

The company can choose one of the simulation strategies. The first of them is leader following strategy. It suggests that the company takes the leader's innovation and makes major technological improvements to it by changing the formula of the product itself. The result is second-wave innovation. Often, improving a new product requires an equally strong R&D base, large financial outlays, and aggressive marketing. Sometimes imitators, having the same technology as the leader in their R&D portfolio, deliberately stick to it in order to analyze the market perception of the new product and avoid technical and marketing errors.

It should be noted that in this case it is possible to bypass the leader (from a market point of view) by having a stronger brand, to which a sufficiently large share of the target market is loyal. Thanks to intensive marketing activities, it is possible to achieve an effect when the imitator and the leader change places in the eyes of consumers, it is only important to prevent the perception of your product as an imitation and position it as an absolute novelty. The company has made great strides along the way. Apple.

It is interesting

Despite the established image of a revolutionary and innovator, the company Apple in many cases, in fact, it does not act as a technology leader, but as a follower. The company's products are often significantly modified and improved (both in terms of technology and design) options for analogues already available on the market. As well as iPad, smart watch can also be an example Apple Watch that mimics (albeit with significant improvements) a large number of "predecessors": LG G Watch Moto 360 Pebble watch , Samsung Galaxy Gear Sony SmartWatch and others Revolutionary Apple often lies not in technology, but in the ergonomics and user-friendliness of products.

The next type of imitation strategy is copy strategy. Unlike the follow-the-leader strategy, the copy strategy assumes that the copying company takes innovative idea leader or following the leader and completely copies a new product or technology. Since in this case there is no investment in R&D and there are no marketing risks of the innovator, the company has the opportunity to pursue a flexible pricing policy and offer the market new products under its own brand with certain price advantages.

Statistics for Western countries shows that 60% of patented innovations are legally imitated within four years. If we talk about illegal imitation and copying, then the numbers will be much higher.

Example

In 1998, a new type of snack was released to the market of St. Petersburg - rye croutons under the Chapaevsky brand. They were produced by a small company with rather limited resources. At that time snacks on Russian market there were not very many, and rye crackers were not presented at all. This product was in excessive demand, and the question arose of expanding the business. The innovator company did not have the funds to expand its capacity and increase productivity, and strong competitors (Baltika, Bochkarev) with a powerful resource and production base copied this product, which was technologically easy. In 2001, over $22 million worth of rye croutons were sold in Russia, with the Chapaevskie brand having a market share of less than 5%. Thus, small businesses, having acted as a technological leader in the market, simply could not hold their positions precisely because of the lack of a resource base.

If elected addiction strategies, the firm fully recognizes its secondary role in relation to the leader and introduces innovations only when it is required by new technological standards set by leaders and followers. Although this strategy and are classified as technological, but the degree of innovative activity of the firms that have chosen it is very low. The most typical choice of this strategy is for firms belonging to industries with a low level of knowledge intensity or small (often family) firms in the service sector.

improvement strategy can be attributed to the traditional version of the innovative behavior of companies until the early 1980s. This strategy consists in accepting the need to improve the product with the main goal of reducing its cost. As a rule, we are talking about the introduction of new production technologies and an increase in overall labor productivity in order to optimize the cost structure in order to reduce prices for their products.

Passive or marketing, innovative strategies involve the use of new marketing approaches to promote old, traditional products. Here we are usually talking about aspects such as new product differentiation or repositioning.

Example

Company Motorola very actively differentiated its products but such an indicator as quality, within the framework of the "6 sigma" quality management system. In the USA, a special award was even established for achieving "6 sigma" quality (three to four defects per million units of production).

It is possible to differentiate products by highlighting the environmental factor, as the environmental component of competitiveness is becoming more and more relevant.

Example

Company 3M in 1995 stated that its total environmental spending was $13 billion. If you look at the structure of these costs, it is mostly charity, support for all kinds of environmental movements, i.e. not directly related to the environmental friendliness of production and product. But, nevertheless, the new image was projected by the market on the company's products, which began to be perceived as more environmentally friendly.

