Innovation management. Cheat sheet: briefly, the most important

Lecture notes, cheat sheets
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Innovation management. Cheat sheet: briefly, the most important

Lecture notes, cheat sheets

Table of contents

1. THE CONCEPT OF “INNOVATION PROCESS”

In the world literature, "innovation" is explained as the transfer of the scientific and technical process into a real one, expressed in new products and technologies. With Russia's transition from a command economy to a market economy, "innovation" has become a more common concept. Such concepts closely related to innovation as "innovative activity", "intellectual property", "patent", "invention", "utility model", "industrial design", "trademark", "innovative solution" appeared and began to be used. , "licensing", "innovative process".

According to F. Kotler, innovation is an idea, product or technology launched into production and presented on the market, which the consumer perceives as completely new or having some unique properties. These are new qualities that are first implemented in some product or technology and presented on the market.

There are more than 100 different definitions of innovation, both domestic and foreign experts. For example, depending on the scale, innovations are local, large-scale. Innovations are divided according to the stages of the life cycle, on the basis of the internal structure (economic, managerial, production, etc.).

Innovation process is a set of consistently carried out actions for the introduction and application of scientific research, inventions, developments, projects and other things in the production process, as a result of which new goods, services, new technology, skills, organizational and management techniques are formed.

The innovation process transforms innovations from the theoretical part (development) into the practical part (application in specific conditions).

The innovation process is a sequence of actions to initiate innovation, in which new products and operations are created, as well as their successful implementation in the market. In the future, measures are being taken to disseminate the results more widely.

There are usually six elements of the innovation process. These elements include:

1) the emergence of the idea of innovation;

2) marketing innovation;

3) evaluation of the economic efficiency of innovation;

4) development of innovation;

5) commercial implementation of the innovation;

6) promotion of innovation.

In order for innovations to be used in production, a clear organization of the innovation process is necessary.

In the modern market conditions, companies need to constantly introduce innovative developments.

2. CYCLICITY AND REGULARITY OF DEVELOPMENT OF THE INNOVATION PROCESS

The nature of the innovation process is cyclical and logical; this can be seen from the chronological order of the appearance of innovations in various fields of science and technology.

The economic and technological impact of the innovation process is only partially embodied in new products or technologies, more it manifests itself in an increase in the economic and scientific and technical potential as a prerequisite for the emergence of new technology, i.e., the technological level of the innovation system and its constituent elements increases, thereby increasing the susceptibility to innovation.

Cycles can be divided into:

1) short (duration 3-3,5 years);

2) commercial and industrial (medium) cycles (7-11 years);

3) long cycles (48-55 years). Fundamental changes occur in the conditions of the economic life of society and manifest themselves before and at the beginning of the rising wave of each long economic cycle of innovations, consisting in global changes in technical equipment (which in turn is preceded by global technical discoveries and inventions), attracting new countries to world economic relations, change in gold mining and money circulation.

The main role in the cyclicity and patterns of innovation processes belongs to scientific and technical innovations.

Innovations shift the economic environment from a downtrend to an uptrend. Innovations are distributed over periods of time unevenly, appearing in groups (clusters).

Often the explanation of economic fluctuations is reduced to technical innovation and improvement, to the introduction of new resources into operation and the development of new territorial segments. Periods of increased economic activity are periods of time during which the development of technology and the discovery of new resources provide an opportunity for increased investment. During these periods of time, the rate of technological progress increases in comparison with the expected result. During periods of expansion, a new technique is introduced, which creates the basis for an increase in the mass of capital goods and an increase in investment. When a new process is successfully put into action, others can simply imitate it, resulting in a boom. During a crisis, the economic system moves into a new state of equilibrium and stability, which follows the disruption caused by the boom, i.e., the situation stabilizes. The depression period is defined as the period of time during which adaptation and adaptation to the new industrial environment that was created in the previous period of innovation is completed.

3. PRODUCT LIFE CYCLE AND INNOVATION

The life cycle is a set of interconnected phenomena, processes, works that form a complete circle of development in a certain period of time. The life cycle of an innovation is the length of time during which an innovation has an active life force and brings both the manufacturer and the seller a profit or some other real benefit.

The life cycle concept is as follows:

1) the manager is forced to analyze the economic activity of the real-time position in the perspective of its development;

2) he argues the need for systematic developments in planning the release of innovations, as well as in the acquisition of innovations;

3) the concept is the basis for the analysis and planning of innovation.

An analysis of an innovation allows you to determine at what stage of the life cycle this innovation is, its immediate prospects, periods of sharp decline and end of existence.

The life cycles of innovation are classified by types of innovation, i.e., by the total duration of the cycle, the duration of each stage within the cycle, and the specifics of the development of the cycle itself.

The life cycle of a new product consists of seven specific stages, such as:

1) development of a new product - organization of the innovation process, capital investment;

2) entering the market - the product makes a profit during the implementation period;

3) market development - an increase in the volume of sales of products on the market, an analysis of the time when a new product is actively sold and the market reaches saturation with this product;

4) stabilization of the market - sales growth stopped;

5) decrease in the market - there is a decline in the sale of the product, but there is a demand for this product, which means that there are objective prerequisites for an increase in the volume of sales of the product;

6) market rise - demand exists, the manufacturer studies the conditions of demand, changes its personnel and pricing policy, applies various forms of material incentives for the sale of the product, and activates advertising. This allows you to increase the volume of sales for a certain period of time;

7) market fall - there is a complete sale of the product or a complete cessation of the sale of the product due to its lack of demand from the buyer.

4. CLASSIFICATIONS OF INNOVATIONS

There are several opinions about the signs on the basis of which innovations are classified. Let's consider some of them.

Russian researcher Yu. V. Yakovets proposed the following classification of innovations:

1) basic innovations - they implement the largest inventions and become the basis for cardinal revolutions in technology, its new directions and industries are being formed;

2) improving innovations - provide for the implementation of medium-level inventions and serve as the basis for creating new models to replace the old with a new one, or expand the scope of its application;

3) micro-innovations - improve some production or consumer characteristics of produced models of equipment and applied technologies based on the use of small inventions, thereby contributing to a more efficient production of these models or an increase in the efficiency of their use;

4) pseudo-innovations - aimed at modernizing models of machines and technologies that represent yesterday's technology. It is possible to present the classification of innovations according to the following criteria:

1) by application areas: managerial, social, industrial, organizational, etc.;

2) by stages of scientific and technical progress, which resulted in innovation: technical, technological, scientific, design, production and information;

3) by the pace of implementation: fast, slow, fading, growing, uniform, spasmodic;

4) according to the degree of intensity: uniform, weak, massive;

5) by scale: transcontinental, transnational, regional, large, medium, small;

6) by performance: high, low, medium;

7) in terms of efficiency: economic, environmental, social, integral.

V. V. Gorshkov and E. A. Kretova use two features as the basis for the classification scheme of innovations: structural characteristics and target changes.

In terms of structural characteristics, innovations are divided into 3 groups:

1) innovation at the "entrance" to the enterprise;

2) innovation at the "exit" of the enterprise;

3) innovation of the structure of the enterprise as a system that includes individual elements and the relationship between them.

According to the target change, innovations are divided into technological, industrial, economic, trade, social and management innovations.

Considering various approaches to the classification of innovations, it is necessary to take into account that the generalization and systematization of classification features and the creation on this basis of a scientifically based classification of innovations are of considerable practical importance, since they have the potential ability to give a detailed idea of the characteristics of a progressive innovation. And this, in turn, is necessary for the implementation of real, tangible support from state bodies for the introduction of innovations at the country's enterprises.

5. INNOVATION AS AN OBJECT OF MANAGEMENT

Innovation is a process of constant renewal in various areas of production distribution. An innovation is any development in the technical and technological fields that stimulates the production activity of an update. Innovations are brought to life, based on a comprehensive analysis of work in order to determine the possibilities of its potential in the market.

Comprehensive analysis consists of:

1) consideration of the preferred position in the market of products;

2) analysis of the position of products in new markets;

3) assessment of manufactured products from the standpoint of the feasibility of production;

4) considering perspectives! release of a product for new market segments;

5) evaluation of the transformation in the sales system. Innovation is the main means

development of the enterprise in the market.

The prerequisites for the emergence of innovation are activated by consumers, new scientific discoveries or the needs of the firm. In connection with the innovation process, the amount of risk in the market will be determined. If a firm creates an innovation for a new market segment, the risk is much lower than when implementing a scientific discovery innovation.

Innovations are divided into two types: product (new product) and process (new technology, methodology, labor organization).

When conducting intra-organizational innovation, the innovation is developed and applied within the boundaries of the firm, the innovation does not have a commodity form. When conducting interorganizational innovation, the responsibilities of the developer and producer of innovations are separated from the responsibilities of its consumers.

The strategy that determines the development has an impact on the innovative behavior of the firm.

The firm conducts reactive or strategic innovations in connection with the market situation or the chosen strategy.

Reactive innovation - an innovation that ensures the competitiveness of the company in the market, the innovation is implemented as a counter to competitive firms. Reactive innovation preserves market segments for the firm but does not organize added value.

Strategic innovation is an innovation that, when put into practice, provides additional competitive advantages in the future. Strategic innovation is more focused on creating exceptionally new needs.

Basic innovation - original solutions, as a result of which new industries are formed on the basis of scientific discovery.

Modifying innovation - solutions that bring significant changes to the main innovations, they do not change the principles, but improve the performance of pioneering models.

Pseudo-innovation - solutions that bring minor changes to the main innovations.

6. INNOVATIVE DEVELOPMENT OF A COMPANY IS THE BASIS FOR INCREASING THE EFFICIENCY OF ITS ACTIVITIES, A FACTOR OF COMPETITIVENESS

Experience shows that the stable development of production over a long period of time depends not only on resources, but also on the nature and size of innovation activities associated with the development, implementation, and application of innovations, which is aimed at introducing the results of scientific research and development into the practical technological process, i.e. it combines production, exchange, consumption and includes many areas of activity, the main goal of which can be defined as the creation, accumulation and development of the scientific and technical capabilities of a business entity, which ensures its competitiveness, economic security and further development.

The main feature of the modern economy is the speed of implementation of the innovation process. An innovation strategy in today's economy is a commitment to entering the market with innovation as technological opportunities emerge. Ideas often come from outside the firm. Hence, there is an interest in increasing the interaction with different structures. Because of this, the life cycle of the product is shortened and competition intensifies. A distinctive feature of the modern economy is the accelerated development of the non-material sphere (the production, dissemination and use of knowledge is the basis, and the global information network is the infrastructure).

In our time, with the growth of scientific and technical competition, innovation has become the main condition for survival. The decline in the rate of return serves as an incentive for large investments in innovation.

Innovative activity greatly influences the economic development of the country and individual firms.

Entrepreneurs view the costs associated with creating innovation as an inevitable investment.

What gives the innovative development of the company to the entrepreneur:

1) allows you to adapt to changing conditions;

2) helps to increase the quality of goods and services, more widely satisfy the needs of consumers;

3) creates conditions for survival and development in the competitive struggle;

4) assists in maintaining a high level of production efficiency;

5) strengthens the financial position of the company;

6) strengthens the image of the company, raises its competitiveness;

7) strengthens partnerships;

8) contributes to the development of the organizational structure;

9) contributes to the improvement of staff qualifications;

10) increases labor productivity.

At the heart of the scientific and technical policy of the Russian Federation in the field of science and technology for the period 2002-2010. and in the future, the task is to transfer the economy mainly to an innovative path of development.

7. INNOVATION MANAGEMENT MECHANISM

As soon as an innovation is accepted for implementation, it acquires a new property - it becomes an innovation. The time period between the creation of an innovation and its implementation into an innovation is called the innovation lag.

The process of converting innovation into innovation causes the expenditure of various resources, the main of which are time and investment.

Under market conditions, economic relations are formed as a system of buying and selling goods. Based on this, demand, supply and price are formed. The main components of innovation are innovation, investment and innovation. Innovation establishes the market for innovation, investment establishes the market for capital, and innovation establishes the market for pure competition of innovation. These three markets form the area of innovation.

In general, innovations mean the use of innovations for the purpose of making a profit as the latest technologies, types of products and services, organizational, technical and socio-economic conclusions.

The time period from the conception, creation and implementation of an innovation to its application is called the innovation life cycle. Given the sequence of work, the life cycle of innovation is called the innovation process.

The innovation market works with a product that is considered a product of scientific, technical, intellectual activity with copyright.

The market of pure competition of innovations is a community of sellers and buyers who make transactions with a similar product under conditions in which the buyer or seller does not affect the level of current prices. Using the concepts of "pure" competition, they do not take into account the analysis of issues of price, non-price, unfair and other policies in the struggle of firms for the most profitable segments of capital investment, sales markets, sources of resources and scientific and technical innovations.

With all the variety of forms of participation of organizations in the innovation market, the decisive condition is the amount of investment both in the field of scientific and scientific and technical activities, and in the process of reorganizing innovations into innovations.

Capital market: the availability of the required amount of capital is limited to satisfying the needs of the firm. The capital can be loan, current, joint-stock, venture, authorized. Investments are divided into:

1) real investments - they are realized by firms by buying assets;

2) financial investment is the acquisition by firms and individuals of securities of different issuers.

8. FORMATION OF THE SCIENTIFIC CONCEPT OF INNOVATION MANAGEMENT

The concept of "innovation" arose at the very beginning of the 40th century; this was the beginning of the study of innovative processes by N. D. Kondratiev. It was he who formulated the concept of large cycles ("long waves") for a period of 60 to XNUMX years, the source of which is any radical innovation, they are a group of secondary innovations subject to improvement. He described the empirical patterns that accompany fluctuations and uneven distribution of innovations in space and time.

J. Schumpeter, based on the conclusions of A. Aftalion, M. Lenoir, M. Tugan-Baranovsky, V. Pareto, who discovered the existence of short and medium waves, and Kondratiev, formulated the theory of innovation. He defined the role of the entrepreneur in the innovation process, i.e., the entrepreneur links invention and innovation. According to J. Schumpeter, technical innovation is an economic means for obtaining high profits.

The Russian economist S. Yu. Glazyev introduced the concept of a technological order, consisting of a core, a key factor, an organizational and economic mechanism, which implies groups of technological bases interconnected by the same type of technological chains. They identified five technological modes with a life cycle in three phases and a period of 100 years.

1st phase - the emergence of the previous order in the economy.

2nd phase - the predominance of the new way of life.

3rd phase - the elimination of the previous way of life and the emergence of another.

Between the 1st and 2nd phases - a period of monopoly.

Innovations have a wave-like development, this is taken into account when developing and choosing an innovative strategy.

G. Mensch, H. Freeman, J. Van Dein, A. Kleinknecht introduced the current typology of innovations, dividing them into product and process based on the unevenness of innovation activity. H. Freeman defined the category of a new technological system as a complex of innovations and technological revolution.

G. Mensch found out that the composition of the long wave includes two "crests" - an invention and an innovation.

In our time, the length of the cycle is reduced to 35-40 years due to scientific and technological progress.

In the works of Russian economists P. N. Zavlin, A. K. Kazantsev, N. F. Puzyn, V. G. Medynsky, Yu. development of innovations and management.

Studying the experience of countries with developed market economies, one should not forget that Russia has its own history of economic development, which determines the distinctive features of the innovation management system.

9. SYSTEM OF INNOVATION MANAGEMENT

The structure of the innovation management system includes subsystems: scientific support, target, providing, managed and managing, which in turn form the internal environment of the company.

The subsystem of scientific support will consist of such parts as:

1) scientific approaches to innovation management;

2) functions and methods of management. The scientific approach consists of a systematic,

structural, marketing, functional, reproductive, regulatory, integrated, integration, dynamic, process, quantitative, administrative, behavioral, situational approaches.

Management functions:

1) planning;

2) organization;

3) motivation;

4) control.

Management methods:

1) organizational;

2) administrative;

3) economic;

4) socio-psychological.

The target subsystem consists of the formation of portfolios of innovations and innovations.

The formation of an innovation portfolio contains scientific developments, inventions, patents, know-how and other innovations. Innovations are purchased, of their own design, they can be accumulated in their own fund, introduced in their own production or sold.

The creation of an innovation portfolio is a strategic plan for the implementation of innovations and innovations (purchased and in-house development).

Following the analysis of the parameters of the target subsystem, it is necessary to determine the effectiveness of the further functioning of the company. Following the analysis of the environment of the company and the formation of the target subsystem, it is necessary to set the parameters of the supporting subsystem.

