Classification of innovative strategies and their specifics. Modern problems of science and education. in the discipline "Innovation Management"

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

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

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

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

There are the following main types of innovations:

Innovation of products (services);

Innovation of technological processes, or technological innovation;

Organizational innovation;

Market innovation;

Raw innovation.

Scientists classify these strategies according to various criteria (associated with risk, as a characteristic feature of innovation, by type of innovation, the essence of innovation, their levels, etc.) (Table 9.2).

Table 9.2. Classification of innovation strategies

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

example

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

Table 9.3. Technological innovation strategies

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

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

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

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

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

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

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

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

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

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

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

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

At the same time, there are innovative, quite often venture capital, small companies that, while developing a new product, new technology and then, not having the opportunity and resources to commercialize it, they sell the license to larger companies that are able to commercialize the products.

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

The advantages of this strategy are obvious:

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

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

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

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

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

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

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

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

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

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

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

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

It is interesting

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

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

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

Example

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

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

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

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

Example

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

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

Example

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

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

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 company are innovative in nature, since they are somehow based on innovations in its economic, production or marketing potential, therefore they are innovative strategies.

There are certain approaches to the classification of innovative strategies.

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

The following classification of innovation strategies can be given:

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

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

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

active (technological) or passive (marketing).

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

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

1) creation of a new market;

2) a strategy of continuous improvement;

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

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

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

Any company in the market wants to be able to sell goods and services for a long time to ensure guaranteed profits for a long period. 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 company 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 innovative strategies: active (technological) or passive (marketing).

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

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

1) creation of a new market;

2) a strategy of continuous improvement;

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

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

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

Modern tactics of innovation management

Tactics of innovation management can be divided into the following groups.

1. Techniques that affect only the production of innovation.

2. Techniques that affect both the production and the implementation, promotion and dissemination of innovation.

3. Techniques that affect only the implementation, promotion and dissemination of innovation.

Consider some of the techniques of innovation management.

1. Innovative marketing.

The complex of innovative marketing includes the development of an innovative strategy, market analysis and operational marketing. It will be discussed in detail in the next section.

2. Benchmarking

Benchmarking is the study of the activities of economic entities, primarily their competitors, in order to use their positive experience in their work. It includes a set of tools that allow you to systematically find, evaluate all the positive merits of someone else's experience and organize their use in your work.

The concept of benchmarking comes from the English word benchmark - benchmark, reference point, base of comparison. The occurring spelling of a word through a dash - benchmarking - is acceptable, but not quite correct.

In general, benchmarking is aimed at studying the business. In relation to innovation, benchmarking means studying the business of other entrepreneurs in order to identify fundamental characteristics for developing their own innovation policy and specific types innovation.

3. Engineering.

Survival of organizations in modern conditions is possible only with their adaptation and constant adaptation to a changing environment. It is these strategic tasks that are solved when designing and developing something new in the organization. The solution of this kind of problems in foreign literature is called engineering. Engineering itself (English engineering - ingenuity, knowledge) means engineering and consulting services for the creation of new objects or large projects. Engineering activities are carried out both by the companies themselves and by numerous engineering consulting firms.

Innovation engineering is a set of works on creating an innovative project, which includes the creation, implementation, promotion and distribution of a certain innovation.

Innovation engineering has its own specific features, which are as follows:

Innovation engineering is embodied not in the material form of the product, but in its useful effect, which may or may not have a material carrier (documentation, drawings, plans, schedules, etc.) (staff training, consultations, etc.). );

· engineering of innovations is an object of purchase and sale, therefore it must have not only a materialized form in the form of property or property rights, but also a commercial characteristic;

· engineering of innovations, unlike, for example, franchising and know-how, deals with reproducible services, i.e. services whose cost is determined by the time spent on their production and therefore have many sellers. Franchising and know-how are associated with the implementation of new, in this moment irreproducible knowledge that have a limited number of sellers. In practice, the provision of engineering services is often combined with the sale of know-how. And sometimes this leads to confusion between the concepts of "engineering services" and "technology exchange".

Engineering includes two fundamentally different approaches:

Improvement (improvement of indicators by 10-50%);

Reengineering (growth of indicators by 100% and more).

