Course work planning innovations in an enterprise. Planning of innovative and investment development of an enterprise Forms of comprehensive economic planning in an innovative economy

Developing an innovation strategy involves identifying promising directions for the development of an organization based on its innovative potential and projected changes in the external environment. Effective ways and means of implementing the development strategy are chosen in the process tactical planning of innovation activities. Its main objectives are to form a portfolio of innovative projects, the implementation of which will ensure the achievement of strategic goals while making optimal use of the organization's resource capabilities and maximizing future income. For this purpose, product-thematic innovation plans are drawn up and their feasibility studies are carried out. The implementation of selected innovative projects in optimal terms and within the allocated resources is ensured by the development of operational calendar plans, which at the same time are a means of monitoring their implementation.

Product-thematic planning of innovations - the process of forming a product-thematic portfolio of innovative activities, which covers the development of programs and activities for product renewal, improvement of technology and the organization of its production and sales.

Product-thematic planning of innovations is carried out marketing subsystem management, which researches the market and identifies new requirements and consumer demands.

To do this, it is necessary to comprehensively study consumers, competitive conditions and the level of scientific and technical potential of the organization, as well as find out consumer expectations regarding the possible characteristics of the new product. These actions are an integral part of the process of product-thematic planning of innovations, their results make it possible to more accurately determine the directions of innovation activity, they are performed by various functional services of the enterprise, but the results are summarized by an integrated marketing management system.

Studies consumers and analyzes the market marketing research department. For this purpose, they most often resort to a survey of consumers, which allows us to understand their lifestyle, determine the attributes that form their social status, the optimal methods of sales, and the like. This is a kind of attraction of a potential client to the creation of a new product, which facilitates its sale. General methodological approaches to such research include consumer segmentation, studying the motives of demand, assessing ways to purchase a new product, determining the reasons for its purchase from this enterprise, assessing trends and reasons for changing needs, and the like.

Analyzes scientific and technical progress trends and the level of scientific and technical potential of the organization department of scientific and technical forecasting. Analysis of scientific and technological progress trends is necessary to determine the feasibility of planning innovative activities in a certain direction. To make an objective conclusion, scientific and technical information should be analyzed.

The method of searching for the necessary information is based on its classification. All technical information is divided into scientific, technical and patent. Scientific and technical information - this is information posted in books, scientific articles, deposited manuscripts, reports on research and development work carried out, in dissertations and the like.

Patent information - information contained in submitted but not yet reviewed applications, accepting applications and issued security documents (patents, copyright certificates).

Studies consumer expectations regarding a new product sales department in order to identify the real market need for it. This is necessary for the economic justification of the feasibility of its development into production, which is carried out taking into account the level of demand for an existing product and allows us to predict the price level for a new product.

Identify opportunities for financing innovative changes financial and economic planning departments. This helps, even at the pre-selection stage, to reject projects that the organization is unable to implement due to financial difficulties.

The analysis of activities in the selected market segment, carried out in this sequence, indicates the directions of innovative changes that the organization needs to undertake to improve the ways of meeting public demand, taking into account its financial and innovative capabilities.

Product-thematic planning of innovations involves, first of all, making a decision to update and improve the products produced by the enterprise, since it is the ability to create new goods (services) that better satisfy the needs of consumers that forms their commitment and devotion to the enterprise, providing it with sustainable competitive advantages.

To justify such decisions, the product range is analyzed and directions for its optimization in the planning period are determined.

Planning programs and activities for product renewal. The modern assortment policy of each enterprise provides for the presence in its order portfolio of products at different stages of the life cycle, and a certain relationship between them. Practice shows that for an enterprise to be successful, products that provide it with the greatest profit should cover 75-85 % total production volume. The rest comes from products whose production is being phased out (obsolete) or started (new).

Based on an analysis of the organization’s external environment (determining trends in changes in demand for its products, assessing the advantages and preferences of consumers in target market segments, etc.) and internal (product profitability, stage of its life cycle) unprofitable goods, goods with low demand, goods whose life cycle is ending. But they introduce new products that can better satisfy the needs of consumers and provide greater profits in the planned future.

The process of mastering a new product is possible only if there is an industrial design created in the organization or if there is a license for its production acquired from other market entities. If a sample does not exist, it is necessary to plan its creation. The complexity of creation and industrial development depends on how different the concept of a new product will be from the samples of products produced by the enterprise. It is necessary to carefully justify the feasibility of developing a new product, taking into account the resource capabilities of the organization and market conditions, carried out as part of the management of innovative projects.