Marketing innovation strategies include continuous innovation in sales, pricing and marketing communications concepts.

Subject. Innovation planning

1. Strategic planning of innovation activities

2. Classifications of innovation strategies

3. Marketing strategies to promote innovation

Strategic planning of innovation activities

The choice of strategy is the key to the success of innovation. A firm may find itself in a crisis if it fails to anticipate changing circumstances and respond to them in time. Strategy can be defined as a decision-making process.

Strategy - it is an interconnected set of actions to strengthen the viability and power of an enterprise (firm) in relation to its competitors. This is a detailed, comprehensive, comprehensive plan to achieve your goals.

In the second half of the XX century. the number of new managerial problems that cannot be predicted based on past experience. The geographical scope of the organization's activities is expanding, which also complicates managerial activity. The main burden falls on the top management, which is responsible for developing strategies and forming strategic plans.

A growing number of companies recognize the need for strategic planning and actively implement it. This is due to growing competition: you can’t live only for today, you have to anticipate and plan for possible changes in order to survive and win in the competition.

By the beginning of the 70s. 20th century in the West, a situation has developed that was marked by a transition from strategic planning to strategic management.

Strategic management is defined as a management technology in conditions of increased instability of factors external environment and their uncertainties over time. Strategic management activities are associated with setting goals and objectives of the organization, maintaining a system of relationships between the organization and the environment that allow it to achieve its goals, correspond to its internal capabilities and allow it to remain susceptible to external challenges. Unlike operational management, which serves to achieve specific tactical goals of the organization, strategic management of the organization is designed to ensure its long-term strategic position.

The essential difference between strategic planning and strategic management characterized primarily by the fact that the first, especially on initial stage of its development, in fact, came down to strategic programming, i.e., to the formalization and detailed elaboration of existing strategies or strategic vision. Therefore, effective strategic change requires a breakthrough beyond the traditional framework and preconceived ideas about specific business. Unlike overly formalized strategic planning, strategic management is primarily a synthesis.

Thus, strategic planning is a necessary element of the process strategic management, it is an integral part of the process of developing an organization's strategy.

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

Strategy development has two main objectives.

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

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

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

The overall purpose of the organization should consider:

The main activity of the company;

Working principles in the external environment (principles of trade;

relationship with the consumer; conducting business relations);

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

At target selection There are two aspects to consider: who is

the firm's customers and what needs it can satisfy.

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

1) profitability - to achieve in the current year the level of net profit of 5 million c.u. e.;

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

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

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

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

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

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

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

Each goal should be limited in time, the deadline for its achievement is set.

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

Must be achievable;

We must not deny one another.

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

Evaluate changes occurring or possible in the planning period;

Factors that threaten the position of the firm are identified;

The factors favorable for the company's activity are investigated.

Processes and changes in the external environment have a vital impact on the firm. The main factors related to the external environment are the economy, politics, market, technology, competition. Especially an important factor is competition. Therefore, it is necessary to identify the main competitors and find out their market positions (market share, sales volumes, targets, etc.). For this, it is advisable to conduct research in the following areas:

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

Investigate the impact of the external environment on competitors;

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

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

The strategy is the starting point for theoretical and empirical research. Organizations can vary in topics. the extent to which their key decision makers have committed themselves to the innovation strategy. If top management supports attempts to implement an innovation, the likelihood that it will be accepted for implementation in the organization increases. As senior management is involved in the decision-making process, the importance of strategic and financial goals increases,

Classification of innovation strategies

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

grocery - focused on the creation of new goods, services, technologies;

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

resource- an element of novelty is introduced into the resource support (labor, material and technical, financial, informational):

organizational and managerial - related to changes in management systems.

The basis for the development of an innovative strategy is the scientific and technical policy pursued by the company, the market position of the company and the theory of the product life cycle.

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

1. offensive- typical for firms basing their activities on the principles of entrepreneurial competition; characteristic of small innovative firms.

2. defensive- aimed at that. in order to maintain the competitive position of the company in existing markets. The main function of such a strategy is to activate the cost-benefit ratio in the innovation process. Such a strategy requires intensive R&D.