The supporting subsystem analyzes the quantity, quality, delivery time, suppliers of raw materials, components, and other items necessary to solve the tasks of the target subsystem. To achieve a competitive "output" of the system, it is necessary to find competitive suppliers. If non-competitive "input" components are used at any level of technology, technology and organization of processes, it is impossible to produce a competitive product.

The managed subsystem, which is part of the innovation management system, consists of certain components for the creation and implementation of innovations according to the stages of their life cycle: it is strategic marketing; R&D; organizational and technological preparation of production and introduction of innovations; production of innovations; innovation service.

The control subsystem is responsible for all ongoing processes in the innovation management system. The components of the subsystem include: personnel management, development of management decisions, coordination of the implementation of innovative projects. It is these components that determine the quality of all other subsystems of the innovation management system.

10. CONCEPT, PURPOSE AND TASKS OF THE SYSTEM OF INNOVATION MANAGEMENT

Innovation management is defined as a system for managing innovation, the innovation process and relationships that arise and take place in the process of introducing innovations.

The essence of innovation management lies in the fact that innovation is an object that is affected by the economic mechanism. The economic mechanism affects both the order of creation, implementation, promotion of innovations (innovations), and the economic relations between all participants in this process: producers, sellers and buyers of innovations.

The influence of the economic process on innovation occurs on the basis and with the help of certain techniques and a special management strategy. Together, these techniques and strategy create a kind of innovation management mechanism - innovation management.

Innovation management is a fairly new branch of management activities in such areas as scientific and technical, production and technological and administrative. Innovation management is based on the following fundamental points:

1) search for an idea that serves as the foundation for this innovation. Starting sources of innovative ideas are consumers; scientists (developments); competitors (study of consumer demand); sales agents; dealers; employees of the enterprise;

2) the way of organizing the innovation process for a particular innovation;

3) the process of promoting and implementing innovations in the market.

Innovation management contains the strategy and tactics of management.

The strategy provides an opportunity to choose the general direction and method of applying the means to achieve the set end goal. After reaching the goal, the strategy ceases to exist, it is replaced by tactics.

Tactics are certain methods and techniques for implementing the intended goal already in certain specific conditions. The task of innovation management tactics can be called the art of choosing the optimal solution and methods for achieving this solution, the most beneficial in a given situation.

Innovation management is a system of enterprise management. In this perspective, the innovation management system includes two subsystems: the control subsystem (subject of control) and the controlled subsystem (object of control).

The subject of management can be one or a group of employees conducting purposeful management of the functioning of the management object. In this case, the objects of management will be innovations, the innovation process and economic relations between participants in the innovation market.

Communication of the subject of control with the object will occur through the transfer of information. It is this transfer of information that is the management process.

11. MAIN FUNCTIONS OF INNOVATION MANAGEMENT

Innovation management performs functions that predetermine the formation of the structure of the enterprise management system in the implementation of the innovation process.

There are two types of innovation management functions:

1) the functions of the subject of management, i.e. the subject of management will be one or a group of employees conducting purposeful management of the functioning of the management object;

2) the functions of the object of management, i.e. the object of management in this particular case will be both innovation, and the innovation process, and economic relations between all involved participants in the innovation market. Functions of the subject of management:

1) forecasting function - involves the development for the long term of fundamental changes in the technical, technological and economic state of the control object as a whole and all its various systems and subsystems;

2) the function of planning - involves combining the entire range of work on the development of planned targets in the innovation process and on their implementation;

3) the function of the organization - involves bringing together people who jointly implement innovation and investment programs on the basis of any rules and procedures;

4) the function of regulation - the impact on the control object to obtain a state of stability of technical, technological and economic systems;

5) the function of coordination - involves the coordination of the coordination of the work of all sections of the management system, the management apparatus and individual specialists;

6) incentive function - involves the motivation and stimulation of employees;

7) control function - involves checking the organization at the time of implementation of the innovation process at its different stages, the plan for creating, implementing innovations, etc.

Control object functions:

1) risky capital investment in an innovative project;

2) organization of the innovation process in the implementation of the innovation project;

3) organizing the promotion of innovations in the market and its diffusion.

The function of risky capital investment is clearly manifested in the organization of venture financing of investments in the innovation market. Investing in a new product or a new operation is always associated with uncertainty, with great risk. Therefore, it is always carried out through the creation of innovative venture funds. The content of the function of organizing the innovation process will be the rational organization of innovation activities for the creation, implementation and distribution of a new product or new service.

12. COMMERCIALIZATION OF INNOVATIONS

The process of introducing innovations (innovations) to the market is usually called the process of commercialization or the process of technology commercialization. The commercialization of scientific developments and technologies is always associated with the concept of an innovation process, during which a scientific result or technological development is aimed at obtaining a commercial result.

The concept of "technology" in the process of commercialization differs from the concepts of "science", "technology", "product". Science is the knowledge and understanding of a phenomenon. The product has external physical features and is not an intellectual asset, a commercialization process. Technology is a link between these two concepts, it can be characterized, for example, as the concept of "know-how".

In strategic management, the choice of technology determines the competitive advantage of the firm. This uses a set of technologies - from simple administrative procedures to scientific disciplines used in design, production, logistics. In this case, no "low" technologies exist.

By "high" technologies, we mean the intensity of the use of scientific knowledge, the knowledge intensity of the product, the involvement of new scientific discoveries in the technological process, or long and highly hierarchical production processes that connect various products with many components.

Technology is always innovation, which is new products, new technological processes, new types of services, except for the repair of manufactured products and customer service. The ultimate goals of innovation, that is, the result of the constructive interaction of marketing, technology and production, are to satisfy consumer demand and obtain specific profits.

The "science - technology - money" scheme, as well as the implementation of an innovative project from one stage to another, requires mandatory feedback between the intermediate results of R&D and the market, since only the market gives money and it is possible to realize a scientific result or technology only if it is able to increase someone's -something competitive advantage, bring or increase profits.

The development of the commercialization process (innovation process) and the strategic management of knowledge and technology causes a multi-stage decision-making and a variety of connections in obtaining a predictable result. The result of innovation and commercialization is the creation of new generations of products, processes, new types of communications. The commercialization of developments and the subsequent implementation of new technologies contribute to the creation of new enterprises, additional jobs, as well as the rise of the economy of the industry, region, country.

13. FEATURES OF INNOVATION ORGANIZATION

The organization of innovative activity is the creation of the organizational structure of an enterprise that carries out innovative activities.

The most important functions of the enterprise structure include: obtaining and classifying scientific and technical developments; professional development of personnel; obtaining scientific and technical information from external sources; joint work of employees of the enterprise with marketing departments; information exchange within the organizational structure; development and stimulation of a creative approach to solving the set goal.

A divisional structure is a departmental division of responsibilities, which is based on project management, division of enterprise activities in several areas depending on the type of product, scientific discipline, planning and forecasting.

The divisional organizational structure is used:

1) at significant production enterprises with low mobility of units and a highly developed bureaucratic management system;

2) in large multifunctional corporations in the presence of the production of a large range of products.

The organic structure is based on the flexibility of management, there is no emphasis on the use of formal management methods, specialists take part in management decision-making, a minimum of hierarchical levels is used. It is effective when using high technology in a moving external environment.

The matrix structure is based on program-target structures, which are divided into centralized (in which all participants in a large-scale innovation project are directly subordinate to a single governing body) and coordination (subdivisions that coordinate work are introduced into the linear-functional structure). The matrix structure is a combined software and functional division of activities, which consists of two positions:

1) a specific division of managerial and professional responsibilities;

2) a clear establishment of the functions performed by project managers.

The individual structure is based on a mutually beneficial voluntary alliance of semi-autonomous organizations. It includes: cooperation, competition within the union, decentralization, organization of profit centers, accounting for all members of the union, constant search for innovations.

Special, targeted structures are used for complex multi-stage work in rapidly developing high-tech industries.

Multidimensional structures are directed to the market, to consumers.

Participatory structures are based on self-management.

14. INNOVATION PLAN (PROJECT)

Features of the steps and phases of an innovative project are determined by the industry of its implementation. The basic parts of the project are:

1) its content and vitality of the idea;

2) a tree of goals of the innovative project, compiled on the basis of marketing research and task structuring;

3) a system of actions to implement the tree of goals of the innovation project;

4) comprehensive justification of the innovative project;

5) ensuring the implementation of an innovative project;

6) expert opinion of the innovative project;

7) the way to implement an innovative project, as well as a system of motivation. The total set of development stages creates

life cycle of an innovation project. The life cycle of an innovative project is divided into phases, phases are divided into stages, stages - into stages. In each innovative project, there are 3 stages:

1) the initial (pre-investment) stage of the innovation project;

2) the stage of implementation of the innovation project;

3) the stage of completion of work on an innovative project.

The innovation project includes the following phases:

1) pre-investment, which consists of pre-investment research, on the basis of which an innovative project is planned. This phase includes: studying and making forecasts; consideration of the conditions for implementing the original idea, development of the project doctrine; pre-project calculations for investments; selection and decision on placement; environmental justification; examination;

2) investment - this is work on the preparation of documentation and preparatory work for the implementation of an innovative project. This phase includes: creation of a plan for design and survey work; assignment of a feasibility study of the project and its development; coordination, examination and approval of the feasibility study of the project; issuing a design assignment, and then developing, agreeing and approving it; making the final investment decision;

3) holding tenders and signing contracts - consists of the conclusion of contracts, contracts for the supply of equipment; contracts for contract work; developing plans;

4) project implementation is the creation of a plan for the implementation of an innovative project; creating charts; carrying out work; monitoring and control; plan adjustment; payment for work performed;

5) completion of the project - consists of commissioning; object start-up; analysis of results; operation; repair and development of production; shutting down the innovation project and dismantling the equipment. The life cycle of an innovative project begins with basic research, including applied and experimental design development, then industrial development of the production of innovations, followed by the sale of the product and its use by the consumer.

15. PRINCIPLES OF BUILDING INNOVATIVE MANAGEMENT STRUCTURES

When managing innovative processes, the following forms of management are used: matrix, project, linear-functional.

The matrix form is the interaction of departments in the image of a matrix grid, where the horizontal axis represents the innovative projects being implemented, and the vertical axis represents the types of work performed by departments. It is used for projects with a cycle duration of up to two years. The principle of the form is to select employees from other departments for the project team on the basis of a temporary contract.

There are two types of matrix form of control:

1) project-matrix - here the employees of the departments of this enterprise for the implementation of the project are transferred to direct subordination to the project manager for the entire period of its implementation. The project manager is solely responsible for the overall management of the project. The effect is noted with a limited amount of complex, different projects that require high quality work;

2) functional-matrix - here the employees participating in the project act within the framework of dual subordination. The project manager is in charge of overall management. Responsibility for the main, intermediate and final results of the design rests with the project manager, while leaving the existing system of division and cooperation of labor at the enterprise. The project form involves the organization of a single temporary team of workers - the team of the innovation project - and the concentration of leadership powers. This is a qualitatively new scheme for the relationship between departments and project executors, used to manage large-scale innovative projects over a period of more than two years. Here, the requirements of a systematic approach to management are most fully implemented, where the entire range of work aimed at solving the task is considered from the point of view of achieving the goal or solving the problem being developed. This form of management has a high efficiency and speed of project implementation.

Linear-functional form - the structural division of departments, which is based on the principle of decentralization of management in carrying out work on each innovative project separately. It is characterized by the multifunctionality of the internal structure, which repeats the structure of the enterprise. It is based on thematic and functional divisions, specializing in types of work and linked into one hierarchical structure on the principle of unity of command.

Structural specialization is characterized by a clear distribution of rights and obligations, which gives high labor productivity, work efficiency, makes the structure and management process simpler.

16. INNOVATION MARKETING AS A SPECIAL TYPE OF INNOVATION ACTIVITY

Innovative marketing is an obligatory part of innovative management. The emergence of this economic discipline is caused by the increasing role of innovation in the activities of firms. Marketing allows you to increase the result of the commercialization of innovations.

Innovative marketing combines marketing strategy, operational marketing, market analysis.

Innovation marketing pursues the main goal - conducting research on the capabilities and competitiveness of the company in order to conduct successful innovative projects in certain conditions.

The tasks of innovative marketing vary depending on the stage of the innovation process:

The stage of searching for new ideas - here a "portfolio of innovative ideas" is formed.

Marketing research provides information to analyze the definition of supply and demand in the market and free market niches. These results are the starting material for the development of innovative ideas.

Development stage - here the choice of ideas is made, and the embodiment of prototypes. The goal pursued in the study of the market: the definition of a priority direction and alternatives. Further, market sounding is carried out on the basis of prototypes, approbation and identification of shortcomings.

The implementation stage - here the task is to disseminate information about the innovation. Consumer demand is being formed, pricing policy is being determined, marketing schemes are being optimized. Pricing depends on a variety of circumstances, such as the marketing strategy pursued by the firm, which is determined by either the demand price or the offer price.

Growth stage - here the market segment and consumer area expand, there is an increase in the growth rate of market development as a result of reactive innovations carried out by competitive firms. The firm loses its monopoly advantages, and to stimulate the promotion of innovations, to maximize profits, they use wide advertising.

Maturity stage - here there is a stabilization of sales volumes of products, this is due to consumer preferences for a particular brand. Innovation enters the stage of routinization. Now the marketing tasks are the development and subsequent implementation of measures to keep the company segment in the market.

Decline stage - in order to reduce the costs incurred while maintaining the desired sales volumes of products, it is necessary to promptly and timely withdraw a non-competitive product that has lost its consumer quality from the market and replace it with the most popular innovation. It is at this stage that the search and preparation of new ideas for innovation projects is resumed.

17. MARKETING OF A NEW PRODUCT, REASONS FOR THE FAILURE OF NEW PRODUCTS

Before developing a new product, marketing research must be carried out. This research concerns existing products and is carried out by collecting information and analyzing:

1) demand for goods - includes the establishment of the number of potential buyers; competing products, the level of memorability of firms, sales markets;

2) consumer opinions about the product - includes information about the requirements of consumers to the product and the level of service; about motivations; about sources of information; on the evaluation of brands of goods; about needs;

3) consumer segments.

Development of a new product is the creation of original products, improvement of products (or their modernization), including the process:

1) idea generation is the search for ideas for new products. Sources: the market, the developer company itself, an independent company, creative (morphological and problematic) analyzes;

2) selection (selection) of ideas - identification of promising ideas in a short time. Includes peer review, evaluation matrix, multi-criteria evaluation;

3) development of the concept of a new product and its verification - a product is determined in which the chosen idea will be implemented, competing products, product positioning;

4) development of a marketing strategy - carried out on the basis of an estimated and forecast marketing plan, recommendations are given on the choice of strategies;

5) business prospects analysis - here they evaluate the prospects for sales volumes, costs and profits of a new product. The analysis consists of a cost forecast, an assessment of the volume of sales (turnover, revenue), a profit forecast, accounting for uncertainty;

6) development of the product itself - the creation of a prototype after receiving a positive conclusion on a business test;

7) trial marketing - testing a product and its marketing program on the market using standard, control, simulation methods of testing the market;

8) commercial production - bringing goods to market.

A new product is necessary for the successful development of a firm, but due to insufficient product marketing preparation, there is a risk of failure, and the firm must decide how to avoid this. The risk consists of:

1) technological risk - caused by a technological innovation used for technical implementation;

2) market risk - determined by the level of originality and complexity of the idea of innovation. Influences the market response and costs when switching to a new product;

3) strategic risk - associated with the magnitude of the novelty of the product for the company. The level of strategic risk is greater, the higher the level of innovation.

18. SYSTEM APPROACH TO INNOVATION ACTIVITY

A systematic approach is a set of methods used in the study of objects of innovative activity in the form of a system.

The system consists of two elements:

1) the external environment, which in turn consists of such parameters as:

a) system input;

b) system output;

c) connection with the external environment;

d) feedback;

2) internal structure - these are interconnected components that contribute to the influence of the subject of control on the subject of control, i.e., they transform the input into outputs to obtain the goal of the system. In the socio-economic system, it is represented by:

a) scientific support by the subsystem;

b) target subsystem;

c) a supporting subsystem;

d) controlled subsystem;

e) control subsystem.

The system input is everything a firm needs to produce an innovation. The governing bodies ensure the competitive entry of the system through market research and the selection of competitive suppliers.

The main goals of the system exit are the creation of competitiveness of products and services in the external and internal markets and profit as a result. The competitiveness of the system output is based on the high quality of strategic marketing research.