At the same time, when analyzing the range of products produced by the enterprise, it is necessary to evaluate the possibility of extending the life cycle of those products whose consumer characteristics can be made more attractive to buyers by improving the technological process. In many cases, minor upgrades to existing technology can modify or improve the characteristics of a product and help extend its life cycle.

If the life cycle of a product has not yet been completed and it is suitable to meet the needs of consumers, and its lower competitiveness is due to price parameters, then it is quite possible to regain lost ground by reducing the cost of its production. In this case, it is necessary to develop organizational and technical measures that help reduce production costs.

If the product is inferior to an analogue that has appeared on the market in terms of quality characteristics, but they can be improved by improving production technology, then a quality management program should be developed, which may also contain elements of an organizational and technical nature.

In the case of a sufficient level of competitiveness of products in terms of price and quality parameters, but a decrease in interest in it due to the emergence of a large number of analogues, it is necessary to plan the development of innovations in the field of sales promotion (advertising, promotions, branding, etc.).

So, the analysis of the consumer attractiveness of all types of products of the enterprise, carried out in the process of product-thematic planning, allows us to determine not only the need to update the product range, but also the need to improve certain characteristics of the product to increase its consumer value. This can be achieved by improving the technology and organization of production and clearly planning activities for the organizational and technical development of the enterprise.

Planning the organizational and technical development of the enterprise. Such planning is aimed at ensuring the technological capabilities of the enterprise to produce competitive products. Planning the organizational and technical development of an enterprise includes the following stages:

1. Preliminary assessment of the technical level of production.

2. Planning activities to maintain and improve the technical level of production and the development and implementation of new technological processes necessary for the release of new products.

Assessment of the technical level of production consists in identifying, analyzing and summarizing indicators that reflect the level of progress of technology and production equipment, the degree of technical equipment, the level of mechanization and automation of main and auxiliary production, etc. Objectivity can be ensured provided that the relevant indicators are methodically correctly calculated and their dynamics are compared for a particular enterprise over a period of time certain period.

For an in-depth analytical assessment of the state of technical development of an enterprise, the need for which arises in the case of the development of a special long-term program, indicators that reflect the industry specifics of production can be used. However, technical level indicators should provide a complete description production equipment - technical means with the help of which technological operations are performed, as a result of which changes occur in the physical or chemical characteristics of the initial raw material (semi-finished products), its physical form, appearance, etc.

The characteristics of the equipment involved in a particular technology not only affect the quality of the relevant operations and products as a whole, but also determine the ability of the technology to change. For example, specialized equipment is suitable for performing only those technological operations for which it was created; universal equipment - flexible and can perform significantly more operations. Specialized equipment simplifies operations and ensures higher productivity and quality of work. This makes it attractive for use in mass production on specialized production lines. However, the transition to the production of a new product on such lines is difficult, since it is necessary to completely or partially replace or reconfigure the equipment.

So, calculation and analysis of the dynamics of indicators of the technical level of an enterprise make it possible to assess the directions and determine the essence of the measures necessary to ensure compliance of its technical and technological state with the requirements. In general, the following options for technical development can be distinguished.

1. Planning of measures for technical upgrading of the enterprise and reproduction and improvement (modernization) of its technical and technological base depends on the industry of the enterprise, as well as on marketing and production strategies that determine the requirements for equipment and technology necessary to produce a particular product.

2. Planning of technical re-equipment of the enterprise carried out in the context of the implementation of a concentrated growth strategy, when it is important to increase the production capacity of the enterprise. This is achieved by purchasing new units of used equipment.

Need in updating (reproduction) of technological equipment , which is on the balance sheet of the enterprise, exists constantly. In industries where products are traditional and have not changed for a long time, it is adherence to old technology that makes it competitive (this is especially true for some food technologies). Taking this into account, production equipment should be maintained in a condition that ensures compliance with all parameters of the technological process and production of high-quality products or replaced with a similar new one. Making a decision on an option for reproducing equipment requires justification.

An alternative to replacing production equipment with new equipment is to overhaul or modernize it. Determining the limit of permissible operation of production equipment is based on a comparison of options for its reproduction in terms of economic returns. To do this, it is necessary to take into account that:

In the process of replacing obsolete equipment with new equipment, additional one-time capital costs (for the purchase of new equipment) and losses from under-depreciation of old equipment appear;

Carrying out a major overhaul and thus extending the service life of a technical device by one more repair cycle causes an increase in the cost of production on it compared to the same costs when using new equipment.

