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Although innovation policy is a function of enterprise management as a whole, its main directions lie in the area marketing activities:
· in products and services;
· in markets, consumer behavior and values;
· in the technology of both production and sales of products.
The result of innovation can be New Product or service, new market or consumer values, new forms of sales, etc. This paragraph should indicate what issues the entrepreneur is going to pay attention to when pursuing his innovation policy, and how successful resolution of these issues may in the future affect general situation enterprises, strategies for establishing their sales volume, market share, etc.
Section VII. Competitive advantages
Enterprises taking into account the degree of risk
In this section it is necessary to compare the position of this enterprise with the position of its main competitors, determine positive sides their activities and develop measures to reduce risk in achieving their goals.
Competitiveness of the enterprise and its products
It is advisable to assess the competitiveness of an enterprise and its products in tabular form after selecting a list of competitiveness factors (indicators), main competitors and an assessment method. It is advisable to consider only the most important factors for the business in question. Among the methods for assessing competitiveness, you can focus on a simple point system, when each of the factors under consideration, both the analyzed product (enterprise) and competitors, is assessed on a certain scale (for example, a 10-point system). The higher the score on the factor (indicator), the higher the competitiveness of the enterprise in in this direction. The sum of points for all factors (indicators) shows the overall level of competitiveness of each of the products (enterprises) under consideration. Based on the sum of points, competitiveness coefficients can be obtained as the ratio of the sum of points of competitors to the sum of points of the analyzed product (enterprise).
More complex is the method of calculating a rating for each competitiveness indicator, which is the product of the score and the weight (influence) of the factor. Factor weights can be obtained expertly or using the paired comparison method. The overall rating of each of the compared competitors reflects their overall level of competitiveness. Based on the ratings of competitors (products or enterprises), by analogy with the point method, competitiveness coefficients can be obtained as the ratio of the total ratings of competitors to the total rating of the analyzed product (enterprise)
The definition of competitiveness should be as realistic as possible; any underestimation or overestimation of the rating of a product or enterprise leads to incorrect decisions in the field of marketing activities. You should not try to secure your competitive advantage on all factors, because it is very difficult. The main thing is to identify your competitive advantages, which you should rely on in the process of the enterprise’s activities.
Risk assessment
The operation of an enterprise entails a certain risk, which is associated with the uncertainty of the future. There are risks that are insured by insurance companies and those that are not. The course work should describe the main insurable risks and ways to reduce them. Non-insurable risks, which include commercial, financial, political and intra-company risks, should be classified according to the degree of their influence on the activities of the enterprise.
It is known that risk is a probabilistic category that cannot be directly measured. It is only possible to indirectly assess the risk in a particular area. To determine the degree of risk both in general for the type of activity and for individual areas of marketing policy, you can do the following: select risk factors, give them a weight assessment according to the degree of influence on the business in question and determine the degree of risk using, for example, 10 point system According to the principle, the lower the score, the lower the risk level. As a result of the product of the weight of the factor and its level in points, the risk factor rating is calculated. The sum of the ratings shows the risk zone in which the enterprise is located.
For a 10-point rating system this is:
· from 2.5 to 5 points - acceptable risk zone;
· from 5 to 7.5 points - high-risk zone;
· over 7.5 points - an unacceptable risk zone.
Development of measures to reduce risk
As a result of assessing the degree of risk, the most problematic issues that can have a decisive impact on the success of the business are identified. Therefore, it is necessary to outline measures to reduce the risk. This is especially true in areas where there is a certain competitive advantage of a given enterprise. Obviously, an open and honest discussion of this issue in the plan will show the feasibility of the business in question. You should not panic if you have to resort to adjusting previously outlined strategies, because good solutions It's never too late to take it.
Part 2. Initial data for course work
Course work in the discipline "Marketing" involves analyzing the state and dynamics of market behavior in city N. The diagram of city districts is shown in Fig. 2.1, general characteristics- below.
In total, 1 million people live in city N: incl. in district No. 1 - 200 thousand people, in district No. 2 - 100 thousand people; in district No. 3 - 180 thousand people, in district No. 4 - 250 thousand people, in district No. 5 - 120 thousand people, in district No. 6 - 150,000 people.