Communication with the external environment:

1) macro environment - these are international, legal, political, economic, scientific and technical, socio-demographic, environmental, natural and climatic, cultural factors;

2) infrastructure is a system of industries in the region;

3) the microenvironment is the direct competitors of the firm producing similar products.

System feedback - requirements, customer complaints, new information from consumers, new information about innovations.

The scientific support subsystem includes:

1) scientific approaches - marketing, functional, systemic, structural, administrative, behavioral, situational, reproductive, regulatory, integrated, integration, dynamic, process, quantitative;

2) functions are strategic marketing, planning, organization, motivation, regulation, accounting, control;

3) methods - inducement and coercion, network, analysis, forecasting.

The target subsystem of the system contains:

1) a portfolio of innovations;

2) portfolio of innovations. The supporting subsystem is the determination of the volumes, timing and time, funds needed to achieve the goals of the target subsystem.

Managed subsystem includes:

1) strategic marketing;

2) R&D;

3) organizational and technological preparation of innovations;

4) production;

5) service.

The control subsystem includes:

1) personnel management;

2) definition of a management decision;

3) coordination during project implementation.

19. MARKETING AND INTEGRATED APPROACHES TO INNOVATION MANAGEMENT

The effectiveness of management is determined primarily by the validity of the method of solving problems. Currently, such scientific approaches are applied to management as: systemic, behavioral, administrative, marketing, etc. But such approaches as reproductive, normative, functional are not applied. Let's give a definition of the system approach - these are methods of studying objects as systems. The system contains two components:

1) external environment - represented by entering the system, exiting the system, communication with the external environment, feedback;

2) the internal structure is a system of interconnected elements that provide the process of the influence of the subject of control on the object, processing the input into the output to obtain the programmed goals of the system.

The marketing approach is designed to focus the control subsystem of the management system exclusively on the consumer. Let us give an example: the selection of a company's strategy should take place through an analysis of existing and forecasting future strategic needs in this particular type of innovation, strategic market segmentation, forecasting the life cycles of future innovations, and analyzing the competitiveness of its products and competitors' products. Performing these functions of strategic marketing will be the most difficult and time-consuming problem of strategic management. It is desirable to apply the marketing approach in solving all problems in all departments of the company.

When using the marketing approach of selecting management criteria, preference is given to:

1) improving the quality of the object (system output) in conjunction with the needs of consumers;

2) saving resources from consumers due to improving the quality of the object, the quality of service and many other factors;

3) resource savings in the production of the facility as a result of the implementation of the scale factor, scientific and technological progress, and improvement of the management system. An integrated approach takes into account technical, environmental, economic, organizational, social, psychological and other (for example, political, demographic) aspects of management and their relationships. Very often, when designing new tools, environmental friendliness and ergonomics are not given due attention, this leads to the fact that they immediately become uncompetitive. A mistake when forming new or reorganizing old structures is not taking into account social and psychological aspects.

20. PROCESS, DIRECTIVE AND BEHAVIORAL APPROACHES TO INNOVATION MANAGEMENT

The process approach to innovation management analyzes the functions of management as interrelated. The management process in this particular case will be a chain of continuous actions for strategic marketing, planning, organization of processes, accounting and control, motivation, regulation. Its essence is the coordination of work.

The directive approach includes the streamlining of functions, rights, obligations, quality standards, costs, duration, elements of the management system in regulations.

This approach is based on coercion methods, which are based on systems:

1) legislative acts of the country and region;

2) normative-directive and methodical (mandatory for application) documents of the company and the parent organization;

3) plans, programs, tasks;

4) operational management (power), bordering on psychological aspects. The behavioral approach is to assist the employee in understanding his capabilities, based on the teachings of the behavioral sciences, to build and manage the company. The leader coordinates the work, forces or stimulates people to achieve the goal.

When solving problems in practice, leaders apply the basic principles of motivation.

Motivation is the process of stimulating the realization of opportunities to achieve the goals of the company and personal goals.

Needs are at the core of motivation. Consider their signs and characteristics:

1) place in the hierarchy of needs:

a) primary (lower) - physiological, safety needs;

b) higher - social, spiritual needs, the need for self-expression, the realization of creative abilities;

2) the historical place of need - past, future, present;

3) the level of satisfaction of needs - fully and partially satisfied, unsatisfied;

4) the degree of conjugation of need - a weakly conjugated need, a conjugated need, a strongly conjugated need;

5) the scale of distribution - geographical and social;

6) the frequency of satisfaction - singly, continuously, periodically;

7) the nature of occurrence - basic, secondary, indirect;

8) the applicability of the need - in one area, in several areas, in all areas;

9) complexity of satisfaction - satisfaction occurs with one product, several products, interchangeable products;

10) the attitude of society - negative, positive, neutral;

11) the degree of elasticity depending on income and age - weakly elastic, elastic, highly elastic;

12) way of satisfaction - individual, group, public.

21. BASIC METHODS OF INNOVATION MANAGEMENT

Directly during the implementation of the innovation process, general and specific methods of innovation management are used.

Common methods include:

▪ analysis methods: graphical, comparison, balance sheet;

▪ planning method;

▪ forecasting methods: normative, expert, parametric;

▪ methods of strategic and metric marketing: modeling, segmentation, evaluation and analysis, research.

Specific methods include:

1) system analysis - analysis of the possibility of achieving the goal, taking into account internal and external circumstances, consideration of external and internal environments, division of the system in accordance with the system approach into subsystems: managing, managed, providing, servicing, the unity of all units, taking into account direct and reverse connections;

2) factor analysis - the development of science and technology in the economy, the potential of the company, the increase in the scientific and technical potential of innovation are analyzed;

3) situational analysis - analysis of the suitability of certain management methods for a given situation, analysis of unforeseen situations, professional training of personnel.

4) functional-cost analysis - a set of management functions: planning, organization, control, motivation; division of labor in innovation management; optimization of decisions, coordination and control functions.

The methods and tools of innovation management include:

1) statistical (factor) models developed on the basis of correlation and regression dependencies of innovation;

2) normative methods for planning innovation activities;

3) regulation of management procedures - they include provisions on industries and services, job descriptions;

4) economic and mathematical modeling of the processes associated with decision-making in each of the management functions separately;

5) optimization models for the formation of the organizational structure and thematic plans;

6) work scheduling, network methods;

7) adaptation of system parameters to environmental conditions;

8) the product of the assessment of the quality of "input, output, process" in the system;

9) economic and mathematical modeling, probabilistic models;

10) project management;

11) development of development scenarios;

12) consideration of external and internal circumstances of innovation success;

13) creative use of innovative managers, all available tools in connection with the situation;

14) conflict management methods;

15) methods of creative management.

22. NATURE, CLASSIFICATION AND TYPES OF RISKS

By risk they mean the real possibility of some negative event occurring, which entails losses (such as: physical injury, loss of property, income below the expected level, etc.).

Risk is an activity that is directly related to overcoming ambiguity in a situation of mandatory choice. In the process of activity, it is possible to quantitatively and qualitatively assess the probability of achieving the intended result, failure and deviation from the goal. The concept of "risk" includes the following elements, the relationship of which constitutes the essence of risk: the possibility of deviation from the intended goal, for which the chosen alternative was carried out; the probability of obtaining the predicted result; there is no certainty that the intended goal will be achieved; the possibility of material, moral and other losses that are associated with the implementation of the alternative chosen under conditions of uncertainty. In the process of activity, one has to deal with a combination of various types of risk. They differ from each other in the place and time of occurrence, the totality of external and internal factors affecting their level and, consequently, in the way they are analyzed and described.

All types of risks are interconnected, a change in any of them necessarily leads to a change in most of the other risks.

Risk classification is a combination of many risks into a system based on some signs and criteria. It allows you to combine a subset of risks into more general concepts. Risks are classified according to:

1) by the time of occurrence - retrospective, current and prospective risks;

2) by factors of occurrence - political and economic risks;

3) by the nature of accounting - external and internal risks;

4) by the nature of the consequences - pure and speculative risks;

5) by area of origin - industrial, commercial, financial and insurance;

6) for production activities - organizational, market, credit, legal;

7) according to the consequences - permissible, critical, catastrophic.

There are also a number of types and classifications of risks depending on the specifics of the company's activities.

Innovation risk is characterized by the probability of losses arising from investing in the production of new goods and services that may not find the expected demand in the market.

Innovation risks arise:

1) when creating a cheaper method of producing a product or service compared to those already in use;

2) when introducing a new product or service on old equipment;

3) in the production of a new product or service using new equipment and technology.

23. METHODOLOGICAL BASICS OF RISK MANAGEMENT

Managing risks when introducing and promoting innovations to the market is very difficult, given the high share of uncertainty.

In most sectors of the economy, the same methods and mechanisms for reducing risks are largely used, therefore, a variety of ways to ensure the economic security of innovation when implementing the concept of acceptable innovation risk by reducing it to an acceptable level and managing the level of innovation risk can be combined into several of the following main groups: avoidance ( risk avoidance), risk compensation (reservation), insurance, hedging, risk localization, risk distribution (diversification).

Innovative activity has a feature - a significant remoteness of obtaining the results of implementation, which makes it difficult to assess risks.

The risk management process includes the following:

1) risk management planning;

2) risk identification;

3) qualitative risk assessment;

4) quantitative assessment;

5) risk response planning;

6) monitoring and control of risks.

When exposed to a variety of external and internal risk factors, different ways to reduce them are used.

Risk management methods:

1) methods of risk avoidance used in economic activity: rejection of non-

reliable partners, from risky projects, risk insurance, search for guarantors, dismissal of incompetent employees;

2) risk localization methods are used infrequently, only when it is possible to fairly clearly identify risks and the sources of their occurrence, these include: the creation of venture enterprises (subsidiaries); the creation of special structural divisions (with a separate balance sheet); concluding agreements on joint activities to implement risky projects;

3) risk diversification methods - this is the distribution of the total risk into: responsibility between the participants; diversification of sales and supplies; diversification of investments; distribution of risk in time (by stages of work);

4) risk compensation methods are closely related to the creation of mechanisms to prevent the occurrence of danger. These include:

a) strategic planning of activities as a method of risk compensation;

b) forecasting the external situation; monitoring the socio-economic and regulatory environment; creation of a system of reserves;

c) development of a financial strategy to manage their assets and liabilities; staff training and instruction;

5) method of insurance - formation of a special fund of funds;

6) hedging - reducing the risk of concluding futures contracts (futures and options).

24. EXTERNAL RISK FACTORS

Innovation risk is the loss of part of one's resources or the planned profit from the implementation of an innovative project, the value of a portfolio of financial assets (of an innovative company as a whole) or the appearance of additional costs, as well as the opposite - the possibility of obtaining significant income compared to the planned one as a result of implementing innovative activities in conditions uncertainty.

There are two categories of risk factors, external and internal. External (unmanaged) risks are not directly related to the activities of the enterprise, their level is influenced by a large number of factors - political, economic, environmental, social and others.

Economic risk is associated with uncertainty factors that affect economic activity in the state and activities in the implementation of an innovative project. Economic risk is affected by the following uncertainties:

1) the state of the economy;

2) the economic, budgetary, financial, investment, innovation and tax policy pursued by the state;

3) market and investment conditions;

4) cyclical development of the economy;

5) state regulation of the economy;

6) possible failure by the state to fulfill its obligations (expropriation of private capital, various types of defaults, termination of contracts and various financial shocks).

Political risks are directly related to uncertainty factors: changes in the political situation and in the political course pursued by the state; political pressure; administrative restriction of innovation activity; foreign policy pressure on the state; freedom of speech; separatism; worsening relations between states.

Social risks are associated with uncertainty factors: social tension; strikes; regional conflicts; failure to implement social programs. The limiting case of social risk is personal risk.

Environmental risks are associated with such factors of uncertainty: environmental pollution, radiation situation, environmental disasters, environmental programs and environmental movements such as Green peace, etc.

Environmental risks are divided into technogenic, natural and climatic, social and household risks.

Legislative and legal risks are associated with such factors of uncertainty: changes in the current legislation for a given period of time; inconsistency, incompleteness of the legal framework; incompetence in the adoption of legislative acts.

The innovation risk of a company that implements an innovation project will, in general, be manageable.

25. INTERNAL RISK FACTORS

Innovation risk is an economic category of the probability of an unfavorable outcome when investing in production. One of the types of innovation risk is internal (managed) risks.

Internal risk factors include factors determined by the activities of the enterprise itself: the business activity of the enterprise management, the choice of the optimal marketing strategy, policy and tactics, as well as indicators: production potential, technical equipment, level of specialization, level of labor productivity, level of compliance with safety regulations.

Also, internal (managed) innovation risk factors are divided into risk factors of the main, auxiliary activities of participants and specific risk factors.

Risk factors for the main activity of the enterprise - these include production risk factors: violations of technological discipline, unscheduled shutdowns of equipment, accidents, violations of the supply of raw materials and components, economic violations and crimes.

These include:

1) the risk of non-sale of new products and technologies of the company due to insufficient material, technical and raw material bases; shortage of raw materials, materials and components; non-conclusion of a supply contract or non-return of the prepayment by the supplier;

2) commercial risk (marketing and business);

3) the risk arising from non-repayment of borrowed funds;

4) the risk associated with the implementation of an innovative project;

5) operational (production) risks;

6) risks in which unforeseen costs and revenue reductions arise;

7) risks under which competition intensifies;

8) the risk of non-receipt or insufficient level of external investment.

The risk factors of auxiliary activities include: power outages, emergency repairs of equipment, accidents in ventilation devices and life support systems (sewerage), violations by subcontractors of their contractual obligations, etc.

Specific risks include:

1) the risk at which the direction of research is incorrectly chosen;

2) scientific and technical risk;

3) the risk at which a negative scientific result was obtained;

4) the risk of an incorrect assessment of future prospects for completing R&D and (or) R&D;

5) the risk of erroneous project selection;

6) the risk of low scientific qualification of the personnel base;

7) scaling risk;

8) risk in which there is no patent purity;

9) risks associated with securing property rights for an innovative project (insufficient patenting; patent opposition; legal and illegal imitation);

10) risk when new products and technologies are not certified;

11) the risk of conservation.

26. RISK REDUCTION METHODS

The risk can be reduced, but it is impossible to completely avoid it in innovative activities; for this, innovative projects should be carefully analyzed. There are several risk mitigation methods:

1) distribution of risks - is distributed among the project participants in order to make responsible for the risk of the participant who is best able to calculate and control the risks, the most financially stable, able to overcome the consequences of the risks. The transfer or shifting of the risk of innovation can be done by concluding a contract, depending on the field of activity of the enterprise, for example: construction contracts; rental of machinery and equipment (leasing); contracts for the storage and transportation of goods; sales, service, supply contracts; contracts related to the distribution of goods and services; factoring agreement (providing financing against the assignment of a monetary claim); exchange transactions reduce the risk of supplying an innovative project in the face of inflationary expectations and the absence of reliable operational procurement routes;

2) diversification - allows you to really reduce portfolio risks by directing investments in different directions. Portfolios are formed with the condition that if, as a result of unforeseen (adverse) events, one of the projects is unprofitable, then the remaining projects will be profitable. This will save the firm from bankruptcy;

3) insurance and hedging. Insurance is the creation of a special fund of funds (insurance fund) and its use (distribution and redistribution) to compensate for the damage caused by insured events, by paying insurance compensation. Hedging - reducing the risk of adverse changes in the price environment by concluding futures contracts (futures and options). By buying and selling futures contracts, you can protect yourself from price fluctuations in the market;

4) organization of trade secret protection. In some cases, technical and commercial information about an innovative project being developed by the company provokes competitors to similar developments. To ensure the protection of trade secrets, a regulated procedure for working with information and access to it is introduced, which includes a set of legal, administrative, organizational, engineering, financial, social and other measures based on the legal norms of the Russian Federation, and organizational and administrative documents of the organization.

To obtain the result, a set of methods is used to minimize risks at all stages of the project.

27. INNOVATION PROJECT AND ITS TYPES

An innovative project is a complex concept that includes:

1) the form of targeted management of innovative activities;

2) the process of implementation of innovations;

3) a set of certain documents.

As a form of targeted management of innovation activity, an innovation project is a complex system of activities interconnected in terms of resources, deadlines and performers aimed at achieving the ultimate goals in different areas of science and technology development.

As a process of innovation, an innovation project is a set of scientific, technological, industrial, organizational, financial and commercial activities carried out in a certain sequence, as a result of which an innovative product is created.