So, if there is a long-term demand for the products produced by the enterprise, measures should be planned to maintain the technical level of production. If the market situation makes it necessary to implement a diversification strategy, then the composition of the technological equipment installed to produce new products may differ radically from the existing one, since new technological processes are being introduced.

3. Development and implementation of new technological processes . This option of technical development is chosen mainly when developing new products, which can be produced using existing technology, but subject to its significant improvement, in particular the production of certain equipment of our own design with improved characteristics.

The process of justifying the technological renewal of production consists of assessing the production characteristics of the existing technology (product quality, level of production costs, power). If these characteristics ensure the competitiveness of products and the enterprise as a whole for the planned future, then technological updating is not advisable. If not, they look for alternative options for the new technology, then compare them according to the above characteristics, as well as taking into account compliance with the resource base of the enterprise, its existing financial capabilities or creditworthiness.

The new technological process must ensure the manufacture of products that are planned for development in accordance with established technical requirements. In addition, it must be cost-effective and minimize production costs per unit of output. It is an important indicator of the economic feasibility of introducing a new technology. Therefore, if there are alternative options for the manufacturing technology of a new product, they are compared according to the criteria of minimizing costs (provided that the alternative options provide approximately the same quality characteristics of the product).

When developing or improving technological processes, it is necessary to compare options for technological solutions.

They evaluate options for technological solutions based on the cost of production, manufacture them, and implement them. However, the costs of manufacturing products should be compared without taking into account management and general production costs, since their value does not directly depend on the adopted technological process. To determine an effective option, it is enough to calculate the technological cost of the product, that is, the amount of expenses that changes for the use of various technological processes.

So, the renewal and development of the technical and technological base of the enterprise should ensure the possibility of implementing its strategic plans. Technological changes must be timely and take into account the life cycle of demand, technology and products manufactured by the enterprise. An enterprise's ability to make technological changes depends not only on the level of variability of the technology used, but also on its financial capabilities. Taking this into account, it is necessary to design new technological processes on an alternative basis in order to select the option that corresponds to the principle of economic rationality.

Technical and economic planning innovation activity is a component of the organization’s annual technical and economic plans, when its resources are distributed in various areas, including the technical development of production and product renewal. In the process of technical and economic planning, it is necessary to evaluate the results and economic efficiency of introducing innovations, as well as formulate appropriate budgets.

Technical and economic planning of innovation activities -the process of determining the volume of work that must be performed for each innovative project, as well as the needs and sources of attracting material, financial and labor resources necessary for their implementation.

The main task of technical and economic planning of innovation activities is to assess the resource needs for the introduction of innovations, which the organization can implement due to its innovative and financial capabilities, as well as determining the economic return from the introduction of innovations. To do this, it is necessary to form a budget for an innovative project for all items of its resource support, calculate the expected income from its implementation and determine the amount of possible income (marginal income). If the project involves significant changes in business (planning the development of a new product, entering new markets, developing an innovative sales promotion strategy, etc.), it is developed business plan - a detailed document containing a justification for the economic feasibility of a business project based on a comparison of the resources required for its implementation and the expected benefit (profit).

Radical technological changes occur infrequently. A significant part of the innovations is of an improving nature, that is, it is aimed at improving technical means in order to reduce the labor intensity of operations, saving materials (through the use of cheaper substitutes or optimizing processing modes of the starting material), energy, etc. Such measures help reduce production costs, which is important for enterprises implementing a cost minimization strategy or with limited financial resources. As a rule, improving innovations are local in nature and are developed by the enterprise’s employees.

The feasibility of their implementation is determined by comparing the costs of the basic and new options (in the case of the existence of alternative options, for all alternatives) and determining possible savings on those items of production costs that change as a result of the implementation of innovations. The calculation is carried out in two ways: according to the indicator of relative economic efficiency of capital investments (reduced costs) and according to a set of indicators of annual economic efficiency.

The calculations made allow us to see the return on innovation and compare it with innovation costs. If there are alternative options for innovative changes, the magnitude of the forecast economic effect serves as the basis for choosing the best option. If innovative solutions are proposed, different in nature, which can complement each other, then technical and economic calculations make it possible to determine the sequence of their implementation, carried out already in the process of operational scheduling.

carried out, as a rule, to manage the implementation of an innovative project. Its task is to determine the volume of work for each calendar period of the year (quarter, month, decade, day), plan the workload of departments and performers, develop calendar schedules for the implementation of individual innovative projects and their coordination with the calendar plans of current production, determine the amount of resource expenditure on innovative projects and the order in which they are hired to work. A clearly planned sequence of work in time and space allows you to control the implementation of innovative projects in accordance with the schedule and allocated resources and make timely adjustments to the plans and actions of the performers.