3. Imitation- is used by firms with strong market and technological positions: they are not pioneers in the release of certain innovations to the market. This copies the main consumer properties (but not necessarily technical features) innovations released to the market by small innovative firms or leading firms.

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

Basic Strategies growth is divided into four groups:

1) strategy of intensive development;

2) integration development strategy:

3) diversification strategy:

4) reduction strategy.

When implementing intensive development strategies the organization builds its potential by making better use of its internal forces and the opportunities provided by the external environment.

There are three strategies for intensive development:

"an existing product in an existing market" - the strategy is aimed at deeper penetration with this product on the market;

“new product - old market” is a product innovation strategy in which a product with new consumer properties is developed and it is sold in the old market;

"old goods - new market» - a marketing innovation strategy aimed at selling a well-known product in new market segments.

There are three integration development strategies:

Vertical integration with suppliers;

Vertical integration with consumers;

Horizontal integration (interaction with industry competitors).

There are also three diversification strategies:

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

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

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

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

There are several types of reduction strategy:

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

Local innovation - cost management associated with changes in individual elements of the enterprise;

Technological - a change in the technological cycle in order to reduce personnel and overall costs.

The innovation strategy, developed on the basis of the theory of the product life cycle, takes into account the phases in which the product is located. Sometimes the innovation life cycle includes several stages: origin, birth, approval, stabilization, simplification, fall, exodus and destructuring.

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

2. Birth. At this stage, a new system appears, formed largely in the image and likeness of the systems that gave rise to it. For example, after the design of a technical solution, they proceed to a general presentation of a new type of technology (formulation of a layout diagram) or to the transformation of an established company into another one that works for a narrow market segment and satisfies its specific needs.

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

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

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

6. The fall. In many cases, there is a decrease in most significant indicators of the vital activity of the system, which is the essence of the turning point. At this stage, improvements to the previously created technical system begin at the level of rationalization proposals, the breakdown of TNCs into a number of separate firms that carry out medium and small businesses to meet local needs.

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

8. Destructuring. Here, all vital processes of the system are stopped, or it is used in a different capacity, or it is disposed of. The firm ceases to exist; as a rule, this means its re-specialization for the production of other products.

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

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

At the stage of stabilization of the production output of generation B (the moment t 2 , the stages of saturation, maturity and stagnation), its technology has been fully mastered; the demand is great. This is the period of maximum output and the greatest cumulative profitability of this product. The output of product A has fallen and continues to fall (chart b in fig. 5.3.).

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

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

On fig. 5.3 it can be seen that a stable value of the total income of an enterprise (firm) is ensured by the correct distribution of efforts between successive products (generations of technology). Achieving such a distribution is the goal of the formation and implementation of the scientific and technical policy of the company. The optimization of this policy requires knowledge of the technical and technological capabilities of each of the successive (and competing) generations of technology. As one or another technical solution is mastered, its real ability to meet the corresponding needs of society and economic characteristics change, which, in fact, determines the cyclical nature of the development of generations of technology.

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

Any company in the market wants to be able to sell goods and services for a long time to ensure guaranteed profits for a long period. To this end, the company is developing a long-term program of its actions in the market. This program contains the company's strategy - a model of cumulative actions for a long period to achieve the goals. The strategy of the economic organization of the company is a system of main goals and ways to implement them. The firm establishes the main directions of activity, forming a strategy of action. The development of a system of paths that provide the company with viability in the market in the future is a development strategy.

It should be noted that any strategic measures taken by the firm are innovative in nature, since they are somehow based on innovations in its economic, production or marketing potential, therefore they are innovative strategies.

There are certain approaches to the classification of innovative strategies.

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

The following classification of innovation strategies can be given:

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

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

3) by management methods: traditional, op-portunist, imitation, defensive, dependent, offensive. There are 2 groups of innovative strategies:

active (technological) or passive (marketing).

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

To achieve a leading position in the market, it is necessary to implement the following strategies:

1) creation of a new market;

2) a strategy of continuous improvement;

3) licensing strategy - the creation of new products and their licensing.