A set of technical, organizational, planning and settlement and financial documentation is mandatory for the implementation of the goals of an innovative project.

An innovative project is a design form of innovation, it has all its basic properties.

The fundamental features of an innovative project as a category of quality and time determine its classification by types and life cycles.

Due to the variety of possible goals and objectives of scientific, technical and socio-economic development, innovative projects are classified by type:

1) by the level of decision - can be made at the federal, presidential, regional, sectoral levels;

2) by the nature of the goals of the project - final (according to the results achieved) and intermediate (related to the achievement of intermediate results in solving complex problems);

3) by type of need - focused on existing needs or on the creation of new needs;

4) by type of innovation - the creation of a new or improved product, market, source of raw materials, management structure, reorganization;

5) by the period of implementation - long-term (more than five years), medium-term (from three to five years), short-term (less than three years);

6) by scale - single projects, multi-projects, mega-projects.

Also, innovative projects can be divided into:

1) modernization (pseudo-innovations) - when the prototype design or basic technology does not undergo radical changes;

2) innovative (improving innovations) - when the design of the product (service) in the form of its elements is completely different from the previous one;

3) advanced (basic innovations) - when the product design is based on preliminary technical solutions;

4) pioneering (basic innovations) - when completely new materials, designs and technologies appear that implement the same or even new functions.

28. CONTENT OF INNOVATION PROJECTS

Each innovative project contains 12 components.

Part 1. Capabilities of the organization (summary). This part deals with two tasks:

1) a comprehensive description of the organization;

2) determining the organization's ability to implement the project and assessing its economic benefits for the organization.

Part 2. Definition of an innovative project. It defines: the purpose of the innovative project, the type of innovation, the economic and financial benefits of the organization, the main stages and life of the project, the problems of investing the project and guaranteeing the return of external investments, risk and its insurance, as well as commercial viability.

Part 3. Characteristics of goods (services). This part provides a detailed description of new goods (services).

Part 4. Markets for goods (services).

Part 5. Competition in the sales markets.

Analysis of market conditions, competitors, their strategies and tactics - three main tasks are solved:

1) market segmentation;

2) comparative evaluation of the received segments and their selection;

3) positioning of a new product (service) in selected market segments.

Part 6. Marketing Plan:

1) goals and marketing strategies;

2) pricing;

3) a scheme for the distribution of goods (services);

4) advertising of offered goods (services);

5) formation of public opinion;

6) marketing budget.

Part 7. Production plan. They determine the need for production capacities, material resources, production areas, technologies and ways to meet these needs, solve issues of the optimal location of production, modern methods of planning, organization of production, etc.

Part 8. Organizational plan. The composition of participating partners is determined:

1) organizational structure;

2) labor force;

3) administrative and managerial personnel. Part 9. Legal support of the project -

legal support for the implementation of the project.

Part 10. Economic risk and insurance - a list of possible risk groups, their sources, measures to neutralize identified risks, a risk insurance program, etc.

Part 11. Funding strategy. This part contains information on ways to finance this project.

Part 12. Financial plan. Analysis of the project and the adoption of the final decision, it is necessary to predict, evaluate and present the following data in the business plan:

1) sales volumes of goods (services);

2) capital costs;

3) the balance of current income and costs for the production and sale of goods (services);

4) balance of cash receipts and expenditures for the project;

5) the predicted balance of the enterprise, taking into account the implementation of the project.

The plan should also include the following:

1) title page;

2) content;

3) confidentiality memorandum;

4) table of contents;

5) application.

29. PROCEDURE FOR DEVELOPING AN INNOVATION PROJECT

The concept of "innovative project" can be defined in two ways: as an activity that is carried out to achieve a set goal, or as a procedure for formalizing organizational, legal and financial documents, on the basis of which the intended goal is implemented.

Any innovative project, during its implementation, goes through a certain path: from the phase of developing an idea to the phase of irrelevance of the idea.

Project development consists of the following stages:

1) the formation of an innovative idea is the starting point of an innovative project. Here the ultimate goal of the proposed project is formulated and the ways of its implementation are determined. This includes:

a) research work;

b) development and execution of design and technological documentation;

c) preparation of production facilities and the start of serial production of products;

d) industrial production of products depending on the size of the order;

e) operation and consumption of products. Before development, innovations are produced:

a) collection and analysis of information about the attitude of consumers to future innovations;

b) evaluation of innovations and exclusion of non-competitive ones;

c) development of a prototype of an innovation and a scheme for introducing a sample to the market;

d) testing and testing of the innovation sample.

Be sure to conduct marketing research in parallel with the development of the project idea in order to study the feasibility of innovation;

2) development of an innovative project. This scientific and technical development contains:

▪ creation of technical specifications for an innovative project, consisting of: goals, content, order of work execution, methods of achieving the intended results.

▪ information used during the formation of technical specifications: description of the object of study, description of technical requirements for it and its characteristics; list and description of general technical properties of the functions of the object of study; scientific forecasts in the field of technical solutions; information about the scientific and technical capabilities of the research performer; information on marketing research about the object of research; various additional information necessary for project development.

Design documentation is developed at the second stage, it consists of: technical applications; sketches (with a reflection of the main parameters and dimensions); technical project; working versions of design documentation.

The development of an innovative project is aimed at finding solutions to obtain the intended final idea of the project and create a set of tasks and activities that will be linked together by time, resources, and performers for the implementation of this innovative project.

30. COMPLETION OF AN INNOVATION PROJECT

The next stage, after the formation of an innovative idea and the development of an innovative project, is the stage of implementing an innovative project, i.e., the process of implementing innovation in industrial production, where knowledge and theoretical developments become real. This stage consists of two phases: the industrial production of innovation and the final sale of innovative products to the interested consumer. When the innovation already really exists and the consumer uses it, he is provided with services related to servicing, debugging the innovation, and training the staff.

At this stage of the innovative project, the preparation of the production of an innovative innovation is carried out. Measures are being completed to prepare production facilities for the production of innovations:

▪ carry out a trial run and control check of technological production equipment;

▪ direct launch into final production of a pilot or experimental batch, series of a product or service and quality control;

▪ eliminate inconsistencies and defects in products and services.

This process is the final one for the implementation of measures to implement the previously set final goals of the innovation project. When carrying out this stage, it is necessary to control and coordinate calendar plans, but the expenditure of production resources, correction and adjustment of emerging deviations and rapid operational regulation of the process of implementing an innovative project.

The immediate completion of an innovative project includes the following steps:

▪ the commissioning stage, directly related to the production of innovations developed in this innovation process;

▪ direct launch of a facility that carries out the implementation of innovative products into production in accordance with the developments of the innovative project;

▪ analysis of the results of production activities related to the release of innovation based on the development of an innovative project;

▪ operation of production facilities for the release of innovations;

▪ repair and development of production for industrial production of innovations;

▪ delivery of the results of the innovation project to the direct customer;

▪ closing contracts and agreements concluded during the development and implementation of an innovative project;

▪ complete closure of the implemented innovative project;

▪ dismantling of equipment used in the development and implementation of this innovative project.

It is these activities that complete the life cycle of any innovative project.

31. PROGRAM-TARGET METHODS OF MANAGEMENT AND IMPLEMENTATION OF INNOVATION PROJECTS

Program-target management is a method of managing and implementing innovative processes. It is limited by the timing and available resources of targeted programs.

The target program is the object of the impact of program-target management.

The target program is a system of plans for scientific, technical, economic, production and organizational steps, linked together by one goal, which must be carried out by the management.

Structural elements of the target program:

1) goals and objectives;

2) functional and executive structure, includes research and development and activities for the development and implementation of innovations;

3) resource, technical and economic conclusions on the program;

4) organizational and economic structure, includes the procedure for financing, the rights and obligations of customers and contractors.

In the target program, management tasks depend on the need to have a positive outcome through rational coordination of the work of departments that influence the achievement of the final result. All activities can be classified as a target program if they have the following characteristics:

1) the significance of the planned goal, the cost of work to achieve the goal, compliance with the time frame for carrying out the work;

2) the boundaries of cooperation between diverse departments to achieve the goals set;

3) exclusivity and non-standard tasks. The difference between program and target management

from the traditional one lies in the fact that in traditional management the object of management is a set of works considered only by their intermediate results. When implementing target programs, program-target management is aimed at solving the following tasks:

1) ensuring and providing a systematic approach to management;

2) ensuring and providing rational mutual action and coordination of the ongoing work of all departments that implement the innovation process;

3) the release of the top management team from direct operational management and coordination of the work of program executors;

4) increase in the level of efficiency of current management;

5) the growth of responsibility of management organizations and its individual executors;

6) ensuring the balancing of resources for the implementation of the innovation process;

7) ensuring timely and complete control over the implementation of the planned activities. Planning is the basis for the implementation of innovative management in order to bring together all project executors to carry out a set of activities and achieve the desired result.

Network planning is used to plan and coordinate the work of departments in the form of a special schedule - a network model.

32. ROLE OF THE MANAGER IN THE INNOVATION PROCESS

The head of the innovation process is an innovation manager, a specialist whose duties include organizing innovation activities, developing and implementing innovations that will ensure the stability of the company's development.

The head of the innovation process is responsible in the areas of developing the company's development strategy, the method of organizing the process, i.e., for creating the optimal structure and technology for managing the process and personnel.

Today, two types of requirements are imposed on the leader of the innovation process:

1) common to any manager;

2) special, determined by the specific features of innovation as an object of influence.

General requirements for a leader:

1) a professional stock of knowledge and skills in management, economics, marketing, corresponding to the profile of the company's production activities;

2) skills in organizing and managing personnel, i.e., the ability to convince, the ability to achieve the desired result, readiness for mutually beneficial cooperation, intuition, communication skills;

3) the ability of strategic thinking in the context of the problems being solved, i.e. the ability to analyze and predict circumstances, creative thinking and vision of problems;

4) the ability to achieve a positive result and success, which includes independence in decision-making and holding events, endurance, perseverance, purposefulness, initiative, resistance to stressful situations, ambition;

5) administrative abilities: the ability to plan, make decisions, the ability of the organizer.

The leader of the innovation process should have the following qualities:

1) have a clear idea of the situation related to the activities of the company;

2) use your experience and talent to realistically assess the situation;

3) predict undesirable events;

4) know and be able to rally the team;

5) be able to make the right decisions for a long period;

6) timely analyze changes;

7) balance between making the necessary decisions and the requirements of employees;

8) review and analyze all innovations.

Special qualities of the leader of an innovative company:

1) the ability to find a creative approach to solving managerial problems;

2) flexibility, intuition, the ability to respond in a timely manner to changes in the external environment;

3) the ability to rationally organize the activities of employees, organize the conditions for their work;

4) the ability to be a leader who enjoys authority among colleagues and subordinates, which is especially important in critical situations.

33. MAIN METHODS FOR STIMULATING INNOVATION ACTIVITY OF EMPLOYEES

The activities of any company cannot be imagined without people who turn goals and objectives into results, i.e. employees, employees of the company. Any step, any action largely depends on their activity. That is why it is necessary to stimulate the innovative activity of employees.

Labor incentives are a way of remunerating an employee for participating in production, which takes into account the effectiveness of his work. That is, it is necessary to use such a system of remuneration and such methods of motivation and stimulation that would give the employee a sense of confidence and security.

Innovative activity lies in the fact that employees, understanding the meaning of the activity, bring their new ideas, develop projects that will later be applied in the company's activities and bring it profit (or cost savings). To do this, it is necessary to interest the employee and convince him that this innovation will bring income not only to the company, but also to the innovator himself.

The main method of stimulating staff is motivation.

First of all, consider the material side of motivation. It consists, first of all, in rewarding the employee with money for the activity shown in the development of the company. For example, IBM has developed the following remuneration system: if an employee, having shown activity, has developed and implemented new technologies and the company makes a profit as a result, then the employee receives 25% of the company's profit (or savings) for a certain period. Thus, the organization encourages the employee to further active participation in the activities of the enterprise.

There is also a method of employee participation in profits. It consists in the division between employees and the company of additional profit, which is formed as a result of an increase in labor productivity or the quality of products.

In addition to material motivation, there are social benefits, which also relate to methods of stimulating the innovative activity of employees. These include: medical and pension insurance, paid vacations, etc. By developing a system of social benefits, the company thereby not only provides social protection for employees, but also attracts and retains skilled workers.

From the foregoing, we can conclude that using these methods, the company first of all increases the interest of employees in the successful development of the company. It is when the employee understands the main goal and objectives of the company, he takes an active part in its development.

34. RESISTANCE TO INNOVATION AND METHODS OF ITS NEUTRALIZATION

Innovation is an idea, product or technology used in production, perceived by the consumer as new or with unique properties.

However, introducing something new, the company faces such a problem as resistance to innovation. Its presence is due to the fact that most people are characterized by conservatism and inertia, which significantly complicate the perception of innovation.

There are internal and external resistance factors.

Internal resistance is the unwillingness or complete refusal to take part in this process on the part of the organizational units of the company, managers at various levels and the employees themselves. This type of resistance is both conscious and unconscious in nature and depends on many factors, such as:

1) the nature of management within the firm (for example, functions such as planning and control);

2) the level of development of communications and information collection;

3) professional training of employees. external resistance. Any organization always operates in the environment of other market participants and, of course, experiences a certain impact on their part. Suppliers, consumers, intermediaries, public organizations, competitors in one way or another influence the company's activities. During the period of innovation, this influence can often turn into pressure and resistance due to the fact that strategic innovations will certainly affect all subjects of the microenvironment. The main tasks of the leader are to eliminate the existing resistance and direct this energy in a positive direction even at the stage of planning and developing an innovation policy. To do this, the company must first of all:

1) realistic approach to the capabilities of the company;

2) create a well-functioning system for collecting and processing information;

3) stimulate the flow of necessary information from all functional units;

4) introduce a system of consensus, i.e. collective decision-making and collective responsibility, with the participation of managers at all levels and employees;

5) build a successful motivation system to stimulate creativity and idea development;

6) in innovative activity, focus on the social and ethical usefulness of innovations for society as a whole;

7) create long-term relationships with creditors, suppliers and consumers, as well as interact in every possible way with public groups and institutions on a mutually beneficial basis, involving them in the innovation process.

Thus, despite all sorts of problems associated with the introduction of innovations, overcoming resistance is possible. This requires clear planning and timely execution of the intended goals.

35. INTERNAL CULTURE OF A COMPANY AND ITS CHANGES DURING INNOVATIONS

"Corporate culture is a system of material and spiritual values that interact with each other, inherent in a given corporation, reflecting its individuality and perception of itself and others in the social and material environment, manifested in behavior, interaction, perception of oneself and the environment," said V. A. Spivak.

The formation of a corporate culture within the company is facilitated by the use of unique standards of corporate ethics, which are mandatory for all employees, as well as rules and norms of conduct. All this not only defines the face of the company, but also has a significant impact on its economic condition. Corporate culture, its structure in the future are the main prerequisites in order to create an image of the enterprise, to improve its reputation. In modern business, it is the main condition for the successful operation of the company, the foundation for its growth, as well as a kind of guarantor of the desire to improve the efficiency of its activities.

The formation of a corporate culture involves the creation of such social, domestic, psychological and other conditions for a working person in a company in which he feels comfortable, feels his usefulness. To do this, along with material incentives, the importance of the role of each employee in public affairs should be recognized, their participation in the management of the organization should be expanded, and they should also be involved in negotiations on the conclusion of contracts and agreements. Otherwise, the absolute indifference of the company to its employees, their lack of involvement in general company affairs will turn into indifference of these employees to the company itself. And this will lead to a decrease in the efficiency of all its work.

With the introduction of innovations, the culture of the company can change radically, and this change may not always be for the better. The introduction of innovation occurs to improve the efficiency and effectiveness of the company. However, innovation also requires a change in established norms and rules, which does not always contribute to the rise of the internal culture of the company. To resolve such situations, there is such a profession as a manager. His tasks include, first of all, the organization of internal regulations, and it is on his actions that the direction in which the company will move further depends. In those companies where such a position is not provided, this function is assigned to the immediate supervisor. The most important thing with the introduction of innovations is to stabilize the state of the internal culture of the company, thereby preventing internal factors from negatively affecting such an important event as the introduction of innovations.

36. STATE REGULATION OF INNOVATION PROCESSES

The state innovation policy is the definition by the state authorities of the Russian Federation and the state authorities of the constituent entities of the Russian Federation of the goals of the innovation strategy and mechanisms for supporting priority innovation programs and projects.