When developing a marketing plan, the following characteristics of the city N should be taken into account:
1. The specified city is located in the student’s region of residence.
2. The male part of the population is 49%, and the female part is 51%.
3. The population under the age of 14 is 21%, from 15 to 19 years old - 7%, from 20 to 29 years old - 14%, from 30 to 39 years old - 17%, from 40 to 49 years old - 13%, from 50 up to 59 years old - 12%, from 60 to 69 years old - 10%, 70 years old and older - 6%.
4. About 140 thousand people (40% of the total number of employees in the city) are employed at 130 large and medium-sized enterprises in 14 main industries. The industrial sector produces 50 to 60% of the gross urban product,
5. The unemployment rate is 3%.
6. There are 25 higher education institutions in the city educational institutions with a total number of students of about 125 thousand people, 14 technical schools with a total number of about 12 thousand people, 36 secondary vocational schools with a total number of 30 thousand people. The city's general education system includes 150 institutions of primary general, basic general and secondary (complete) general education. The number of students and pupils there is about 100 thousand people.
7. The city has branches of most of the largest Russian and foreign commercial banks. In total there are more than 80 banks and their branches.
8. In city N, wholesale and retail trade is developing at a serious pace. The total trading area of the city is about 700 thousand m², of which about a third were modern shopping centers. The city has stores of large Russian and international retail chains.
9. Urban passenger transport is represented by municipal buses, minibuses, trams, trolleybuses and metro.
10. The city’s logistics network includes railway, road, water, aerial views transport, as well as a significant number of storage facilities.
11. In total, there are about two hundred cultural institutions of regional and municipal significance in the city. Among these institutions there are 8 theaters, 5 concert halls, 97 libraries, 17 cinemas, 25 additional institutions children's education, 8 museums, exhibitions, digital planetarium.
12. According to data sociological research The city's population can be divided into 5 categories according to their standard of living: rich (10%), wealthy (14%), poor (40%), poor (24%) and poor (12%).
Before starting work, the student must determine what type entrepreneurial activity he must analyze and plan from a marketing perspective. You should first familiarize yourself with the accepted symbols:
AP - automobile enterprise;
BO - shoe base;
BS - base building materials;
ZS - building materials plant;
KA – consulting agency;
MM - furniture store;
MO - shoe store;
MS - a store selling building materials;
OM - a workshop for repairing and manufacturing shoes to order;
TB - transport bureau;
FM - furniture factory;
FO - shoe factory.
| District No. 2 | |||||||||||||||||
| District No. 1 | |||||||||||||||||
| PA3 | BS3 | ||||||||||||||||
| FO1 | ZS1 | FM1 | AP1 | PA1 | PA4 | MC3 | |||||||||||
| BO1 | BS1 | FM2 | TB1 | PA2 | OM3 | MS4 | |||||||||||
| BO2 | BS2 | MM1 | TB2 | OM1 | MO3 | TB5 | |||||||||||
| MO1 | MS1 | MM2 | TB3 | OM2 | KA2 | TB6 | |||||||||||
| MO2 | MS2 | MM3 | TB4 | KA1 | |||||||||||||
| District No. 4 | |||||||||||||||||
| District No. 3 | MM6 | ||||||||||||||||
| MM7 | |||||||||||||||||
| FO2 | ZS2 | MM4 | FM3 | TB7 | MM8 | ||||||||||||
| BO3 | BS4 | MM5 | OM4 | TB8 | MO6 | ||||||||||||
| MO4 | MS5 | PA5 | OM5 | MO7 | |||||||||||||
| MO5 | MS6 | PA6 | MO8 | ||||||||||||||
| KA3 | AP2 | ||||||||||||||||
| KA4 | AP3 | ||||||||||||||||
| District No. 5 | PA7 | KA5 | TB9 | ||||||||||||||
| MS7 | PA8 | PA10 | TB10 | ||||||||||||||
| AP4 | MS9 | MS10 | MS8 | PA9 | RA11 | TB11 | |||||||||||
| AP5 | FO3 | MM9 | |||||||||||||||
| AP6 | BO4 | MM10 | |||||||||||||||
| FM4 | MO9 | RA12 | District No. 6 | ||||||||||||||
| ZS3 | FM5 | MM11 | |||||||||||||||
| ZS4 | FM6 | MM12 | |||||||||||||||
| ZS5 | TB12 | MM13 | |||||||||||||||
| BS5 | TB13 | MM14 | |||||||||||||||
| KA6 | TB14 | MO10 | |||||||||||||||
Fig. 2.1. City map N
Among the enterprises proposed for research we can highlight:
· enterprises engaged in production activities:
o ZS - building materials plant,
o FM - furniture factory,
o FO - shoe factory;
· enterprises engaged in wholesale intermediary activities:
o BO - shoe base,
o BS - base of building materials;
· enterprises engaged retail trade goods:
o MM - furniture store,
o MO - shoe store,
o MS - a store selling building materials;
· enterprises specializing in providing services:
o AP – automobile enterprise,
o KA – consulting agency,
o OM - a workshop for repairing and manufacturing footwear according to orders,
o TB - transport bureau.