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

These circumstances point to the need systems approach to the development of a classifier of innovative strategies.

Any company in the market wants to be able to sell goods and services for a long time to ensure guaranteed profits for a long period. With this goal, the company develops a long-term program of their actions in the market. By the way, this program contains the company's strategy - a model of cumulative actions for a long period to achieve the goals. The strategy of the economic organization of the company is a system of main goals and ways to implement them. The firm establishes the main directions of activity, forming a strategy of action. The development of a system of paths that provide the company with viability in the market in the future is a development strategy.

It should not be forgotten that it will be important to say that any strategic measures taken by the firm are innovative in nature, since they are somehow based on innovations in its economic, production or marketing potentials, therefore they will be innovative strategies.

There are certain approaches to the classification of innovative strategies.

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

The following classification of innovation strategies can be given:

1. planned, implementing in nature: institutional (company level) and central (state level);
2. strategies (company level) according to the content of the subject: in the field of research and development, the structure of goods and services, finance;
3. by management methods: traditional, op-portunistic, imitative, defensive, dependent, offensive.

There are 2 groups of innovative strategies: active (technological) or passive (marketing)

There is another approach to the classification of innovative strategies, which is based on setting the goal of the strategy being developed, to which ᴏᴛʜᴏϲᴙ is the choice between gaining market leadership or maintaining an existing position.

To achieve a leading position in the market, it is extremely important to implement the following strategies:

1. creation of a new market;
2. strategy of continuous improvement;
3. licensing strategy – creation of new products and their licensing.

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

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

Most economists and analysts came to the conclusion that the way out of the crisis will be associated with the emergence of another wave of innovations that can give a long-term impetus to the next period of growth, innovation activity, as a rule, is long-term and provides for a clear vision of the future. Forming the directions of this activity, taking into account the prospects, is the process of developing an innovative strategy.

Innovation strategy - one of the means to achieve the goals of the enterprise, is new for this enterprise, for the market, for consumers and the like.

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

The formation of an innovative product strategy should be considered at three levels: corporate associated with the development of the mission of the enterprise, a description of long-term strategic goals in the markets of innovative goods; business layer, which involves portfolio analysis innovative projects, research of market positions of the enterprise and determination of priority directions of its innovative development; at the product level- setting marketing goals, determining ways to achieve them for each type of innovative product.

There are the following main types of innovations:

Innovation of products (services);

Innovation technological processes, or technological innovation;

Organizational innovation;

Market innovation;

Raw innovation.

Scholars classify these strategies in various ways (risk-related, characteristic feature innovations, by types of innovations, by the essence of innovations, their levels, etc.) (Table 9.2).