In connection with the growing importance of innovation for the economy and society as a whole, the need for state regulation of the innovation sphere also increases.

Under the influence of innovations, the very structure of the economy is also changing. After all, due to the increase in the efficiency of the use of resources, some of them are released and redistributed to other areas of activity.

The economic organization of society as a whole is also changing. New public institutions and economic organizations appear, the content of the relationships between them changes.

The activation of innovative processes in the scientific and technical sphere is becoming the most important condition for creating a highly efficient economy on a modern technological basis.

Today, Russian statistics indicate a decline in Russian science and a decrease in the number of active innovative companies. Russia lags behind developed and developing countries in the field of high technology, and the competitiveness of domestic products is correspondingly falling.

The contradiction that has arisen can be eliminated only by state intervention in the sphere of market innovation.

In a market economy, innovation is the main means of increasing the profits of business entities by better satisfying market demand and reducing production costs compared to competitors. However, it is absolutely unacceptable to leave the innovation market uncontrolled, since the experience of foreign countries with a market economy shows that in matters of scientific and technological development one cannot fully rely on the automatism of the market. The use of innovations cannot be a private problem of a particular company or region as a whole, it is becoming more and more public in nature, since the socio-economic prospects for the development of a particular country are increasingly dependent on how well the innovation processes proceed there, not only in general. country, but also in individual regions. The priority of centralized methods of regulation of innovation processes has been proven by world practice.

The most important tasks of the state scientific and technical policy:

1) promotion of innovative activity, which ensures the growth of the competitiveness of domestic products, through the use of scientific and technological achievements of production and the renewal of production;

2) creation of optimal conditions for the effective functioning of the market innovation mechanism.

37. FINANCING RESEARCH AND DEVELOPMENT

The most important issue of resource support for innovation management is the financing of research and development. Without additional financial support, no innovative organization will be able to effectively carry out its activities.

The financial support of any economic entity includes the financial relations of the organization with other economic entities and banks for payment for scientific and technical products, counterparty work, supplies of special equipment, materials and components, settlements with the founders, organization personnel and government authorities. The financing system performs two main functions: distributive and control.

Funding principles include:

1) a clear target orientation of the system - its connection with the task of the rapid and effective application of modern scientific and technological achievements;

2) consistency, validity and legal security of the applied mechanisms;

3) plurality of funding sources;

4) breadth and complexity of the system, i.e. coverage of a wider range of technical and technological areas;

5) adaptability and flexibility, which implies a quick response to dynamic changes in the external environment in order to maintain the maximum efficiency of the company.

The main objectives of financing are:

1) creation of prerequisites for the rapid and high-quality introduction of technical innovations in all spheres of the national economic complex of the country;

2) preservation and further development of the strategic scientific and technical potential in the preferred directions of development;

3) creation of material conditions for maintaining the personnel potential of science and technology, avoiding its leakage abroad.

Currently, the main sources of funding are:

1) financial resources formed at the expense of own funds:

a) income (profit from the sale of products, construction and installation works, from financial transactions);

b) receipts (depreciation deductions, targeted receipts, etc.);

2) financial resources mobilized in the financial market:

a) sale of own shares, bonds and other securities;

b) credit investments;

c) financial leasing;

d) funds of scientific funds;

e) sponsorship funds;

3) financial resources received in the order of redistribution:

a) insurance compensation for incurred risks;

b) financial resources coming from concerns, associations, industry and regional structures;

c) financial resources formed on a share basis;

d) dividends and interest on securities of other issuers;

e) budget allocations and other resources.

38. REGULATION OF INNOVATION ACTIVITY AT THE REGIONAL LEVEL

The innovative aspect has a great weight in the stable development of the country's economy, as well as in the state regulation of the innovation process in the present period of time. This is recognized in all countries of the world: both developing and developed, including Russia. This is evidenced by the recently adopted program documents at the highest level, first of all, "Fundamentals of the Policy of the Russian Federation in the field of science and technology development for the period up to 2010 and beyond." The implementation of this direction is influenced by many factors, for example, internal and external. It can be said for sure that without setting goals for socio-economic development for a long period of time and ways to implement them, taking into account both the historical, socio-economic and geopolitical problems of Russia, and the patterns of the current stage of global development, the economic policy of our state will not have real perspective.

The transfer of economic relations into regulated market relations will radically change the state's innovation strategy for the possibility of influencing this process through financial and credit levers, i.e. with the help of taxes, tax incentives, subsidies from the budget to vital sectors of the national economy. The crisis that has developed in the Russian economy prompts us to find the required ways and resources to solve problems. Under the current conditions, an expanded search for absolutely new ways of scientific development and practical application of the theory of innovation activity at the federal and regional levels is required to provide an opportunity for stable socio-economic development of the Russian economy.

At the federal level, unfortunately, the main source of law in the form of the federal law on innovation is missing. For a long period of time, this reason has been fundamental in the implementation of the tasks being solved by the country, one of which is the creation of an innovation system. Subjects of the Federation take the initiative and include in their rule-making programs the development and adoption of relevant regional documents on the regulation of innovation activities.

Management of innovation processes at the regional level is implemented through the joint action of the governing bodies of the constituent entities of the Russian Federation with federal executive authorities. In turn, at the federal level, some regulatory legal acts have been adopted aimed at developing the scientific, technical and innovative potential of the regions.

39. SELF-REGULATION OF INTER-FIRM RELATIONS IN THE FIELD OF INNOVATION

Market relations in modern conditions are a complex mechanism that combines monopoly firms, competition and regulatory forces.

Competition can be defined as the ability to offer consumers additional types of goods and services in relation to the goods of firms that produce similar products. Competitors determine what kind of outputs can be sold and what price can be obtained for them. Therefore, in market conditions, the state of the firm depends on the final results of its activities, recognized and paid by the consumer. The market and competition are powerful drivers of quality improvement, product and technology innovation. A firm can earn additional profit only if it carries out business activities more efficiently than its competitors. Competition is not feasible if competitors take unauthorized steps whose ultimate goal is to expand their market share.

For modern conditions, the conquest of market share is characteristic. This happens not so much by the methods of forceful pressure, but by the coordinated, coordinated actions of manufacturers in setting and raising prices for goods, determining the volumes and types of products, the technologies and equipment used, and choosing partners.

The main forms of intercompany market regulation include:

1) cartel agreements;

2) joint entrepreneurial activity;

3) carrying out the coordinated market policy by the largest firms. Self-regulation of relations between firms is the best option for the development of the economy, when each company tries to rise at the expense of its own forces and resources. To do this, it needs not only to unite with other firms, but also to introduce new technologies.

Firms engaged exclusively in innovation tend to be interested in attracting investment, so competition between them is more intense. And taking into account this fact, more and more attention should be paid to public policy.

Any significant corporation tries to use the priority of its place in the market, to assert its leadership, to seize a dominant position. The result will depend on the corporate structure of the sales market, on the conditions and magnitude of competition in it, as well as on the antimonopoly policy of the state. Under the action of antimonopoly laws and a well-established mechanism for their application, large companies that are potentially ready for a monopoly position in the market refrain from monopolistic behavior, as they fear the application of antimonopoly sanctions against them by the state.

40. TECHNOLOGY TRANSFER

Technology transfer is the movement of technology using any information channels from one of its private or collective carriers to another. With the help of the transfer, the commercial activities of the organization are supported.

It is customary to single out 3 main forms of technology transfer.

1. Internal transfer, when technology is transferred between different departments of the same organization.

2. Quasi-internal transfer, i.e. the movement of technology within alliances, unions and associations of independent legal entities.

3. External transfer, i.e. the process of technology dissemination, which involves independent developers and technology consumers, between different companies.

The transfer is based on the transfer of information obtained through scanning and monitoring.

Technology scanning and monitoring is the review and processing of information about research and innovation. The need for these activities is to study the technology market to take the right direction for the further development of the organization.

There is a practice of combining the efforts of companies in the implementation of scanning and monitoring activities. However, this moment has both positive and negative sides. The advantage lies in the exchange of information between specialists, expanding the scope; the disadvantage is the gradual "atrophy" of the departments responsible for providing the necessary information about the innovation market.

Optimization of information flows in an organization is one of the main tasks of managing technology transfer processes. In the process of solving it, it is important to take into account that information about new technologies can have a different nature and fundamentally different sources, so it is necessary to divide sources into formal and informal. This will help control information flows and correctly determine the degree of importance of information.

Classification of technology transfer is carried out according to the following criteria:

1) the direction of sending technologies:

a) vertical transfer - from development to production;

b) horizontal transfer - transfer from one field of science to another;

2) the number of participants and the degree of their participation:

a) active transfer - transfer through an intermediary;

b) passive transfer - the technology manufacturer independently seeks a buyer;

3) production preparation:

a) imitation transfer - without changing production;

b) adaptive transfer - production adapts to new technology;

c) innovative transfer - a complete change in production.

There is also a non-commercial transfer, which is characterized by low costs and support, as a rule, by the state.

41. INTERNAL SOURCES OF FINANCING INNOVATION ACTIVITIES

The development of innovative companies largely depends not only on the form of activity, but also on financial support.

Attracting investments is one of the most important tasks facing an organization engaged in innovative activities.

All sources of financing, whether they are enterprises, various funds or individuals, are involved in the economic process and in one way or another contribute to the development of innovative activity, which means that they can significantly affect the development of an innovative company.

Funding sources can be divided into the following types:

▪ state resources;

▪ resources of enterprises and other economic entities.

Any investor who has invested his capital expects to make a profit. And before investing, he will carefully check the subject of financing. Therefore, companies do not always have a chance to receive large funds from investors. And in order to still be able to carry out innovative activities, the company uses internal sources of financing for innovative activities.

We need to consider internal sources, i.e., the resources of enterprises and other economic entities.

These sources include:

▪ own funds;

▪ borrowed;

▪ attracted.

Own funds - this is the profit received by the organization, depreciation, intangible assets, temporarily free fixed and working capital, various funds aimed at expanding production.

Borrowed funds are budget, bank or commercial loans.

The funds raised are earmarked contributions, profit from the sale of own shares, etc.

First of all, the enterprise tries to use its own funds for the development of innovations, but this is not always possible, therefore, most often, companies resort to obtaining various loans and credits, counting on making a profit from the introduction of innovations and repaying debt with payment of interest rates.

There is also another option for obtaining borrowed funds - venture capital. It is a purchase by funds of issued shares and bonds of the company, not designed for quick profit, but enabling the company to develop, effectively carry out activities, which will ultimately lead to the greatest profit.

Thus, it can be concluded that, using internal sources of financing, the company is quite capable of effectively implementing innovative activities, expanding production, introducing and applying new technologies.

42. EXTERNAL SOURCES OF FINANCING INNOVATION ACTIVITIES

Innovation is the development and implementation of new technologies. However, any innovation requires huge capital investments, and the activities of innovative companies are no exception. To create any innovative product, it is necessary to develop a whole innovative process, at each stage of which the company incurs the necessary costs (for example, for renting equipment, premises, etc.). That is why the development of the company's innovative activity largely depends on the amount of funds raised.

One of the most important sources of financial resources is purposeful state support in the form of budget allocations allocated at the federal and regional levels. They are aimed at the development and implementation of comprehensive programs for the development of new technologies, for the implementation of the best state projects.

However, at present, direct budget financing is losing its paramount importance due to the organization in the country of a sufficient number of large extra-budgetary funds and the attraction of new sources of investment. In developed countries, in the event of a lack of their financial resources, enterprises can turn to direct financing, i.e., take advantage of the financial market opportunities in the form of a loan with the subsequent return of these financial resources in full with interest and on time. State financial support for the innovation sector is to create a financial market that enables entrepreneurs to develop research activities and increase technological production. Additionally, the state financial assistant is various loan programs, funds for which can be provided on the security of property for the development and reconstruction of enterprises, and support for small businesses. Thus, in developed countries, a well-established system of the possibility of innovative organizations to finance has developed.

Any investment of financial resources involves making a profit, and each investor tries to maximize this profit with minimal risk. Therefore, in order to receive investments, a company must provide all the necessary conditions for this, draw up a detailed business project, which will clearly indicate all the terms and amounts required for the implementation of an innovative project.

In Russia, the development of the financial market is in an unfinished state: there is a huge capital of free funds, but it does not bring profit, since it is not invested in production. That is why the problem of investing in innovative projects in Russia remains the most pressing.

43. PRIMARY AND SECONDARY ISSUANCE OF SECURITIES

The issue of securities - the production and one-time issuance of significant series of shares, bonds and other securities - is carried out by state and local authorities, joint-stock companies and any other issuers to activate monetary resources.

Issue - a sequence of actions of the issuer for the issuance and placement of securities. The circulation of securities is carried out by concluding civil law transactions, by transferring the ownership of these securities. Securities can be:

1) registered and bearer;

2) documentary and electronic (non-documentary form).

The issue of securities includes the following stages:

1) making a decision on the placement of issue-grade securities;

2) approval of the decision to issue equity securities;

3) state registration of the issue of issue-grade securities;

4) placement of securities;

5) submission to the registering body of a report on the results of the issue of emissive securities.

The holders of securities are individuals and legal entities that finance the issuer by purchasing securities. When buying securities, they accordingly expect to receive a certain income (dividend) in the future.

An intermediary between the issuer and the holder is an investment company or an investment bank that organizes the issue and acts as guarantors in the sale of securities.

The initial stage of the issue of securities is the stage of preparation for its implementation. It includes:

1) market research;

2) determination of the size of the issue of securities, methods of placement;

3) printing forms. The next stage - securities are transferred from the issuer to the first holder. Such a placement process is carried out either among a certain number of buyers, or by public subscription and auctions, or by means of a consortium of banks, and sometimes through a stock exchange.

The primary securities market includes the issue of securities, placement with the first holders.

Further stage - securities are transferred to the secondary market, where previously issued securities can be resold.

Promotion Features

First, when shares are placed, the price is determined by the issuer, and the par value is reflected on the security itself. However, the sale price of a share may differ from it up or down, but in any case, the entire series of shares must be sold at the same price. The issue rate (primary price) is taken into account by the secondary market.

Secondly, the company issuing shares is obliged to fully inform about its economic and financial situation.

44. THE CONCEPT OF EFFECTIVENESS OF INNOVATION ACTIVITY

The effectiveness of innovation implementation activities is assessed by analyzing the competitiveness of manufactured products, their successful implementation in the market, both domestic and foreign.

As a result of the activity of introducing innovations, completely new ideas, products and services, technological processes, forms of management and organization are born in various sectors of the economy and in its structures.

The results of innovation implementation activities are formed in the form of an innovative product, which may have a certain tangible form or be in an intangible form.

The goal of R&D can be safely called the creation of new products and services, which will subsequently be the basis of the company's production activities in the future. Therefore, when planning activities for the introduction of innovations of the company, it is necessary to calculate and analyze the effectiveness of the prospects for an innovative project. But we should not forget that any plan drawn up does not oblige to be consistently carried out, on the contrary, it must be adjusted in the process of fulfilling the intended goals. The effectiveness of innovation activity should be assessed throughout the entire work based on an analysis of the influence of previously unaccounted for factors.

The implementation of innovative activities is associated with costs, therefore, when calculating efficiency, these costs must also be taken into account.

When analyzing cost effectiveness, the problem of evaluating the results of activities is excluded.

The result of the application of innovations directly depends on the results and costs taken into account. Allocate economic, scientific and technical, financial, resource, social, and also economic effects.

In connection with the time factor, the calculations of results and costs are divided into indicators:

▪ effect for the billing period;

▪ annual effect.

Efficiency is defined as the ratio of the result (effect) and costs.

Summarizing all of the above, we can say that the main task of technical and economic design as part of R&D is to ensure the effectiveness of the created product and, consequently, its competitiveness in the market. In this regard, the construction of an integral indicator of quality and an integral economic indicator of a product is of great importance.

In managing the effectiveness of the innovation process, in addition to ensuring its technical and economic indicators, the main position is the reduction of the time period for R&D and the choice of the date for the release of a new product on the market. The entry of new technologies to the market speaks of the effectiveness of innovation.

45. CLASSIFICATION OF INNOVATION ORGANIZATIONS

The classification of innovative organizations is based on the following aspects:

1) the profile of their activities;

2) level of specialization;

3) the number of stages of the innovation life cycle at which the innovation organization operates.