The student’s assignment (specific type of enterprise) is determined depending on the last two digits of its code (see Table 2.1).
Characteristics of the market share of enterprises by type of product are given in Tables 2.2-2.6. Here, the market share of each enterprise is calculated based on annual revenue from sales in the base period.
Table 2.1. Definition of the research object
| Prev | Last digit of the grade book | Company |
| FO1 | ||
| MS1 | ||
| MM1 | ||
| MO1 | ||
| AP1 | ||
| ZS1 | ||
| FM1 | ||
| MM2 | ||
| BO1 | ||
| BS1 | ||
| PA1 | ||
| AP2 | ||
| MO2 | ||
| MS2 | ||
| TB1 | ||
| ZS2 | ||
| FM2 | ||
| MO3 | ||
| KA1 | ||
| BS2 | ||
| OM1 | ||
| TB2 | ||
| MM3 | ||
| ZS3 | ||
| TB3 | ||
| MC3 | ||
| MO4 | ||
| MM4 | ||
| PA2 | ||
| TB4 | ||
| KA2 | ||
| OM2 | ||
| MS4 | ||
| PA3 | ||
| BS3 | ||
| MM5 | ||
| TB5 |
Continuation of Table 2.1
| Last digit of the grade book | Company | |
| MO5 | ||
| PA4 | ||
| MS5 | ||
| MM6 | ||
| OM3 | ||
| PA5 | ||
| AP3 | ||
| MS6 | ||
| MM7 | ||
| TB6 | ||
| MS7 | ||
| MO6 | ||
| KA3 | ||
| FO2 | ||
| FM3 | ||
| MM8 | ||
| PA6 | ||
| AP4 | ||
| ZS4 | ||
| FM4 | ||
| PA7 | ||
| MS8 | ||
| BO2 | ||
| MM9 | ||
| TB7 | ||
| PA8 | ||
| MO7 | ||
| KA4 | ||
| TB8 | ||
| MM10 | ||
| OM4 | ||
| TB9 | ||
| PA9 | ||
| AP5 | ||
| MO8 | ||
| PA10 | ||
| MS9 |
Continuation of Table 2.1
| The penultimate digit of the grade book | Last digit of the grade book | Company |
| MM11 | ||
| FO3 | ||
| TB10 | ||
| KA5 | ||
| RA11 | ||
| FM5 | ||
| MO9 | ||
| BS4 | ||
| TB11 | ||
| MM12 | ||
| OM5 | ||
| MS10 | ||
| KA6 | ||
| TB12 | ||
| BO3 | ||
| MM13 | ||
| RA12 | ||
| ZS5 | ||
| TB13 | ||
| FM6 | ||
| MO10 | ||
| AP6 | ||
| BO4 | ||
| TB14 | ||
| MM14 | ||
| BS5 |
Table 2.2.Market distribution of footwear industry enterprises
| Shoe factories | Shoe bases | Shoe stores | Shoe workshops | ||||
| Name | Market share, % | Name | Market share, % | Name | Market share, % | Name | Market share, % |
| FO1 | BO1 | MO1 | OM1 | ||||
| FO2 | BO2 | MO2 | OM2 | ||||
| FO3 | BO3 | MO3 | OM3 | ||||
| BO4 | MO4 | OM4 | |||||
| MO5 | OM5 | ||||||
| MO6 | |||||||
| MO7 | |||||||
| MO8 | |||||||
| MO9 | |||||||
| MO10 |
Table 2.3.Distribution of the building materials market between enterprises
| Factories for the production of building materials | Building materials databases | Stores selling building materials | |||
| Name | Market share, % | Name | Market share, % | Name | Market share, % |
| ZS1 | BS1 | MS1 | |||
| ZS2 | BS2 | MS2 | |||
| ZS3 | BS3 | MC3 | |||
| ZS4 | BS4 | MS4 | |||
| ZS5 | BS5 | MS5 | |||
| MS6 | |||||
| MS7 | |||||
| MS8 | |||||
| MS9 | |||||
| MS10 |
Table 2.4.Distribution of the market for the production and sale of furniture between enterprises
| Furniture factories | Furniture stores | ||
| Name | Market share, % | Name | Market share, % |
| FM1 | MM1 | ||
| FM2 | MM2 | ||
| FM3 | MM3 | ||
| FM4 | MM4 | ||
| FM5 | MM5 | ||
| FM6 | MM6 | ||
| MM7 | |||
| MM8 | |||
| MM9 | |||
| MM10 | |||
| MM11 | |||
| MM12 | |||
| MM13 | |||
| MM14 |
Table 2.5.Market distribution transport services between enterprises
| Automotive companies | Transport bureaus | ||
| Name | Market share, % | Name | Market share, % |
| AP1 | TB1 | ||
| AP2 | TB2 | ||
| AP3 | TB3 | ||
| AP4 | TB4 | ||
| AP5 | TB5 | ||
| AP6 | TB6 | ||
| TB7 | |||
| TB8 | |||
| TB9 | |||
| TB10 | |||