Operational calendar planning of innovation activities -planning work related to the implementation of a specific innovation project.

In the process of operational calendar planning of innovative activities, it is recommended to use network planning and management methods and management methods by objectives. With their help, they determine the order of work and the expected results, as well as the timing of their achievement and the necessary resources.

Network planning and control methods provide for drawing up schedules for the implementation of an innovative project at individual stages (works, stages), monitoring their compliance and eliminating deviations from schedules in order to optimize the timing of the project. They are used to manage the implementation of large-scale innovation projects at the stage of industrial development of innovations in order to coordinate the activities of various functional and production departments of the enterprise that carry out technical preparation of production.

Since innovation projects vary in complexity and scale, different methods are used to manage them. In particular, for small-scale and simple projects it is advisable to use Gantt charts, for large-scale ones - complex network management methods, among which the most popular are the program and review method (rekta) and the critical path method (CPM).

Management by Objectives assumes that each participant in the innovation process must have clear goals for their activities, ensuring they can choose effective ways to achieve them and accelerate the implementation of the innovation project. It was proposed as a general management tool by P. Drucker. He believed that every leader in an organization - from the highest to the lowest management level - should have clear goals for his activities, which will help him understand what exactly the organization expects from him. In innovation management, management by objectives is used for creative works and those that are not standardized, although the final result, as a rule, is clearly defined (technical characteristics that should be inherent in the new product; the functions that it should perform, the timing when it should be created prototype, etc.).

This method allows you to evaluate the actions of individual employees and departments based on the results achieved, which stimulates initiative and independence in their decision-making.

Management by objectives occurs in the following sequence: defining goals, planning actions, checking and evaluating work, and implementing corrective measures to achieve planned results.

The development of the management by objectives method in recent years has shaped an approach to managing an organization based on balanced scorecard method - a method used to select, document and interpret financial and non-financial indicators united by cause-and-effect relationships, reflecting the process of implementing the organization's strategy.

In order to plan and ensure the process of achieving goals, appropriate financial and non-financial indicators , for which target values are determined to create the possibility of subsequent monitoring. Achieve developed goals by developing and implementing strategic measures. For each strategic event there are determined deadlines its implementation, budget and clear responsibility.

A balanced scorecard involves the formulation of goals for the relevant thematic areas of the innovation process - “prospects”.

Based on empirical research, R. Kaplan and D. Norton found that successful organizations use at least four perspectives in their goal systems: Finance, Customers, Processes and Potential.

1. Perspective "Finance". The fundamental question of this perspective is: What goals should an organization set for itself, given the financial expectations of its founders? This perspective is an indicator of the success of innovation for commercial organizations, since it provides an answer to the question of whether the ultimate goal of doing business has been achieved - making a profit in the long term.

2. Customers perspective. The question from this perspective is: What are the customer satisfaction goals we must set to achieve our financial goals? This perspective refers to the organization's positioning in the marketplace and customer perceptions of its products or services.

3. Processes perspective. The goals of this perspective are formed from the following angle: changes in our internal processes necessary to achieve our goals in the future "Finance" and "Clients"? At the same time, we are not talking about listing all the processes of the organization, but about focusing on the processes critical for successful implementation of innovation.

4. Perspective "Potential" ". The question from this perspective is: What goals should we set regarding our potential to meet future demands? The resources of this perspective are: people, knowledge, innovation, creativity, technology, information and information systems. These factors of the organization's potential create the preconditions for future changes and market adaptation.

Unlike the classic names of the first three perspectives, the name of the fourth perspective can vary: “Learning and Growth”, “Development”, “Knowledge”, “Innovation” and others.

Based on the answers to the questions of each perspective, strategic goals are determined (Fig. 5.2). First, goals are formulated verbally (in words only). Then, for each formulated goal, indicators (indicators) are determined, to which target values (numbers) are assigned. For each goal, strategic measures are developed, the implementation of which is necessary to achieve the target values of the indicators.

Rice. 5.2. System for developing strategic goals of the organization

A balanced scorecard assumes the presence of feedback, when NOT only deviations from a certain course are corrected, but also the innovation strategy (Fig. 5.3).