Table 9.2. Classification of innovation strategies

type of strategies	essence
Depending on the types of risk
Strategy within the enterprise	risk minimization
Enterprise Interaction Strategy	risk pooling
strategy internationalization	Insurance
strategy diversification	risk distribution
Depending on the needs of innovation
offensive (aggressive)
defense (protective)	Maintaining a position is the use of the results of monitoring the actions of leading enterprises in the market, which allows you to recreate the achievements of these companies in a short time and enter the market after them without claims for leading positions (replacing unprofitable products, stimulating prices, reducing terms in the preparation of goods)
imitation	Complete imitation of the actions of market leaders and directing the main efforts to ensure production process
traditional	Used in conditions of continuous and gradual market changes
Niche strategy	new niches
offensive (aggressive)	In situations of rapid leaps and bounds, getting ahead or maintaining a lead
Depending on the type of innovation and the level of development of existing technology
competitive	Confidence in the success of innovation
cooperation	Separation of functions with subsidiaries
Self-reliance	Sufficiency of own potential
Depending on the degree of novelty of the product and the market (according to I. Ansof)
Deep market penetration	Penetration and strengthening strategies in the market - encouraging purchases by traditional buyers, increasing market share, attracting buyers from competitors, attracting new consumers, searching for new opportunities for use
Market development strategy	Entry into new segments, new territorial markets, new distribution networks
Product development strategy	Introduction of their innovative products, new brands; modification of the assortment, improvement of product parameters, development of instrumental and emotional characteristics, etc.
strategy diversification	It is implemented when enterprises cannot develop further in a particular market with a certain product within a certain area. Mastering completely new activities
Families of related innovations	Technological enterprise uses scientific and technological developments, created earlier, for the production of new products and distributes them in new markets for the consumer. In this case, the enterprise forms a portfolio of multi-purpose innovative technologies, which subsequently create the basis for the production of many products focused on various markets and provide sustainable competitive advantages soon
External diffusion of innovation	The use of scientific and technological developments developed by the enterprise makes it possible to improve the existing product in such a way that it can be used in various fields and, accordingly, sold in various markets. Without making technological efforts, the manufacturer is trying to expand the scope of the product, actively using marketing activities.
Degalvanized horizontal diffusion	The enterprise is focusing on creating a family of new products using existing technology and promoting these products in old markets. Effective with low market saturation and constant growth in demand from target consumers
Developmental diffusion of innovations	The company makes full use of the existing technological potential and repeatedly improves the product, giving it the opportunity to expand the existing market. The application of this strategy does not involve the introduction of significant technological changes in the product. If the manufacturer is quite confident in the stability of the market, consumer preferences of its products and predicts the low technological activity of competitors, then it can safely step up its activities in this direction.
Depending on the stage of the innovation life cycle
recovery	They are implemented when an enterprise needs to regroup forces after a long growth or due to the need to increase efficiency, when there are recessions and fundamental changes in the economy
penetration	Penetration and strengthening strategies in the market (stimulating purchases by traditional buyers, increasing market share, attracting buyers from competitors, attracting new consumers, searching for new use cases)
offensive	They are used in industries that have developed with stable technology. Development goals are determined "from what has been achieved" and adjusted to changing conditions. This is the easiest and least risky course of action.
	It involves setting goals of a lower level than those achieved in the past, and is used when the company's performance indicators acquire a steady downward trend
Withdrawal from the market	Elimination strategy, strategy ((harvest ", production reduction strategy, cost reduction strategy
According to the types of innovations defined and Schumpeter
new product	New product launch strategy
New production method	Creation of a new production method
new market	New market entry strategy
new resources	Strategy for applying a new source of production resources
new organization	Strategy for creating a new organization
Depending on the degree of novelty of the product, market and technology
architectural strategy	It is implemented in the case of the development of the latest technologies used by the manufacturer to create new innovative products and, accordingly, new markets. The company focuses on the implementation of research in several different scientific areas, the results of which can be used for multiple purposes and solve various consumer problems. The end result of the scientific and technological activities of the enterprise is the creation of the so-called architectural innovation, the technological advantages of which provide the developer with the opportunity to form the structure of a new market, establish their own product policy rules, pricing strategies, marketing activities
External modifying innovations	Aims a technological enterprise to carry out research and development work that makes it possible to improve the final product already on the market. However, the introduction of various modifying innovations contributes to the creation of market niches, whose consumers prefer the proposed product due to the use of the latest technology and unique technological properties.
deepening innovation	Associated with the development of new technology, which makes it possible to create new products, attract consumers with a number of significant technological advantages. New product satisfies the existing needs of consumers at a qualitatively new level. The introduction of innovative technology increases the versatility of the product, its ease of use, and safety. The manufacturer penetrates deeper into the established market and takes a leading position
Internal modifying innovations	The latest technological developments form a wide range of possibilities for creating various modifications of the product used by consumers. Innovation activity in this direction illustrates the active use of incremental innovations, which, in turn, contributes to the expansion of the product range, the extension of the product life cycle, better satisfaction of existing market needs, strengthening the position of the enterprise in a familiar market and increasing its competitiveness

example

Types of innovative strategies depending on the degree of novelty of the product, market and technology. The formulation of marketing strategies in the market of technological innovations can be carried out using a three-factor matrix that takes into account the directions of market development innovative products, final product and technology. This matrix is ​​a development of the product-market network developed by I. Ansof.

Table 9.3. Technological innovation strategies

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