It is on the basis of these aspects that the following types of innovative organizations are distinguished:

1) marketing organization - deals with market segmentation, determining the sales market, advertising, etc.;

2) R&D, research centers - engaged in scientific and experimental activities, development of innovations, their testing;

3) design organization (design office) - implements design developments and designs ideas, conducting experimental and test work to create product samples for their competitiveness;

4) design and technological organization - is engaged in the development and manufacture of technological systems for the production of products with the minimization of resource costs and the level of high quality of products;

5) construction and installation organization - develops design estimates for capital construction projects in connection with the introduction of new technologies;

6) the company of material support of production - produces rationing

and analysis of the efficiency of the use of materials and resources;

7) enterprise (company, firm) - an organization engaged in the development of the production of new products, serial production and marketing of finished products;

8) service organization - an organization that manages the quality of product service from the manufacturer to its consumer;

9) repair organization - an organization engaged in maintenance and repair of products under an agreement with consumers;

10) science parks are specialized innovative companies located near significant scientific centers, such as universities, institutes;

11) a corporation is an alliance of independent industrial firms and scientific institutions to increase the efficiency of activities;

12) a financial and industrial group is an organizational structure that brings together industrial enterprises, banks, trade organizations to increase the competitiveness of goods and services;

13) holding. Around the main center, there are several companies that carry out the same type of activity.

14) technopark - a compactly located complex, the main function of which is the accelerated introduction of innovation in the material sphere;

15) technopolis - a single research and production and educational, as well as residential and cultural and community area, united around a scientific center and providing a continuous innovation cycle based on scientific research.

46. ESSENCE OF TECHNOPOLISES AND THEIR TYPES

Technopolis (technopolise: from Greek techne - "skill" and polis: from Italian "city-state") is a kind of free economic zone; is a single research and production and educational, as well as residential and cultural and community area, united around the scientific center and providing a continuous innovation cycle based on scientific research.

Technopolis is:

1) a form of regional development, the creation of structures aimed at organizing the interaction of business, universities and local authorities for the implementation of scientific projects;

2) a scientific project that includes the development of industrial cities through the creation of a "soft" infrastructure in them, consisting of qualified personnel, innovations, information support, capital invested in unexplored areas, communication networks.

Depending on the nature and scope of the functions performed, the following types of technopolises are distinguished:

1) innovation centers - provide assistance mainly to new firms associated with high technologies, thereby stimulating their development and the creation of new firms;

2) scientific or research parks - serve both new and well-established firms, introduce new technologies, maintain close ties with research institutes;

3) technology parks - optimally organized scientific and industrial zones in which cooperation and exchange take place

ideas between enterprises and scientific organizations in order to use innovations and further effective development of the region;

4) technology centers - service companies that are created for the more efficient development of new high-tech firms;

5) conglomerates of technocomplexes and science parks - aimed at uniting innovative firms and transforming regions into high-tech zones. Technopolises are research and production complexes. They fully implement the technological chain from fundamental research to the sale of new products, and also involve the optimal combination of the activities of research institutes, industrial enterprises, business, service and commercial structures, as well as local authorities.

The creation of technopolises contributes to the "accumulation" of all the necessary conditions for the development of high-tech production. Also, there is an alignment of socio-economically underdeveloped regions, their infrastructure is changing.

Technopolises are a fairly “young” phenomenon not only in Russia, but also in developed countries. That is why they are not well studied. However, the need for their existence is due to their positive impact on the economic and social development of the country and regions.

47. FEATURES AND IMPORTANCE OF SMALL INNOVATIVE FIRMS

According to the Federal Law of July 24, 2007 No. 209-FZ "On the development of small and medium-sized businesses in the Russian Federation", small and medium-sized businesses are business entities (legal entities and individual entrepreneurs) classified in accordance with the conditions established by this Federal law, to small enterprises, including micro-enterprises and medium-sized enterprises.

Most of the small firms today are the so-called venture firms that specialize in research and development, production of new products. They are created by scientists, researchers, innovators. Such firms, as a rule, are not engaged in the production of products, they only transfer their developments to other, larger companies. Also, venture firms can be subsidiaries of large organizations.

Features of venture capital firms are as follows:

1) equity participation of the investor in the capital of the company;

2) provision of funds for a sufficiently long period;

3) the active role of the investor in managing the financing of the firm.

At the present stage, the development of small business is determined by the following factors:

1) the introduction of various types of microelectronic equipment into all spheres of the economy, which does not require large production areas and initial investments, but makes it possible to drastically simplify and reduce the cost of communication links, the process of making an effective managerial decision;

2) adoption by states of legislative acts on tax and other benefits for small businesses;

3) state and extrabudgetary support for financing risky venture business;

4) the flexibility and adaptability of small firms due to the small number of their employees to the requirements of the market and the achievements of scientific and technological progress;

5) raising the intellectual level of researchers and their desire for freedom in creative activity;

6) higher efficiency of the final results of innovative activities of small firms and faster return on investment compared to large companies and corporations.

However, there are also factors that have an impact on curbing the growth of their number. These factors include:

1) high risk of investment due to the small range of manufactured goods and services. Thus, if this product is not sold, the company suffers bankruptcy;

2) significant difficulties in establishing production due to the lack of the necessary production potential;

3) weak infrastructure of the firm and its insecurity.

48. STRUCTURE OF INNOVATION ORGANIZATIONS

There are the following main types of structures of innovative organizations:

1) linear - work planning and control of their implementation are carried out vertically from the head to the production units that perform managerial functions;

2) functional - planning of work and their subsequent control are carried out by the functional divisions of the company, and the work itself is performed by production divisions;

3) linear-functional - planning of work and their subsequent control are carried out by the functional divisions of the company, the work itself is performed by production divisions. At the same time, everyone is subordinate to the leader;

4) matrix, or staff, - the linear-functional structure additionally includes general designers and project managers with the functions of monitoring competitiveness;

5) brigade - the company organizes complex teams of 10-15 employees (designers, technologists, economists, workers and others) to carry out individual work and produce component parts of the product;

6) divisional - this structure is used only for multi-product concerns, divided into industries by type of product. Functional divisions are present both in individual industries and in the whole concern in general.

All of these types of structures have their own advantages and disadvantages.

To select a specific structure! a particular enterprise, it is necessary to perform an in-depth analysis of the factors influencing the structure. These factors include:

1) development of specialization and cooperation in production;

2) control automation;

3) the use of a complex of scientific approaches when designing the structure and functioning of the innovation management system;

4) following the rules of the principles of rational organization of production processes;

5) transition to the problem-target structure of existing management structures. Basic rules for the formation of the problem-target structure of the company:

1) targeted approach;

2) complexity in determining the number of deputy heads of the enterprise;

3) problem orientation;

4) the course towards certain products or markets when creating structures of departments for specific products or markets, organizing the financial plan of the enterprise;

5) the absence of special units for the mandatory horizontal coordination of achieving the goals of the enterprise;

6) ensuring the mobility and adaptability of the structure to changes;

7) ensuring coordination of solving problems to achieve the competitiveness of goods.

Thus, the structure is characterized by the number and depth of the observed principles and requirements for formation, the structure of goals, the content of the provisions on job descriptions.

49. RESTRUCTURING AS A TOOL FOR INCREASING THE COMPETITIVENESS OF AN ORGANIZATION

Translated from English, restructuring is translated as "restructuring! Something." Considering a company as a complex system, which is influenced by factors of external and internal environment, we will define the concept of "company restructuring".

The restructuring of a company is a modification of the structure of the company, as well as its components that form the business, in connection with factors of either the external or internal environment. It includes such actions as improving the management system, financial and economic policy of the company, its operations, marketing and sales systems, personnel management.

The underlying source for which firms are trying to restructure, as a rule, arises from the low efficiency of their activities at a certain stage, characterized by unacceptable financial performance of the company, insufficient working capital, and a high degree of accounts payable.

However, some successful companies often carry out minor structural changes. Using the restructuring of the firm, they want to get as a result of an increase in the competitiveness of the firm with a further increase in its value. Depending on the company's goals and strategy, one of the forms of restructuring is chosen: operational or strategic.

Strategic restructuring is a process of structural modifications aimed at raising the investment attractiveness of a firm, unlocking its potential to attract external financing and increase value growth. The implementation of this type of restructuring is aimed at achieving the goals of the company for a long time. The result of the successful implementation of this type of restructuring is an increase in the competitiveness of the company, an increase in the volume of incoming income, as well as an increase in the value of its own capital. The implementation of operational, strategic restructuring can affect both all components of the business system and its individual parts. Forms of restructuring are classified according to the scope of coverage of structural changes: partial and complex.

Restructuring is one of the most complex management tasks, this conclusion can be drawn on the basis of international practice and the experience of restructuring in Russia. In the process of restructuring, it is necessary to take into account a huge number of restrictions and the individual characteristics of the company within whose boundaries it is implemented. Therefore, it is necessary to conduct it, already having clear goals, the concept of restructuring, understanding each of its stages and methods by which it is necessary to act.

50. FORMATION OF COMPETITIVE ADVANTAGES OF OBJECTS BASED ON THEIR EXCLUSIVE VALUE

Competitiveness is the property of a product to compete in the market with other similar products.

The competitive advantage of the system is a certain exclusive value inherent in this system, which gives advantages in relation to competitors.

Value is the system by which a firm is now and will remain competitive in the future.

Values can translate into primary and secondary, tactical and strategic advantages of competition implemented in social or production systems. The benefits of competition are ultimately realized in the products produced by this system and sold on the market. Selling a product that has a competitive advantage or is made using an internal competitive advantage in the system allows you to achieve the desired effect.

The income earned after the sale of goods is again put into circulation.

Forecasting the competitive advantages of the system can be carried out on the basis of:

1) system analysis of competitive advantages and weaknesses of the system;

2) estimating the value of the values acquired by the system;

3) systematic analysis of competitive advantages and weaknesses of competitors and their products;

4) developing a program for the origin of values before their implementation, obtaining a specific result or effect in space and time;

5) analysis of the possibility of complying with the principles of qualitative forecasting. Based on the analysis of various approaches to the classification of competitive advantages, the following criteria for classification are proposed:

1) in relation to the system;

2) by spheres of origin of the advantage;

3) by the time of implementation;

4) at the place of sale;

5) according to the type of final result obtained. The classification of advantages according to the above criteria and their subsequent coding are necessary to automate the process of accounting and analyzing the competitiveness of objects.

Currently, Russia uses the All-Russian Classifier of Goods and Services, according to which each product can be coded.

Management of competitive advantages is carried out in accordance with the basic functions of management.

The planning function includes the development of specific programs and strategic plans to meet the needs of the consumer using competitive advantages, justified at the stage of strategic marketing.

51. CONTENT OF PORTFOLIOS OF NOVELTY AND INNOVATION

Each organization has and pursues its own policy, which results in strategic planning of measures necessary to achieve the goals and objectives. The main goal is the effective operation of the company (and, accordingly, obtaining the greatest profit). The core of any policy is the introduction of new technologies.

The purpose of innovation is to obtain a result by introducing innovation. In order to determine the scope of innovation activity, designations are used that characterize the main goals of the innovation organization.

K - improving the quality of the product. When implementing this strategy, there is a significant risk, but it is fully justified, as it can bring significant profit.

C - reduction in the price of goods while maintaining the rest of the strategies without changing. Using this strategy may lead to a decrease in profits, but it will help to take a strong position in the market.

C - reduction in the cost of manufactured goods due to the development of new technologies, new methods of organizing production and labor.

V is an increase in the product production program (sales volume) for the same market without changing other strategies. There is an increase in profits due to an increase in the scale of production.

P - the development of a new market for an old or new product.

Implementation of the strategies listed above requires the introduction of innovations.

Depending on the goals of the organization, various combinations of these strategies are possible.

Based on the above strategies and their various combinations, a portfolio of innovations and innovations is formed.

An innovation portfolio is a comprehensively substantiated list of innovations to be introduced in an organization.

The Innovation Portfolio is a list of the organization's innovations to be sold.

Thus, using scientific approaches and methods of strategic marketing, as well as taking into account the characteristics of strategies, it is possible to form portfolios of innovations and innovations. And already at the next stage - R & D - we will be able to evaluate the effectiveness of the implementation of the formed portfolios.

52. OBJECTIVES, PRINCIPLES AND STAGES OF R&D

The main tasks of research and development work (R&D) are:

1) obtaining new knowledge in the field of development of nature and society, new areas of their application;

2) theoretical and experimental verification of the possibility of materialization in the production sphere of the standards developed at the stage of strategic marketing, the competitiveness of the organization's goods;

3) implementation in practice of portfolios of innovations and innovations.

The implementation of these tasks will make it possible to increase the efficiency of the implementation of resources, the competitiveness of the enterprise, and the level of living income of the population.

The main principles of research and development work are as follows:

1) implementation of previously developed scientific principles, approaches, functions, methods of innovation management to solve selected problems, systematize and develop rational management decisions. The volume of used components of scientific management is determined by the complexity, cost of the control object and other reasons;

2) the focus of innovation activity on increasing human capital; Research and development work includes the following phases of work:

1) fundamental research: theoretical and exploratory;

2) applied research;

3) developmental developments;

4) work performed in any of the previous phases, including experiments and experiments.

The purpose of research and development work is the creation of new goods and services, which will subsequently be the basis for the production activities of an innovative enterprise in the future. When performing research and development work, it is necessary to take into account the infrastructure, technological level, traditions, organization, production culture, human resources, and much more. But perhaps the most important circumstance is that research and development work as an activity , facing the future, are closely related and mutually determine the strategic plan of the company. The strategy is transformed into reality only as a result of the implementation of the planned product or planned process.

It is safe to say that, in most cases, research and development planning is an indispensable part of the innovative firm's strategic development plan itself. Planning is a more global task than the actual execution of research and development work (it is more important to determine the right direction of movement than to focus on specific steps in this direction).

53. PATENT AND LICENSING ACTIVITY OF AN INNOVATION ORGANIZATION

The right to intellectual property is defined in the III International Covenant on Economic, Social and Cultural Rights. Our state, in order to ensure domestic priority for inventions, joined the Paris Convention on July 1, 1965.

Registration of the right to a new invention is carried out by obtaining a patent.

A patent is a document that certifies authorship and grants its owner the exclusive right to an invention. In essence, it is the title of the owner of the invention and is supported by the registration of a trademark. Its validity lasts for 20 years from the date of receipt of the application by Rospatent.

In Russia, all issues of patent protection are regulated by the Federal Service for Intellectual Property and Patents (Rospatent), which, in accordance with the fourth section of the Civil Code of the Russian Federation, implements a unified policy in the field of protection of property objects, accepts applications for consideration, etc.

Licensing is one of the main forms of technology trade. A license is a permission to use an invention protected by a patent, a trademark, etc. The grant of a license is a purchase (sale) operation between the owner of the patent (licensor) and the counterparty (licensee) of a certain right to a patent.

License agreements are divided into:

1) independent - provide that technologies are transferred regardless of the place and conditions of their future use;

2) related - simultaneously with the transfer of the license, a contract for construction and supply of equipment is concluded. The seller is remunerated for granting the right to use the license agreement through royalties, which can be paid either as periodic deductions from the buyer's income during the period of the agreement (royalty) or as a lump sum payment based on expert judgment (lump sum). Various combinations of the above payment methods are possible.

Based on the nature and scope of rights to use, licenses are divided into the following types:

1) patent (the rights to use a patent are transferred without the corresponding know-how);

2) patentless (the rights to use innovations in various fields of activity are transferred);

3) simple (the licensee and the licensor have the right to use the patent);

4) exclusive (exclusive use of a patent by a licensee);

5) full (the licensee uses the patent alone during the period specified in the contract).

54. FUNDAMENTALS OF INNOVATIVE DESIGN

The concept of "innovative project" can be considered as:

1) the form of targeted management of innovative activities;

2) the process of implementation of innovations;

3) a set of documents.

When considering an innovative project as a form of targeted management of innovative activities, the project is a complex system of activities that are interconnected by resources, time parameters and human resources. These activities are aimed at obtaining set goals based on the preferred paths for the development of science and technology.

Considering an innovative project as a process of implementing innovations, it can be characterized as a set of scientific, technological, financial actions performed in an established sequence, ultimately helping to introduce innovation.

Also, for the implementation of innovative activities, a set of organizational, planning and settlement and financial documentation is required.

Considering an innovative project as a set of documents that contains a set of scientifically reasoned goals and steps to solve the problem and organize innovative processes, taking into account space and time.

The scientific project is managed by the project manager and the scientific and technical council.