Rice. 5.3. The process of strategic company management

It is also advisable to use balanced scorecard systems to solve the problems of operational management of the implementation of the strategic plan, in the process of which the current tasks of production activity and the tasks of innovative development are combined. The use of BSC to implement an enterprise's innovation strategy not only minimizes the costs of developing an innovative project, facilitating timely correction of erroneous actions, but also makes it possible to improve it during the implementation process, taking into account changes in consumer preferences.

A variety of tools and methods for planning medium- and short-term tasks of innovative development, which can be used for the operational management of innovative activities, ensures the choice of the optimal one, taking into account the duration, scale and complexity of the innovative task, as well as from the point of view of the effectiveness and efficiency of further control and corrective actions .

Innovative management: lecture notes for students of advanced training courses / ed. L. I. Fedulova. - M.: Institute of Economics and Forecasting of the National Academy of Sciences of Ukraine, 2011. - P. 130.
Innovative management: lecture notes for students of advanced training courses / ed. L. I. Fedulova. - M.: Institute of Economics and Forecasting of the National Academy of Sciences of Ukraine, 2011. - P. 132.

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Introduction

The development of organizations occurs through the development of various innovations. These innovations can affect all areas of the organization. It should be noted that any sufficiently serious innovations in one area of the organization’s activity, as a rule, require immediate changes in related areas, and sometimes a general restructuring of organizational management structures.

Innovations are any technical, organizational, economic and managerial changes that differ from existing practices in a given organization. They may be known and used in other organizations, but for those organizations that have not yet mastered them, their implementation is new and can lead to considerable difficulties. Organizations have different receptiveness to innovation. Their innovative potential significantly depends on the parameters of organizational management structures, professional qualifications, industrial production personnel, external conditions of economic activity and other factors.

Innovations are, on the one hand, in contradiction with everything conservative, aimed at preserving the existing situation; on the other hand, they are aimed, within the strategy of change, at significantly increasing the technical and economic efficiency of the organization's activities.

Innovation is an elementary component of entrepreneurship, always inherent in a market economy. But it is equally a combination of rationality and irrationality. Creativity serves as the engine of innovation; it is the “primary resource” of entrepreneurship in a market economy.

To the objects of innovation relate:

1) products (types, quality);

2) materials;

3) means of production;

4) technological processes;

5) human factor (personal development);

6) social sphere (changes in the behavior of organization employees);

7) organizational development of the organization.

Innovative activity is creative in nature, it does not fit well with strict regulation of work and centralization of decision-making, and it is difficult to fit into formalized organizational structures of management. The latter are characterized by tendencies to maintain stable relationships and management procedures, resist innovation, and actively resist any new forms and methods of management.

The innovative potential of organizations is largely determined by the diversity and degree of production and technological unity of their constituent production units. The more active role organizations play in the reproduction process and the greater the degree of integration of their main industries, the higher the innovative potential.

The purpose of the course work is to identify the essence of planning innovative activities in an enterprise. To achieve this goal, it is necessary to solve the following tasks:

1) determine the role of innovation in the organization’s activities;

2) create a system for planning innovations at the enterprise;

3) justify the effectiveness of the innovation program.

Research methods include collecting information related to the innovative activities of the enterprise; processing data and formulating recommendations on the issue under consideration.

This course work contains a description of the process of planning the innovative activities of an enterprise, and examines the role of innovation in modern market conditions and in competitive conditions.

1. Planning innovative activities at the enterprise

1.1 Forecasting innovation and its role in the organization’s activities

In modern conditions, when the external environment of an organization changes dynamically and unpredictably, forecasting innovation becomes vital. It is this that allows an organization not only to see its future and set goals, but also to develop a program of action to achieve them. The presence of such a program facilitates the use of the organization's resources and the choice of the best means to achieve the goal, significantly reducing the danger emanating from the external environment. This has a positive effect on the organization’s performance and contributes to the creation of a healthy moral and psychological climate in the organization, which also has a positive impact on efficiency. And on the contrary, the absence of such a program is accompanied by fluctuations and deviations in the development of the organization in the right direction. Lack of thought and inconsistency of actions are fraught with serious negative consequences. First of all, the organization's resources are used ineffectively. An organization's resources (and they are always limited) are often directed to the wrong places and to the wrong things. As a result, measures to solve pressing problems are not implemented and consumer needs are not met. All this negatively affects the state of affairs, reduces efficiency, and creates social tension in the organization. The possibility of all kinds of conflicts increases, staff turnover increases, etc. These processes also negatively affect the activities of the entire organization.