| TB11 | |||
| TB12 | |||
| TB13 | |||
| TB14 |
Table 2.6.Distribution of the advertising and consulting services between enterprises
| Advertising agencies | Consulting agencies | ||
| Name | Market share, % | Name | Market share, % |
| PA1 | KA1 | ||
| PA2 | KA2 | ||
| PA3 | KA3 | ||
| PA4 | KA4 | ||
| PA5 | KA5 | ||
| PA6 | KA6 | ||
| PA7 | |||
| PA8 | |||
| PA9 | |||
| PA10 | |||
| RA11 | |||
| RA12 |
Part 3. Sample forms tables
Learn control technology innovation policy enterprises. In accordance with international standards innovation is defined as the final result of innovation activity embodied in the form of a new or improved product introduced into the market of a new or improved technological process used in practice or in a new approach to social services. The structure of the work includes the introduction of the chapter Innovative management at the enterprise, the chapter Management Technology...
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An important element providing a systematic approach to the development and implementation of innovations, a mechanism for implementing an innovation strategy, is innovation policy of the enterprise, which can be defined as the attitude of enterprise management to innovation activities, officially expressed in goals, principles, directions and forms of implementation.
Innovation policy can be presented within the framework of three main elements: setting goals and objectives for innovative development; development of effective methods and means of achieving set goals, as well as selection and organization of personnel capable of solving assigned innovative tasks.
Innovation policy of the enterprise is a set of goals, strategies and measures for the development of innovation activities, developed by management and scientific and technical services. She happens to be integral part scientific, technical and economic policy enterprises and determines the directions of innovative activity and measures to stimulate its development.
Main targetinnovation policy is to increase the competitiveness of products, an enterprise and its economic indicators based on the development and implementation of innovative projects and programs.
However, the goals of a company's innovative activities depend on its specifics, external conditions and characteristics of the internal environment and can vary significantly.
Innovative tasks businesses can be:
Ensuring that the structure of products by stages of the life cycle corresponds to the structure of innovations by stages of completion;
Determining the sources of innovation (our own developments or those brought in from outside);
Ensuring rational proportions between innovations of various types (for example, in terms of the degree of novelty and radicality).
As main principles of innovation policy enterprises can offer the following:
Socio-economic efficiency of innovations;
Concentration of resources on strategic directions of development of the organization;
Respect for freedom of creativity and access to scientific and technical information;
Encouraging innovative ideas and developments;
Compliance with current legislation;
Social responsibility.
18. Stages of formation of an enterprise's innovation policy.
Sequence of innovation policy formation in an enterprise can be represented by several main stages.