To conduct innovation engineering, the following steps must be taken:

· Conduct preliminary market research and select a promising market segment for innovation.

· Set goals for financial change in the marketplace and identify challenges for innovation.

· Conduct a feasibility study for an innovative project.

Determine the cost of all types of resources and the number of employees required to create a project, as well as determine the timing of the project and its economic efficiency generally.

· To issue an innovative project in the form of a document.

· Advise contractors on all positions of the project.

In general, innovation engineering aims to obtain the best economic effect from investing in a new product and identifying promising areas of innovation.

4. Reengineering.

Reengineering is a kind of engineering method.

The American scientist M. Hamler, introducing the term "reengineering" into scientific circulation, gave it the following definition:

“Reengineering is a fundamental rethinking and a radical redesign business processes to achieve dramatic, leapfrogging improvements in today's business performance, such as cost, quality, service, and pace."

Reengineering as a method of innovation management affects the innovation process, aimed both at the production of new products and operations, and at their implementation, promotion and distribution.

In innovation management, reengineering is associated with a specific goal facing innovation: with a current need or with a strategic need for innovation. Based on this, they distinguish:

crisis reengineering;

development reengineering.

Crisis reengineering is caused by a sharp drop in sales of an innovation due to a decrease in demand for it or due to a drop in the image of its seller. This situation is evidence of a tendency to reduce the competitiveness of the goods on the market, and possibly to the bankruptcy of the seller. Therefore, there is a need for immediate measures to eliminate the emerging crisis. The main reasons for this crisis can be considered:

dissatisfaction of buyers with profitability and other attractive qualities of this innovation;

change in customer policy. In particular, the turn of buyers from momentary financial gain to receiving income in the future from capital investment in innovation;

non-compliance of the organization and management of the economic process with the requirements of the time and the market situation (mostly due to the personal shortcomings of the leader);

· inefficiency of the innovation business process.

The innovation business process is an activity management personnel in the economic process and is expressed by many types of organizational and management activities within the enterprise, each of which has its own input and output. In other words, the innovation business process is an ordered set of activities in time and space, indicating their beginning and end:

The innovation business process in a simplified form includes three private business processes:

1) The business process of the application for innovation.

Begins with a clear idea for the innovation and ends with a list of specific requirements that a new product or product must meet. new operation

2) Business process of producing innovation.

It starts with the receipt of an order with specific characteristics of a product or operation and ends with the appearance of the product or operation itself in materialized form as a thing ready for sale.

3) Business process for implementing innovation.

It starts with putting it up for sale and ends with the sale itself, and in some cases with after-sales service.

Development reengineering is caused by a decrease in the sales volume of a product (operation) due to the fact that the current structure of organization and management of the seller’s business process has already reached that certain limit in terms of its level of development, above which the sale of innovation is impossible:

Development reengineering is designed to introduce innovation for the future restructuring of a business process and involves the transition from a business process to business process reengineering.

Business process reengineering is the optimization and management of the business process and can be carried out by the following methods:

1) Focus on the whole process.

Here, an effective result in the restructuring of the business process is achieved by reorganizing the entire process as a whole, and not by solving individual tasks and aspects of this process.

2) Focus on a qualitative leap.

In this case, the business entity, when restructuring the business process, aims not to eliminate some individual shortcomings in the work, but to make a revolutionary breakthrough (leap) in the technology of production and sale of the product.

3) Elimination of complexes in business.

Usage this method involves the rejection of established rules of work, from the previously unshakable principles of conducting the business process and the transition to new business technologies.

4) Usage effective technologies in business.

This method is aimed at the use of more effective forms of advertising and media that correspond to the new goals of work in modern conditions and in a specific situation. This may include the use of the Internet, consultations in the media, mini-conferences on innovation (at the enterprise, on television, on radio), etc.

Based on international experience, the following participants in the company's reengineering are distinguished for the implementation of an average project:

· Project leader - a member of the top management of the company who leads the organization and conduct of reengineering.

· Process owners - managers responsible for updated processes.

· Chief methodologist - a company specialist responsible for the development of methods and tools to support reengineering, as well as coordinating the implementation of various projects within the framework of this campaign.