A forecast is understood as a scientifically based judgment about the possible states of an organization and its environment in the future, about alternative ways and timing of its implementation. The process of developing forecasts is called forecasting.

Forecasting is an important link between theory and practice in the life of every organization. It has two different planes of concretization: the actual predictive ( descriptive, descriptive) and another, associated with it, belonging to the category of management - predictive (prospective, prescriptive). Prediction implies a description of possible or desirable prospects, states, solutions to problems of the future. In addition to formal forecasting based on scientific methods, prediction includes premonition and prediction. Premonition - this is a description of the future based on erudition, the work of the subconscious and intuition. Prediction uses everyday experience and knowledge of circumstances.

Prediction is actually the solution to these problems, the use of these problems, the use of information about the future in targeted activities. Thus, in the problem of forecasting, two aspects are distinguished: theoretical-cognitive and managerial, associated with the possibility of making management decisions based on the acquired knowledge.

Depending on the degree of specificity and the nature of the impact on the course of the processes under study, three forms of foresight are distinguished: hypothesis (general scientific foresight), forecast, plan.

Hypothesis characterizes scientific foresight at the level of general theory. Forecast in comparison with a hypothesis, it has greater certainty, since it is based not only on qualitative, but also on quantitative parameters and therefore allows one to characterize the future state of the organization and its environment also quantitatively.

Plan represents the setting of a precisely defined goal and the anticipation of specific, detailed events in the organization under study and its external environment. It fixes the ways and means of development in accordance with the assigned tasks, and justifies the management decisions made. Its main distinguishing feature is the certainty and directiveness of tasks. Thus, in the plan, foresight receives the greatest specificity and certainty.

The susceptibility of organizations to innovation decreases as production increases and organizational structures develop, and large-scale and mass types of production predominate. The larger the production volume, the higher the level of output, the more difficult it is to restructure production.

Scientific and technical progress, as a rule, is restrained within the framework of mass, highly specialized production and receives great prospects in the production of small-scale, highly specialized, quick-change products.

Small, highly specialized organizations are most receptive to innovation. They are specialized in meeting specific consumer needs and have the ability to flexibly adapt depending on the nature and pace of development of industrial production. Their organizational management structures turn out to be the most mobile and sensitive to modern scientific and technical trends and organizational and economic innovations.

The introduction of technical, organizational and economic innovations requires adequate changes in the current forms and methods of organizing management. Implementation necessitates continuity of management innovation. The latter is becoming an increasingly important condition for increasing the efficiency of organizations.

Marketing strategies for promoting innovation. Strategic planning of innovation activities The choice of strategy is the key to the success of innovation activities. Thus, strategic planning is a necessary element of the strategic management process; 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.

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Subject. Innovation planning

1. Strategic planning of innovation activities

2. Classifications of innovation strategies

1. Strategic planning of innovation activities

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

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

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

An increasing number of companies recognize the need for strategic planning and are actively implementing it. This is due to growing competition: you cannot live only for today; you have to anticipate and plan possible changes in order to survive and win in the competition.

By the beginning of the 70s. XX V. In the West, a situation has developed that is marked by a transition from strategic planning to strategic management.

Strategic management is defined as a management technology in conditions of increased instability of environmental factors and their uncertainty over time. Strategic management activities are associated with setting the goals and objectives of the organization, with 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 receptive 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 positions.

The significant difference between strategic planning and strategic management is characterized primarily by the fact that the first, especially at the initial stage of its development, actually came down to strategic programming, i.e., to the formalization and detailed elaboration of existing strategies or strategic vision. Therefore, effective strategic changes require a breakthrough beyond traditional boundaries and established ideas about a particular business. In contrast to overly formalized strategic planning, strategic management is primarily a synthesis.

Thus, strategic planning is a necessary element of the strategic management process; 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 goals.

1. Efficient allocation 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, exit from undesirable industries, and the selection of an effective “portfolio” of enterprises are carried out.

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 purpose of the organization, which should be understandable to any specialist. Goal setting plays an important role in the company’s relations with the external environment, market, and consumer.

The overall purpose of the organization should consider:

The main activity of the company;

Working principles in the external environment (principles of trade;

Relationships with the consumer; conducting business relations);

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

When choosing a target two aspects need to be taken into account: who is

clients of the company and what needs it can satisfy.

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

1) profitability - to achieve a net profit level of 5 million USD this year. e.;

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

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

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

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

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

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

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

Each goal must be time-limited and a deadline must be set for its achievement.

Goals:

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 control results:

Must be achievable;

They must not deny one another.