The project manager is the person who has the authority to manage the project, including the planning, control and coordination of work.

The classification of innovative projects is carried out on the basis of the classification of innovations.

An innovative project of any level should include:

1) the content and relevance of the problem;

2) summary of the project manager;

3) a system of measures for the implementation of the "tree of goals" of the project;

4) comprehensive justification of the project;

5) comprehensive support for the implementation of the project;

6) characteristics of the NTS;

7) expert opinion of the project;

8) the mechanism for the implementation of the project and the system of motivation.

The implementation mechanism consists of:

1) the structure of the organization;

2) integrated support plans;

3) control and regulation of tasks. The final question of innovation

The project will regulate the procedure for completing an innovative project, which includes the delivery of the implemented project, as well as the closing of the contract.

Closing the contract involves checking financial statements (invoices, reconciliation of payments received, availability of documentation, control of amounts), certification, identification of outstanding obligations and completion of outstanding obligations.

Certification: departmental performers send a report to the head organization, then it prepares a report on the project as a whole and sends it to the customer, after which the contract is closed.

55. EXAMINATION OF INNOVATION PROJECTS

Examination of innovative projects is an operation of systematic verification and control of the following indicators:

1) the quality of the system of regulatory, methodological, design and other documents included in the project, and the system of innovation management;

2) professionalism of the project manager and his team;

3) scientific, technical and production potential, competitiveness of the project and organization;

4) the reliability of the performed calculations, the degree of risk and the effectiveness of the project;

5) the quality of the mechanism for the development and implementation of the project, the possibility of achieving the goals.

In accordance with the recommendations of the Organization for Economic Cooperation and Development, the examination of innovative projects should be carried out on the basis of such principles as:

1) the presence of an independent group of researchers who act as arbitrators in disputable circumstances based on the results of the examination and the composition of the commission conducting it;

2) accounting for value added as a production one in the innovation and research field of activity;

3) carrying out forecasting and planning of costs based on the medium term to be able to determine the calculated efficiency and determine the timing for control;

4) the relationship between control schemes and development opportunities for the management of the scientific and technological policy of the state.

The methodology for the examination of innovative projects relies on the following methods and techniques for analyzing, forecasting and developing a management decision:

1) the method of comparing the indicators underlying the project, as well as those available as a result of experiments and experiments;

2) expert;

3) index;

4) balance sheet;

5) graphic, etc.

An expert assessment is formed on the basis of an analysis of the scientific content of an innovative project, taking into account:

1) clarity of presentation of the project intent;

2) a clear definition of the purpose of the project and research methods;

3) qualitative characteristics of the project;

4) the urgency of the problem.

Thus, we see that when analyzing an innovative project, not only the project itself and its description are considered, but also the novelty of the problem posed, its relevance at this stage. It is also necessary to take into account the prospects for the development of the project and thereby justify the assessment of the project.

The basic condition for achieving the desired outcome of the innovation project, the quality and organization of the expert commission will be the provision of the required quality of regulatory and methodological documents on innovation management.

Mandatory components of the documents are the purpose of the document, the justification of the project, the methodology and requirements for the quality of the work performed, the deadlines, sanctions applied and sources of information.

56. ESSENCE OF BUSINESS GAMES

A business game is a group exercise in developing a sequence of decisions in artificially created conditions that simulate a real production environment.

The experience gained by participating in the game, in some cases, is more valuable than the already existing professional skills.

Business games provide an opportunity to analyze the existing conditions more widely, to realistically present the consequences of the decisions being made, and create the possibility of making an alternative decision. In a business game, a person has incomplete but reliable information, this increases confidence in the results and initiates a general direction of accepting responsibility. Considering the benefits, determine the success of using this method in the learning process.

The main feature of the main number of games will be the presence of role-playing interaction. Roles create the structure of the group, i.e., a certain position and function in the group is assigned to any participant in the game. The role is understood as a system of functions and stereotypes of behavior. The participants in the game develop a certain system of expectations from the carrier of specific information, these expectations must converge among all participating players, for this, the instructions for the player must describe in detail the norms of behavior. All this forms interaction within the group, regulates relationships and reduces the possibility of conflicts.

The business game, together with other teaching methods, contributes to the accumulation of managerial experience close to real, and essentially replaces laboratory experience, and with the help of business games this can be done much better than with other methods of cognition. The game, firstly, quite realistically creates the existing reality; secondly, it creates dynamic organizational models; thirdly, more intensively encourages the solution of the set goals.

The game development methodology includes 4 stages:

1) problematization;

2) optimization (or goal setting);

3) determination of the range of resources required for the implementation of a given product model by the game participants;

4) linking the results of the game with post-game modeling, since here the mechanisms for implementing the results of the game in the enterprise are developed in detail. After the game is over, it is discussed, following which the participants draw conclusions and make decisions.

57. METHODOLOGY FOR PREPARING AND CONDUCTING BUSINESS GAMES

The essence of the business game lies in the role-playing participation of each participant in an artificially created situation, close to industrial practice. Preparing and conducting the game are the main components in the whole process.

Game preparation includes:

1) goal setting - it is necessary to understand why the game is being played, what is its meaning;

2) choice and description of the situation - each participant must understand what is required of him. The situation itself should have an ambiguous character, several solutions;

3) team formation.

To conduct the game, participants are given the opportunity to choose the resources necessary for a productive game. Here all the violent fantasies of the participants are discarded, only those items remain that will really help in real life.

When forming teams, it is necessary to take into account the interpersonal relationships that have developed in the team. It is important that only positive emotions and attitudes are present in the team. Only in this situation is effective cooperation in a team possible, which will bring the most positive result.

For a more coordinated game, it is necessary to develop instructions for everyone, role-playing instructions for each participant, clearly think over the course of events and those factors that will stimulate players not to win, but to achieve results.

The game will be non-life if it does not take place in real time, in real events, if the steps of the participants are poorly thought out, and also if the decisions of the players do not find a response from the management.

Conducting the game involves work in groups, a plenary meeting and reflection. At the beginning of the day, the participants gather for a brief summary of the results and receive a task for the new day. Work in groups takes place before lunch, after lunch at the plenary meeting, the submitted reports are read out. A reflexive analysis of the game day is carried out after the plenary session.

As a result, all the resources that have really benefited are introduced and used already in production. The necessary orders and orders are being prepared, changes are being made to the provisions of departments and services, that is, everything is being applied that will help correct either the existing or the impending conflict situation.

At the end of the game, it is discussed, it becomes clear why certain decisions were made, what these results led to, what strategies were preferred. Based on the results of the discussion, the participants draw conclusions and make decisions that contribute to the prevention of problems that have already arisen and the prevention of conflict situations that have not yet arisen, but quite expected.

58. DEFINITION AND TYPES OF FORECASTS

A forecast is a conclusion based on a special study about the future development and outcome of a phenomenon, event, or indicator.

The following types of forecasts can be distinguished:

▪ search engine;

▪ normative;

▪ forecast based on trend analysis. The creation of innovation forecast models is often based on the relationship between the rate of innovation in a given area and factors such as the volume of information flow, the level of research funding, the number of personnel engaged in research, etc.

The search forecast is a forecast that answers questions like: "What would happen if ...", which can be combined with each other and called a chain of assumptions, since they are conditionally conjectural in nature. An example of such a forecast is a trend - this is the direction in which the development of a phenomenon takes place.

Forecasting the effectiveness of innovations is based on an analysis of the ratio of expected costs and expected benefits from the use of innovation.

A normative forecast is a target prediction. The essence lies in the fact that such a forecast purposefully causes any action. For example, advertising.

When calculating such a forecast, it is necessary to take into account and very carefully calculate such conditions as costs, markets, compatibility with the general goals of the direct investor, as well as issues of image and prestige.

Innovation forecasting is an attempt to determine the course of events in the future based on what has already happened in the past. This fact indicates that all forecasting methods are based on trend analysis.

Consider the hierarchy of types of trends:

1) assumption - the presence of a possible correlation dependence of any innovation on the observed trends;

2) metaphor, or analogy, - means identifying common features of similarity in two objects or processes;

3) quasi-model (i.e. not a real model). It sits between a metaphor and an empirical model (the real model). With this model, you can check the qualitative forecasts or forecasts of the progress of any process;

4) an empirical model - a model based on experience, predicts the future with the help of a mathematical relationship consistent with empirically found parameters;

5) An analytical model means predicting and explaining the sequence of an event using fundamental laws that have a wide range of applications. The accuracy of any forecast depends primarily on the completeness of the incoming information. Therefore, it is necessary to strengthen information flows in order to foresee emerging changes in the external environment in time and thereby build a more accurate forecast.

59. FORECASTING INNOVATION PROVISION

The innovation process management system requires the performance of special calculations related to the development of forecasts.

A forecast is a comprehensive probabilistic assessment of the content, directions, volumes and methods of the future development of innovations in various fields. The main function of forecasting is to find the most effective ways of developing innovative objects on the basis of an exhaustive analysis and study of the directions of change.

In the innovation process management system, the forecast provides a solution to the following problems:

1) determining potential goals and the most profitable ways of developing the subject of the forecast;

2) assessment of the social and economic results of the implementation of all potential options for the development of predicted items;

3) determining the actions required to ensure all options for the development of the subject of the forecast;

4) assessment of resources to ensure the planned action programs.

The forecast reduces the number of development options when drawing up a plan, increases the depth and quality of the plan's validity, determines the final goals and conditions for its implementation, models the available ways and measures for the development of the plan, i.e., serves to justify. Forecasting can also be used to determine the expected consequences of the implementation of planned decisions.

The need to develop various types of forecasts is determined by the diversity of the innovation management object.

Forecasts vary by:

1) the nature of the objects;

2) content;

3) forecasting period;

4) scale and degree of complexity;

5) level of development.

They also share forecasts by topics and levels of development:

1) the level of the country and regions, various areas of science and technology, industry, individual types and elements of technology;

2) modeling of individual parameters and characteristics.

All this ensures the interaction of forecasts at all levels of management and in various fields of science and technology.

Forecasting methods include more than 130 different methods. They fall into three main categories: forecasting based on extrapolations; expert forecasting methods; modeling methods.

Extrapolation methods are an analysis of changes in individual properties of an object in the past and the reasons that caused these changes. Based on these methods, they draw conclusions about the development in the future. Extrapolation is a quantitative forecasting method.

To predict the qualitative characteristics, the method of expert assessments is used, when, based on the analysis of specialists, conclusions are drawn about the development paths.

The most promising approach is the modeling of processes based on similar development models. The following forecast models are used: logical, informational and mathematical.

60. FORECASTING THE SOCIAL AND ENVIRONMENTAL CONSEQUENCES OF INNOVATION

When developing the next innovative project, it is necessary not only to determine the effectiveness of using this product for economic production, but also to a large extent take into account such factors as the social and environmental development of society.

After all, people do not exist in an isolated environment, all actions in one way or another are reflected in the environment around us. Thus, the introduction of innovations can also affect social changes in society and the ecological state. Therefore, developers must take into account the consequences of ongoing innovations.

Consider forecasting the social consequences of innovation. First of all, it is necessary to pay attention to the perception of innovation by society, to how it will affect people's lives. It may well be that some innovations, disrupting a permanent way of life, will not be accepted by society at all and thereby cause unrest and problematic use of the product itself. Therefore, when developing a new product, it is necessary to predict and take into account possible social consequences in the future.

Consideration of environmental issues deserves special attention. Its existence is influenced by a huge number of factors, and one of the most important is the development of new technologies. As you know, this process requires not only considerable financial investments, but also other resources, including natural ones. The extent to which natural resources are used is specific to each innovation area. However, in any case, the use of natural resources is involved in one way or another. Not taking into account the environmental problem is simply unacceptable.

Thus, the implementation of the forecast of the environmental consequences of innovations includes the following activities:

1) predicting the degree of impact of innovation on the environment;

2) determination of possible protection against the harmful effects of this product;

3) forecasting the costs required to maximize the prevention of harmful effects;

4) adoption and implementation of all possible measures to counter negative consequences.

Thus, from the foregoing, we can conclude that predicting the social and environmental consequences of innovations is necessary not only for the manufacturer of this innovation, but for society as a whole. After all, the occurrence of any social and environmental problems can negatively affect the use and application of the product that has caused damage to the environment.

61. ROLE OF SMALL BUSINESS IN INNOVATION MANAGEMENT

The development of innovative management throughout the world is now one of the priorities. The essence of management is manifested in management, and the essence of innovation management lies in the search, implementation and further development of innovations. The innovation stage itself is the main sign of the company's transition to a new, higher level.

As for small enterprises (firms), the introduction of new technologies into their environment means that the company is the most competitive. Small companies are much easier to manage, so they can be directed in any direction of activity and make any changes without incurring large costs. And this quality is quite important in innovation activities in the development and implementation of a new product.

The process of introducing innovation is very time-consuming, risky and costly. That is why it is much easier to carry out this process in a small company than in a large-scale enterprise. Of course, this requires considerable investments, but by taking a step in the right direction, calculating all the necessary costs, conducting thorough research, having studied the area of activity in which the activity is supposed to be carried out, the company can turn out to be so profitable and competitive that its further development will only improve. .

The main difference between small and large enterprises is that small firms are mainly engaged in the development of innovations, while large ones master and introduce them into their production. That is why the development of small businesses contributes to the development of innovative management itself. The development and efficiency of an innovative enterprise largely depends on the quality of the developed product, on the degree of its verification and testing. Within a small enterprise, an innovation is being developed, it is tested for quality and the development of measures and requirements necessary for the successful and effective implementation of a new product. Since insufficient study of it can lead to huge losses for the company and even ruin, which in turn can affect the entire economy.

From this we can conclude that the role of small business is important in the development of innovation management, since it is in small enterprises that it is more possible to develop and evaluate all aspects of innovation at the lowest cost of time and money. Whereas in large enterprises this can lead to huge costs.

By developing small business, we are developing the entire innovative sector of the economy, contributing to the formation of innovative activity, the development of innovative enterprises on an already large scale.

62. STRATEGIC PLANNING AS A FUNCTION OF INNOVATION MANAGEMENT

Strategic planning is a long-term planning process. It is impossible to ignore strategic planning, as this affects the implementation of innovative processes, a real idea of the goal and direction of activity is lost. The process of strategic planning is part of innovation management, which is the basis for managing the company's personnel.

Strategic planning is a system of actions and decisions carried out by management, the result of which is the development of individual strategies designed to achieve the company's planned goals.

Strategic planning is a tool that makes it possible to make rational management decisions. The main task of strategic planning is the introduction and provision of innovations and changes in the firm.

There are 4 basic types of management activities in the area of the strategic planning process:

1) resource allocation - involves the introduction of limited management resources, such as funds. There is a splitting of a large firm into several smaller ones to reduce the number of managers and maintenance personnel in order to save money and invest them again;

2) adaptation to the external environment - a field of activity aimed at the formation of positive business relations of the company with its environment. The firm must be adapted to external favorable and unfavorable influences, be able to identify and ensure an effective response of the strategy to external conditions, i.e. be able to create new suitable conditions by considering improved production systems through interaction with society as a whole;

3) internal coordination is the coordination of strategic activities to study the positive and negative aspects of the activity and to achieve optimal integration of internal activities. The organization of optimal internal events in the company is a necessary part of all management activities;

4) strategic organizational foresight - the experience of past strategic decisions is taken into account, the company's employees improve their professionalism, adjust the company's strategic planning in the right direction.

The general model of strategic planning: the mission and purpose of the company, assessment and analysis of the external environment, managerial survey of strengths and weaknesses, assessment, implementation and choice of strategy, analysis of strategic alternatives.

63. CLASSIFICATION OF INNOVATION 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. 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, opportunistic, imitation, defensive, dependent, offensive. There are 2 groups of innovation 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 - 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.

64. DIVERSIFICATION

From an economic point of view, diversification (from the Latin diversus - "different" and facer - "to do") is the simultaneous development of several unrelated technological types of production and services, expanding the range of manufactured products and services.

Diversification enables firms to stay afloat in difficult economic conditions by producing a wide range of products and services: losses from unprofitable products are offset by profits from other types of products that bring stable and high profits.

The process of diversification is associated primarily with the company's entry into new markets. That is, it either increases, expands the market for its existing products, or creates other products for sale in other, new markets. The creation of new products is associated with the use of new technologies, with large financial investments.

However, such a usually complex, time-consuming, lengthy and expensive process justifies itself quite effectively. The functioning of the company no longer depends on the life cycle of one product, but on the diversity of products, on the degree of coverage of sales markets.