· Reengineering team - a group of specialists (employees of the company, as well as experts and developers invited from outside) to reengineer the selected process.

· Committee of Observers. It is formed from representatives of the top management of the company. The main purpose of the committee is to determine the overall strategy for reengineering and control the implementation of project work.

To date, about half of reengineering projects have ended in failure. The reasons for failure and the factors contributing to success are constantly being researched. Researchers note success factors such as:

project motivation, interested and competent management;

support for employees, clearly defined roles and responsibilities;

clearness (transparency) of the project, tangible results and acceptable risk;

focusing on priority goals and an autonomous project budget;

· Technological support and consulting support.

5. Brand innovation.

An innovation brand is defined as a system of characteristic properties of a new product or operation that forms the consumer's consciousness and determines the place of this innovation in the market, as well as its manufacturer or seller.

The reason for the release of innovation on the market is fierce competition between business entities. The success of victory in this competitive struggle is largely determined by a properly developed brand strategy and the effectiveness of its application.

In a broad sense, a brand strategy means a comprehensive study of the image of an economic entity based on the promotion of its brands on the market. The brand strategy is based on the development and movement of the brand as an integral marketing complex to create additional competitive advantages for this entrepreneur in the market.

As an innovation management technique, brand strategy means managing the process of introducing new products and operations to the market based on the promotion of innovation brands.

The competitive advantages provided by the development and use of an effective brand strategy are as follows:

1. The brand creates a natural barrier to competitors: it forces them to invest in market research, marketing research, benchmarking, product development. advertising companies, your brand, etc.

2. The presence of an effective brand facilitates the "throw" to the market of new products and operations (technologies), the capture of new niches in the domestic market, the capture of foreign markets, etc.

3. The brand gives the company additional time for reengineering, that is, for restructuring its activities in the market in a crisis. Once established, an effective brand can help protect market share without spending a lot of money on advertising campaign and without a sharp decline in product prices.

6. Price management.

The price method of management in innovation management is a way of influencing the price mechanism on the implementation of innovation.

The price management technique includes two main elements:

1. pricing factors operating at the production stage of innovation;

2. pricing policy used in the implementation, promotion and dissemination of innovation.

Pricing factors in the production of a new product or operation are external and internal, but it is external factors that are decisive.

External pricing factors reflect the influence of the external environment in relation to the manufacturer or seller of innovations. These factors include the optimal (most realistic) demand of buyers for a particular innovation, the solvency of these buyers. This makes it possible to set the maximum level of demand for this innovation and take it into account when changing various characteristics of the innovation, etc.

Internal pricing factors reflect financial and production activities producer of innovation or its seller. These factors include cost certain types a product that has a real form, the seller's costs for selling the innovation, the amount of revenue (or profit) that must be received from the implementation of the innovation, etc.

Pricing policy is a system of basic principles and rules used to set prices.

A well-thought-out pricing policy plays an extremely important role in promoting and disseminating an innovation.

When developing a pricing policy, it is necessary to take into account the influence of external and internal factors. To external factors pricing policy include: changes in customer demand, their interests and habits, the activity of competitors in the market, changes in the economic policy of the state and in the policy of local authorities regarding taxes, fees, rates and rental conditions, etc. Internal factors pricing policy include

the desire not so much to increase your income, but to raise your image and rating score (i.e. work for the future),

the desire of the enterprise to evade the accusation of a monopoly in the market,

its interest in increasing its market share, increasing income Money from the implementation of innovations,

The desire to avoid bankruptcy, etc.

When developing a pricing policy, it is necessary:

· Determine the objectives of the pricing policy in relation to a particular innovation.

· Assess the demand for innovation in a given period of time and in the future, taking into account changes in the conditions of the economic situation.

· Analyze and evaluate the production and economic potential of the enterprise.

· Study the work of competitors, their prices, product features, etc.

Examples of the directions of the price market strategy in relation to the implementation of innovation:

· Do not reduce prices for a specific innovation below the total cost of its production, implementation and the optimal level of profitability.