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

Changes occurring or possible in the planned period are assessed;

Factors that threaten the company's position are identified;

Factors favorable to the company's activities are studied.

Processes and changes in the external environment have a vital impact on the company. The main factors associated with the external environment are economics, politics, market, technology, competition. A particularly important factor is competition. Therefore, it is necessary to identify the main competitors and find out their market positions (market share, sales volumes, goals, etc.). For this purpose, it is advisable to conduct research in the following areas:

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

Explore the influence of the external environment on competitors;

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

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

Strategy is the starting point of theoretical and empirical research. Organizations may vary in topics. the extent to which their key decision makers are committed to the innovation strategy. If senior management supports efforts to implement an innovation, the likelihood that it will be adopted by the organization increases. As senior management becomes involved in the decision-making process, the importance of strategic and financial goals increases,

2. Classification of innovation strategies

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

grocery - focused on creating new goods, services, technologies;

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

resource - an element of novelty is introduced into resource provision (labor, logistics, financial, information):

organizational and managerial -relate to changes in management systems.

The basis for developing an innovation strategy is the scientific and technological policy pursued by the company, the market position of the company and the theory of the product life cycle.

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

1. Offensive - typical for firms that base their activities on the principles of entrepreneurial competition; typical for small innovative firms.

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

3. Simulation - used by companies that have strong market and technological positions: they are not pioneers in introducing certain innovations to the market. In this case, the basic consumer properties (but not necessarily the technical features) of innovations released to the market by small innovative firms or leading firms are copied.

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

Basic growth strategies fall into four groups:

1) intensive development strategy;

2) integration development strategy:

3) diversification strategy:

4) reduction strategy.

When implementingintensive development strategiesthe organization increases its potential through better use of its internal strengths and the opportunities provided by the external environment.

There are three known intensive development strategies:

“an existing product in an existing market” - the strategy is aimed at deeper penetration of the product into the market;

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

“old product - new market” is 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 threediversification strategies:

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

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

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

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

There are several types of reduction strategy:

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

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

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

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

1. Origin. This turning point is characterized by the appearance of the embryo of a new system in the old environment, which requires a restructuring of all life activities. For example, the emergence 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 technology.

2. Birth. At this stage, a new system appears, formed largely in the image and likeness of the systems that gave birth to it. For example, after formalizing a technical solution, they move on to the general presentation of a new type of equipment (formulation of a layout diagram) or to the transformation of the created company into another one that works for a narrow segment of the market and satisfies the specific needs existing in it.

3. Statement. Here a system arises and is formed that begins to compete on equal terms with those created earlier. For example, the emergence 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 operating V sphere of large standard business.

4. Stabilization. The turning point lies in the system entering a period when it has exhausted 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 its first branch.

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

6. Fall. In many cases, there is a decrease in most significant indicators of the system’s vital functions, which is the essence of the fracture. At this stage, improvements to the previously created technical system begin at the level of rationalization proposals, and the disintegration of TNCs into a number of separate firms operating 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 equipment in use or the death of one of the companies that separated from the TNC.

8. Destructuring.Here, all vital processes of the system are stopped, or it is used in another capacity, or it is disposed of. The company ceases to exist; As a rule, this means its respecialization to produce 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 satisfy a certain social need, is forced to work on a product belonging 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 company in the period of time from t 1 to t 3 works on three generations of technology - A, B, C, successively replacing each other (Fig. 5.3). At the stage of inception and beginning of growth in the output of product B (moment t 1 ) the costs of its production are still high, the demand is still small and the production volume is insignificant (diagram a in Fig. 5.3). At this moment, the volume of production of product A (previous generation) is large, and product C has not yet been produced at all (diagram a in Fig. 5.3).

At the stage of stabilization of generation B product output (moment t 2 , stages of saturation, maturity and stagnation) its technology is fully mastered; demand is great. This is the period of maximum output and highest overall profitability for a given product. The output of product A has fallen and continues to fall (diagram 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 (the moment t 3 ) - the volume of its production and the profit it brings are reduced (diagram V in Fig. 5.3), generation A of technology does not exist or is used only as a relic.

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

In Fig. 5.3 shows that a stable amount of 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 forming and implementing the company’s scientific and technical policy. Optimizing this policy requires knowledge about 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 relevant 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 the 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 technology 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 begin development, when to expand, and when there will be a decline in production.

3. Marketing strategies for promoting innovation

The choice of strategy is carried out on the basis of an analysis of key factors characterizing the state of the company, taking into account the results of an analysis of the business portfolio, as well as the nature and essence of the strategies being implemented.