At the same time, it is not so much the task of the company's survival that is being solved, but rather ensuring sustainable progressive growth. If a company's products have a very narrow application, then it is specialized; if they find application in various areas of business, then this is a diversified company.

The need for diversification can be due to various reasons. However, most of all, this need can be identified at the stage when the company compares its planned business plan results with the final, actual results that have actually been achieved. It is here, having revealed the inferiority, the company decides on the application of one or another type of diversification.

Types of diversification:

1) related - represents the company's activities in a new area for it, related to existing areas of activity;

2) unrelated - a completely new area of the company's activity, absolutely unrelated to previous areas, thereby representing a considerable risk for the company itself.

Thus, it becomes obvious that related diversification is preferable, since the company operates in a more familiar environment and is exposed to less risk.

The use of diversification is due to the fact that it allows to ensure the successful development of the company not only at this stage, but also in the future.

It can be concluded that by choosing the path of diversification, the company can solve not only current problems, but also ensure the further successful development of its activities.

65. BUSINESS PLANNING OF INNOVATION PROJECTS

A business plan is one of the varieties of a strategic plan, which is written by the company's management.

Today in Russia the process of development of companies of various forms of ownership is rapidly proceeding and the process of attracting investment is very important.

A business plan is a working tool in a market economy used by all entrepreneurs. The purpose of drawing up and developing a business plan is to plan the economic activities of the company for a certain period of time.

Drawing up a business plan is aimed at solving the following tasks:

1) determine the direct direction of the organization's activities, target markets and the place of their organization;

2) determine the long-term and short-term goals of the organization, strategy and tactics to achieve the goals. Appoint persons responsible for the implementation of the strategy;

3) establish indicators of innovation that the organization will offer to consumers. Estimate production and trade costs;

4) determine the level of existing personnel and the conditions for motivating their work;

5) establish the composition of the marketing work of the organization for market research, sales, pricing, distribution routes;

6) analyze the financial position of the organization and the correspondence of resources to the possibilities of solving the tasks;

7) predict difficulties.

A business plan is usually created for 3-5 years. The content of the business plan is summarized briefly. It should be understandable, concise, arouse the interest of the reviewer.

The business plan includes the following sections:

1) the capabilities of the firm;

2) types of goods (services);

3) markets for goods (services);

4) competition in the sales markets;

5) marketing plan;

6) production plan;

7) organizational plan;

8) legal support of the company's activities;

9) risk assessment and insurance;

10) financial plan;

11) funding strategy. The significance and effectiveness of a business plan lies in its complexity and focus. The qualitative development of a business plan makes it possible to specifically determine the final goal, calculate the required resources, and build a time schedule for the implementation of the goal. Therefore, a business plan seems to be an absolutely necessary tool in any entrepreneurial activity in a market economy.

66. TRENDS IN TECHNOLOGY DEVELOPMENT AND THEIR CLASSIFICATION

In innovation management, the concepts of "technology" and "technological process" have a basic meaning. With the help of technology, tasks, principles and solutions to the practical goals of transforming society are specified, strategies and tactics are chosen.

Technology is a set of methods for acquiring new knowledge about the processes of transformation of various media: material and non-material.

The task of technology is the definition of physical and chemical, commercial and social, mechanical and environmental, and other patterns.

Orientation in time, which makes it possible to predict the direction and dynamics of the development of production and technology, is called technodynamics.

In innovation management, technology is a set of techniques and methods for processing various environments.

Technologies are classified:

1) by sectors of production-construction:

a) chemical (obtaining a specific product; design and construction);

b) social (information processing);

2) according to the division of organization levels:

a) objective, or practical;

b) subjective or theoretical;

c) scientific.

Practical technology is related to scientific, and scientific is related to theoretical. Practical technology is based on a set of measures for the formation of consumer value, such a complex is obtained on the basis of experience.

Scientific technology is the study and generalization of the experience of forming consumer values.

Theoretical technology studies the application of the laws of nature and society for the development of further production.

Consider technology development trends. The development of technology usually accompanies the corresponding progress in technology, transformations (or metamorphoses) occur:

1) natural technology that develops unexpectedly, has a conscious and purposeful development;

2) the transition of a certain part of the processes into technical devices;

3) auto technology: the technique itself and the technical process are put in the foreground, and human experience or technology fades into the background;

4) the metamorphosis of technology, as a result of which the processes of technology reproduction will be used in technology. Biotron-cultural revolution (after 2080);

5) technology metamorphosis - the transfer of human intellectual capabilities to technology created on biosynthesis and biotronic production. Biointellectual revolution (2180-2230);

6) the metamorphosis of technology will be associated with the acceleration of natural processes, with polycivilization and the study of the solar system in the XNUMXth century.

67. SCIENTIFIC AND TECHNICAL POLICY OF THE STATE AND ITS RELATIONSHIP WITH ECONOMIC DEVELOPMENT STRATEGY

Russia's policy in the field of science and technology development tends towards an innovative development path. In recent years, the foundations of a market economy have been created and macroeconomic stability has been ensured. At the moment, the terms for the development of the economy along the path of innovation until 2020 have been determined, as a result, Russia should enter the top five leading countries in the world.

For this it is necessary to carry out:

1) access to world standards of well-being;

2) ensuring scientific and technological advantages;

3) focus on research and development and high technology;

4) the transformation of Russia into one of the leading centers of financing.

The development of innovations has qualitative and quantitative characteristics: diversification of the economy, high activity of enterprises in the field of innovations, the existence of an effective national innovation system, the intensification of scientific research and development, and an increase in the efficiency of the use of primary resources.

The strategy of transition to the path of innovation should occur in parallel in five directions:

1) application of competitive advantages in energy, ecology, transport, agriculture;

2) creation of a scientific and technological system;

3) the presence of structural diversification of the economy on the basis of increasing competitiveness;

4) formation of economic and social conditions for the materialization of human creative potential;

5) the formation of democracy and the provision of protection of the rights and freedoms of the individual.

In the period 2008-2020 The development of the Russian economy in an innovative way is divided into 3 stages in accordance with the conditions, factors and risks.

Stage 1 - period 2008-2012, formation of the institutional sphere of the innovative economy, transformation of education and healthcare, implementation of development projects in high-tech and infrastructure areas;

Stage 2 - period 2013-2017, the economy moves to the latest technological basis, based on new developments in the field of information and communication, bio- and nanotechnologies;

Stage 3 - the period after 2018, the establishment of Russia’s advantageous position in the world market and the formation of an innovative-oriented economy.

After 2020, development prospects cannot be predicted accurately.

On the border of 2025-2030 expect a new technological wave of innovation that will give a new impetus to the further development of the economy in the field of knowledge and services.

In 2020-2025 new infrastructure projects for the development of the Arctic and Eastern Siberia will be fully implemented, this will revive the increase in investment in the economy and provide new points of regional development.

68. TASKS, FEATURES AND STAGES OF ORGANIZATIONAL AND TECHNOLOGICAL PREPARATION OF PRODUCTION

Preparation of production includes various stages, while it is appropriate to use end-to-end product life cycle planning. A way to reduce pre-production time is to run development and pre-production processes simultaneously.

Organizational and production preparation of production is the final part of the innovation process. The initial information for preparation will be a set of design documentation and a marketing assessment of the product. Preparation of production goes first technological and then organizational stages of production. These stages run in parallel until the start of production of an experimental batch: provision of design documentation, development of a production program, development of technological documentation, equipment of structural units with the required means of production, price calculation and conclusion of contracts, provision of resources, metrological support of production, operational production planning, provision of workforce .

Technological preparation of production - its task is to ensure the technological readiness of the enterprise to release innovations with certain technical and economic data. The following products are needed here: technological; technological routes and processes; special technological equipment; technological equipment of production; technical support for the production of an experimental batch. To do this, they use a complete set of design documentation for innovation and take into account the maximum annual output of goods, the forecasted period and volume of production of products, the planned mode of operation of the company, the planned load factor of the equipment and the repair strategy, the planned supply of parts, the estimated market prices, the risk strategy. All activities are carried out according to the standards of the "Unified System of Technological Preparation of Production".

Organizational preparation of production performs the following tasks:

1) planned, which includes pre-production calculations of the development of product production, equipment loading volumes, material flow paths, product release at the project development stage;

2) providing - equipping the production process with means of production, personnel, materials, semi-finished products, finances;

3) design - work is carried out on the design of sites and workshops, planning the location of equipment.

In the process of implementing the organizational preparation of production, design and technological preparation of production is used.

69. BUSINESS RE-ENGINEERING

Reengineering is the process of reorganizing business processes in order to achieve improvement in the firm's performance. Its main task is to determine what needs to be improved and how to achieve it. Reengineering ignores what is and builds only on what is needed.

Reengineering is aimed at ensuring that each link in the system operates most efficiently, and the entire system as a whole works smoothly and complements each other. It is this coordination of all structures and divisions that will provide the most effective option for the development of the company.

The application of reengineering is necessary in three conditions:

1) the company is in a state of crisis;

2) the assessment of the company is satisfactory, but the forecast state is expected to be in crisis. This is a tactic adopted by many fairly advanced fast-growing companies in order to increase their lead over competitors and create unique competitive advantages.

The reengineering process is carried out in several stages:

1) preparatory stage. At this stage, the company is surveyed, its condition is assessed;

2) modeling and analysis of existing business processes. Employees are surveyed, business processes are analyzed and appropriate conclusions are drawn;

3) creation of a new model of business processes. Priority areas for business development are being selected and a new model is being created.

4) introduction of a new business process model. There is a planning of work on the introduction of new business processes, as well as quality control.

5) completion of the reengineering process. Evaluation of work and preparation of a report.

An important feature of reengineering is that in its system the activities of each employee are aimed primarily at ensuring the highest possible final result of the entire business. Thus, having rallied, showing mutual support and mutual assistance, the team of employees leads the company to higher indicators. As a result, if the company has improved its results, the employee receives not only material earnings, but also improves his image, his self-esteem, thereby aiming and motivating himself for further active participation in the development of the company.

The main task of reengineering is to accelerate the company's response to changing consumer preferences at minimal cost. To achieve this, it is necessary to improve the company's business processes, which, in fact, is the main priority of the company when applying the reengineering process.

Unlike other gradual improvements in the company's activities, reengineering allows you to quickly bring the company to the highest results through fundamental changes in the structure of production and management of the company.

70. ORGANIZATION OF ANALYSIS OF THE EFFECTIVENESS OF INNOVATION ACTIVITY

The purpose of the analysis of the effectiveness of the activity of innovative organizations is to consider the mechanism of its activity and determine the effectiveness of the financial resources invested in it by investors. From this goal it is possible to define such tasks of analysis as:

1) the validity of the idea and structure of the problem posed;

2) the rationality of the existing structure of innovative organizations;

3) professionalism of the head of the innovative organization, heads of new innovative projects and their teams;

4) legal validity of projects and state support for innovation;

5) financial and logistical content of the innovation organization;

6) the quality of the regulatory and methodological support of the innovative organization;

7) the quality of information support for an innovative organization;

8) a set of scientific approaches and modern management methods used in the design;

9) the structure of the formed portfolio of innovations and innovations;

10) quality of project expertise;

11) the effectiveness of the use of competitive advantages by an innovative organization.

Analysis of the effectiveness of innovation activity should be carried out on the basis of such principles as:

1) the unity of the ongoing analysis and synthesis;

2) ranking;

3) dialectics (systemic approach, the principle of unity and struggle of opposites, the principle of the transition of quantity into quality and quality into a new quantity);

4) efficiency;

5) quantitative certainty and other principles.

The main points of the analysis of the effectiveness of the activities of innovative organizations are:

1) identifying the problem, formulating goals, as well as tasks of analysis;

2) formation of a temporary group for analysis;

3) development of an analysis program;

4) preparation and issuance of an order for an innovative organization on the goals, program, group and its rights;

5) selection of the necessary methods for performing work;

6) collection and processing of necessary information and documents;

7) analysis of the tasks set and the system of indicators;

8) preparation and approval of a report on the work performed;

9) taking action on the final results of the analysis.

The methods of analysis include such as the comparison method, balance method, index, factor, etc.

71. PRICE OF INNOVATIVE PRODUCTS

In innovation management, there is a price management technique - this is a mechanism for the impact of prices on the implementation of innovation, which consists of:

1) pricing policy - this is the policy of pricing for an innovative product or service;

2) pricing factors - these are the factors that have an effect on the stage of development and implementation of innovations. The cost of a new product or service in the market

it is the interaction of the total economic factors of a particular production with potential supply and demand.

The cost of an innovative product is determined by the result that the product gives in production and the market.

The price of innovation is the monetary expression of the result from the use of innovation.

Pricing factors:

1) external:

a) the amount of consumer demand for innovation;

b) solvency of a potential buyer;

c) the economic potential of the sales region;

2) internal:

a) the cost of each of the activities carried out;

b) the required amount of profit and revenue;

c) the planned economic performance from the implementation of innovation.

The price of innovation takes into account:

1) the period of application of the innovation, limited by moral interest;

2) the result from the application of innovation, expressed in the accumulation of additional profit from the production of innovation;

3) distribution of the result from the application of innovation between the seller and the buyer. When establishing a market price for an innovative product, the needs of the seller and buyer of innovation are taken into account.

The formation of a pricing policy consists of the following steps:

1) setting the goal of pricing policy for a specific innovative product or service;

2) assessing the demand for an innovative product or service in the period under review and in the long term;

3) analysis of the economic and production capabilities of the company;

4) studying the price market.

Factors that affect pricing policy:

1) external:

a) modification of the initial size of demand;

b) modification of the behavior of competitors;

c) policy of the state and regional authorities in the field of economy;

2) internal:

a) taking steps to organize the image of the company;

b) expanding the attraction of cash receipts and the desire to enter adjacent sales markets.

The price of innovation is determined by such methods as:

1) direct calculation of the cost of the product, taking into account the predicted profitability;

2) calculation using market valuations;

3) calculation using the analysis of consumer requests by price level, taking into account the consumer properties and quality of innovations;

4) comparison of the quality of innovation with an analogue product;

5) setting a conditional price, taking into account changes in the parameters and characteristics of innovations;

6) application of the prototype price and recalculation relative to the industrial design.

72. TYPES OF LICENSING

The word licensing in Latin means "right" or "permission". Licensing is a permission given by a licensor (legal or natural person) to a licensee (another legal or natural person) that provides the right to use patented inventions, technologies, experience, technical knowledge, production know-how in the industrial or commercial fields of its activity.

The transfer of a licensed product is carried out by securing the rights in a license agreement, an agreement that specifies the conditions for the transfer of rights. The licensor receives a profit from the license agreement without investing additional funds, thereby reimbursing the costs invested in scientific and technical developments.

There are various types of license agreements. This is due to the subject of the contract, ways to protect the licensed goods, the amount of rights transferred, the type of license.

Commercial use rights are transferred to:

1) protected invention;

2) production secrets (know-how);

3) product models;

4) industrial prototypes;

5) trademarks of products and firms;

6) IT programs, databases.

These innovations are the subject of the license. There are three types of licenses according to the nature and scope of the rights to use technologies:

1) a simple, or non-exclusive, license is the transfer of rights to the licensee and the simultaneous use of the license by the licensor himself and the issuance of similar licenses to other persons;

2) an exclusive license is the sole right of the licensee to use the licensed product in a certain territory. The licensor assigns the right to independently use and sell the license;

3) a full license is the transfer of all property rights to a license for the period of the contract.

The existence of a title of protection for a license separates patent and non-patent licenses.

There are also the following types of licenses:

1) patentless license - no title of protection. The number of these licenses increases with investment interaction and the sale of projects, prototypes of new equipment and technologies;

2) returnable license - this provides for the right of the licensor to use improvements to the subject of the license, if these changes were made by the licensee;

3) cross-license, or cross-license - is used when patent owners cannot use their rights without violating each other's rights;

4) compulsory license - is used in case of long-term non-use of patented inventions;

5) compulsory license - issued in the interests of national security by decision of the government without the consent of the patent holder on the basis of payment of compensation;

6) open license - the licensor is obliged to transfer the right to use the license to any person.

Authors: Evgrafova I.Yu., Krasnikova E.O.

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Tatyana Grigorievna, economist
Briefly, simply, accessible and comprehensively presented material on innovation. I think that many who are interested in innovation will be grateful to the author of the article. Thank you.

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The material is written in a very clear and simple language, all aspects of the topic are covered in detail [up]

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