Test

in the discipline "Innovation Management"

TOPIC Classification of innovative strategies and their specifics

INTRODUCTION

The concept, meaning and features of the innovation strategy

Types of innovation strategies and their features

Analysis of innovative strategies for 2007-2014 on the example of the BMW Group

CONCLUSION

LIST OF SOURCES

INTRODUCTION

At the heart of the qualitative shifts taking place in modern economy, lies the innovative orientation of the strategy and tactics of production development. The innovative activity of the economy has acquired the character of a central socio-economic process in industrialized countries. Changes in factors of production are expressed in an increase in their information, intellectual and innovative components. These trends are closely related to the transformation of the forms and methods of organizing subjects economic activity and their management. Innovations should affect all spheres without exception economic activity. This includes the use of new technologies, and the introduction of new forms of economic activity, new methods of training and motivating employees, the use of resources, new forms of market relations, social security, state regulation and other areas of activity.

The theory and practice of innovation management in a short time took a strong place in management activities. A significant place in it is given to the strategic and functional aspects of innovation management.

Strategic innovation management addresses the issues of planning and implementing innovative projects designed for a significant qualitative leap in. Any strategic measures taken by the organization, one way or another, are based on innovations.

Strategy represents an interconnected set of actions to strengthen the viability and economic power of the enterprise (firm) in relation to competitors. Associated with the choice of strategy is the creation of plans for research and development, as well as other forms of innovation activity.

The innovation strategy has been recognized as one of the main means of achieving the goals of the organization in the face of a high level of uncertainty in the expected results of investment projects.

object control work is an innovation strategy, and the subject is the BMW Group, one of the most prestigious and dynamically developing automotive companies in the world.

The goal is to consider the classification of innovative strategies and their practical application in the BMW Group.

To achieve the goal, it is necessary to solve the following tasks:

.To study the concept, features of the innovation strategy;

.Consider the stages of development of an innovation strategy;

.Consider the main classification of innovative strategies and their features;

.Conduct an analysis of innovation strategies in the BMW Group;

1. The concept, meaning and features of the innovation strategy

innovative strategy development

The word "strategy" comes from the Greek strategos, "the art of the general." It is a detailed, comprehensive, comprehensive plan designed to ensure that the organization's mission and goals are achieved. Currently, the concept of "strategy" is used in various fields, including economic, marketing, financial, innovation, etc.

For innovative organizations, strategy is:

· an action program that prioritizes issues and resources to achieve the organization's overall innovation goal;

· a business concept, supplemented by real actions that lead this concept to achieve a competitive advantage (this requires understanding the market, assessing the position of the organization in the market, understanding its competitive advantages);

· targets for a long-term action plan aimed at achieving qualitatively new goals related to a radical change in the existing state of the managed object, and, consequently, management systems, its structure, established relationships, norms of behavior and content of employees' activities.

Strategies in general and innovative ones in particular are aimed at developing and using the potential of the organization and are considered as a reaction to a change in the external environment.

Innovative strategies can be: innovative activities of the organization aimed at obtaining new products, technologies and services; application of new methods in research and development, production, marketing and management; transition to new organizational structures; application of new types of resources and new approaches to the use of traditional resources.

The problem of strategy formation was fundamentally studied by V.A. Agafonov. In his opinion, the strategy "is essentially a set of actions carried out on the elements of the planned system in order to change their functional characteristics or on the elements of its external environment in order to change the external conditions of functioning." The author introduces the concept of strategic parameters of the functioning of the socio-economic system. He refers to them the parameters of the system, which are the subjects of planning and management and the change of which has important consequences for the system and the whole (strategic change). V.A. Agafonov considers strategy as a set of elements of two types - controlled parameters and control actions, and also identifies two levels of strategy - "what to change" and "how to change". The approaches proposed by him make it possible to design a mechanism for strategic management of almost any socio-economic systems.

Strategy development should answer the following questions: how to achieve goals, how to eliminate competitors, how to provide competitive advantages, how to strengthen the long-term position of the company, how to make the managerial strategic vision a reality.