Currently, large American, Japanese, and European companies, in order to monopolize the production of goods based on radical innovations and reduce the influence of venture business on the final results, are following the path of concentration and diversification of production. American corporations General Motors Corporation, Ford Motor Company. "General Electric" Japanese Sony. "Toyota", Swedish "Electrolux", German "Siemens" ", South Korean " Samsung "and many other organizations form their strategies based on the following principles:

a) diversification of manufactured goods;

b) combination in the portfolio of goods improved as a result of the introduction of various types of innovations:

c) improving the quality of goods and resource conservation through deepening R&D and intensifying innovation activities;

d) the use of different strategies for various products, depending on their competitiveness: violents, patents, commutants or explerents (these strategies will be discussed in more detail in Chapter 6);

e) development of international integration and cooperation;

f) improving the quality of management decisions, etc.

If a company produces several types of goods, then it often uses different strategies for them. In this case, the risk for the company as a whole is leveled.

In general, an analysis of the operating strategies of large firms shows that with an increase in the share of pure competition, the share of exploratory strategy increases.

The basis for developing recommendations regarding an innovation strategy and the corresponding investment policy (planning resource investments) is forecasting the moments of development and change of generations of equipment (products).

The directions for choosing an innovation strategy taking into account the market position (controlled market share and the dynamics of its development, access to sources of financing and raw materials, the position of a leader or follower in industry competition) are shown in Fig. 5.4.

The choice of strategy is carried out for each direction highlighted when setting goals.

Market position	Strong	Acquisition by another company	Follow the leader strategy	Intensive R&D, technological leadership
		Favorable	Rationalization		Search for profitable areas of application of technology
		Weak	Business liquidation	Rationalization	Organization of a “risky” project
			Weak	Favorable	Strong
Technological position

Fig: 5.4. Directions for choosing an innovation strategy

To select a strategy depending on market share and growth rates in the industry, the BCG (Boston Advisory Group) matrix can be used (Fig. 5.5). According to this model, firms that have gained large market shares in high-growth industries (“stars”) should choose a growth strategy. Firms with high growth shares in stable industries (“cash cows”) choose a limited growth strategy. Their main goal is to maintain positions and make a profit. Firms with a small market share in slow-growing industries (“dogs”) choose a “cutting off the excess” strategy.

Rice. 5.5. BCG Matrix

To display and comparatively analyze the strategic positions of various businesses of a commercial organization, a matrix is used McKinsey . It overcomes such a significant drawback of the BCG model. as a simplified construction of the horizontal and vertical axes of its matrix.

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MORDOVIA STATE UNIVERSITY NAMED AFTER N.P. OGAREVA

Faculty Ruzaevsky Institute of Mechanical Engineering (branch)

Department of Production Management

COURSE WORK

on enterprise planning

PLANNING INNOVATION ACTIVITIES AT THE ENTERPRISE

Speciality 080502

Economics and enterprise management

(in mechanical engineering)

Head of work E.I. Dudanov

Introduction

Objects of innovation include:

1) products (types, quality);

2) materials;

3) means of production;

4) technological processes;

5) human factor (personal development);

6) social sphere (changes in the behavior of organization employees);

7) organizational development of the organization.

The purpose of the course work is to identify the essence of planning innovative activities in an enterprise. To achieve this goal, it is necessary to solve the following tasks:

1) determine the role of innovation in the organization’s activities;

2) create a system for planning innovations at the enterprise;

3) justify the effectiveness of the innovation program.

Research methods include collecting information related to the innovative activities of the enterprise; processing data and formulating recommendations on the issue under consideration.

1. Planning innovative activities at the enterprise

1.1 Forecasting innovation and its role in the organization’s activities

Forecasting is an important link between theory and practice in the life of every organization. It has two different planes of concretization: the actual predictive ( descriptive, descriptive) and another, associated with it, belonging to the category of management - predictive (prospective, prescriptive). Prediction involves describing possible or desirable prospects, states, and solving problems of the future. In addition to formal forecasting based on scientific methods, prediction includes premonition and prediction. Premonition - this is a description of the future based on erudition, the work of the subconscious and intuition. Prediction uses everyday experience and knowledge of circumstances.

Construction and finishing. Equipment. Wallpaper. Coloring. Facade

Course work planning innovations in an enterprise. Planning of innovative and investment development of an enterprise Forms of comprehensive economic planning in an innovative economy

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