1. Analysis of the state of innovation processes in the previous period and development of recommendations. The main purpose of such an analysis is to study the dynamics, scale, forms and effectiveness of innovative development at an enterprise in retrospect.
2. Development of competitive innovative behavior in the coming period, setting goals and objectives and their coordination with enterprise development plans. Based on the results of a SWOT analysis of the state of innovation processes at the enterprise, its corporate guidelines for growth and development, innovative ideas are generated.
3. Study of innovation activity in the previous period and assessment of the current state of innovation infrastructure. As part of this analysis, data is obtained on the economic capabilities of the enterprise to develop and implement a leader's strategy based on new technologies, or a follower's strategy aimed at introducing improving products.
4. Formation of innovative strategies, coordination of them in terms of timing, resources andperformers. It is carried out taking into account alternative options for the development and implementation of innovative projects at different times, using resources from various sources, with the involvement of various specialists.
5. Determination of economic efficiency, selection and formation of a portfolio of innovative projects. The options for innovative development strategies generated at the previous stage are presented in the form of innovation investment projects or business plans.
6. Assessing innovative potential and ensuring effective operational management of innovative development strategies at the corporate level. At this stage, the final selection of an innovative development strategy is carried out, which meets the requirements of organizational and economic support.
7. Analysis and control of set and achieved strategic goals of innovative development, identification of deviations. In the process of implementing innovative development strategies, not only their organizational and economic support is provided, but also timely adjustments in the event of significant changes in market conditions, the introduction of analogue products by competitors, the emergence of new scientific knowledge, and destabilization of the economic situation at the enterprise itself. The identified deviations are reflected in the implemented strategies for innovative development.
The innovation policy of an enterprise is the determination by the management of the enterprise and its scientific and technical departments of the goals of the innovation strategy and mechanisms for supporting priority innovation programs and projects of the enterprise.
There are two approaches to the development and implementation of scientific and technical policy and the process of introducing innovation at an enterprise.
1. When driving forces process are innovating firms that are the first to introduce innovations at their enterprises; their actions are stimulated by the possibility of obtaining temporary significant profits. This approach connects the introduction and subsequent dissemination of innovations with the possibility of either a rapid and significant reduction in production costs, or rapid market success, manifested in a sharp increase in demand. At the same time, NTP represents an abrupt, intermittent change in technology, the replacement of old goods with new ones.
2. When the process of introduction and subsequent dissemination of innovations is associated primarily with the possibility of initially providing only a small segment of the market and obtaining minimal profits on this basis. In the future, scientific and technological policy, together with marketing policy, is focused on the subsequent conquest, perhaps over a long period of time, of a significantly larger market share, which should accordingly lead to an increase in profits in the future. Such a scientific and technical policy presupposes that the enterprise has a long-term and sustainable strategy in the field of scientific and technological progress. In this case, not only the market for a specific innovation is taken into account, but also the possibility of deploying related production (this is especially important when introducing a fundamentally new product that affects wide range production and personal needs). With this approach, scientific and technological progress (within a separate enterprise) is considered not as an abrupt process, but rather as a continuous process.
In practice, when developing an enterprise’s scientific and technological policy, as a rule, there are 4 functional areas (between which there are wide areas of overlap) for innovation management:
· Research and development;
· quality management and certification in accordance with the composition and scope of GOST elements;
· creation of an updated production base;
· development of the innovation market.
The research and development section includes subsections such as:
· exploratory and fundamental research;
· technical developments (developmental, technological, design and organizational) and pilot production;
· first development of innovations (technical and economic);
· dissemination and replication of innovations.
The creation of an updated production base is a kind of technical re-equipment plan, but drawn up not in the form of applications for financing (as our enterprises often do in the old fashioned way), but in the form of a system of business plans for investment projects with control recording of payback, profitability, net present value and internal interest rate for each business plan.
Finally, the development of the innovation market acts as a system of measures linked to the relevant provisions of marketing policy. Each new product can be viewed from two perspectives:
· presence of new technical solutions and their significance;
· impact of a new product on the market.
A product may contain many technical innovations and at the same time lack market novelty if it satisfies the same needs as a traditional one. The price changes insignificantly, and it is not profitable.