Innovative strategies create particularly difficult conditions for project, brand and corporate governance. These conditions include:

Increasing the level of uncertainty of results. To a rather complex strategic management there are added difficulties associated with a sharp increase in the level of uncertainty of results in terms of time, costs, quality and efficiency, which makes it necessary to develop such a specific function as innovation risk management; 2. increase in investment risks of projects. Investment risks increase due to the novelty of the tasks being solved, that is, the addition of an innovative component. To the complexities project management added difficulties caused by the structure of the portfolio of innovative projects, which is dominated by medium-term and especially long-term projects. More difficult work is required to attract investments, as more risky investors have to be found. A more flexible alignment of innovation and investment processes is also required. In other words, before control system this organization appears qualitatively new object management - innovation and investment project;

Strengthening the flow of changes in the organization due to innovative restructuring. The implementation of any innovation strategy is associated with the inevitability of restructuring the enterprise or, as they say, its restructuring, since a change in the state of at least one element leads to a change in the state of all other elements. These flows strategic changes should be combined with stable ongoing production processes. The flows of innovative strategic changes must also be carried out taking into account the various life cycles of products, technologies, demand, goods, and organizations. There are tasks of managing the flows of innovative strategic changes, that is, applying the principles of logistics; principles and processes;

Strengthening contradictions in the leadership of the organization. The choice and implementation of innovative strategies inevitably causes a conflict of interests and approaches to management among various management groups and individual leaders of the organization. It is required to ensure a combination of interests and coordination of decisions of the strategic, scientific, technical, financial and production management and marketing solutions.

The innovation strategy, integrating the entire research and investment stages of the innovation life cycle, is fully associated with all kinds of uncertainties, specific innovation-investment and regular risks, as well as the contradictions of the innovation process.

The most significant specific risks faced by an enterprise in the course of independent development and implementation of innovations are: innovative, technological, commercial and financial risks.

Thus, with an innovative strategy, the duration of obtaining and the probabilistic nature of the results require the implementation of financial programs with a high degree risks.

When formulating a strategy, it is determined in advance: which areas of activity should be developed and which ones should be eliminated, which product should be produced and to what extent, what desired end results should be obtained taking into account available resources, including human resources, what restrictions should be taken into account when making management decisions by departments. solutions.

In order to develop a strategy for achieving your goals, you need to be able to answer a series of questions that begin with the word “how”: how to make the strategic vision and mission of the organization real, how to get ahead of your competitors and ensure sustainable competitiveness, how to increase productivity in all levels. The strategy is also action-oriented and answers the questions: what to work, when to work and who will work. The strategy is necessary for the organization as a whole and for each of its divisions: production, research and development, marketing, finance department and so on. Since innovation and overall organizational strategies are interrelated, there is bondage between the main goals of the enterprise and the directions of its innovative activity.

Thus, the process of developing an innovation strategy can be

present in the form of the following sequence of stages: 1. Development of the mission of the organization;

Formulation of innovative goals that are adequate to the potential and do not contradict the organizational goal;

Analysis of the external environment with the task of identifying opportunities and threats and assessing the innovative potential of the enterprise and diagnosing the competitive position of the business;

Reasonable selection of innovative strategy directions, correlated with the chosen task.

. implementation of the innovation strategy;

Adjustment of the innovation strategy .

Types of innovation strategies and their features

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

adaptive, defensive, passive;

creative, aggressive, active.

AT general view the essence of the adaptation strategy is to carry out partial, non-fundamental changes that allow improving previously mastered products, technological processes, markets within the structures and trends of activity already established in the organization. In this case, innovations are considered as a form of forced response to changes in the external business environment, which contributes to the preservation of previously won market positions.

As part of the adaptation strategy, the following are distinguished:

A defensive strategy is a set of measures that allow counteracting competitors whose goal is to penetrate an established market with similar or new products. Depending on the market position and potential capabilities of the organization, this strategy can be developed in two main directions: either creating conditions on the market for this product that are not acceptable to competitors and conducive to their refusal to continue the struggle, or reorientation own production for the production of competitive products while maintaining or minimizing the previously won positions.

Time is considered to be the main characteristic, the success factor of a defensive strategy. All proposed activities are usually carried out in a fairly short time, so the organization must have a certain scientific and technical reserve and a stable position in order to achieve the expected result;

The strategy of innovative imitation assumes that the commodity producer relies on the success of competitors' innovations, copying them. The strategy is quite effective for those who have the necessary production and resource base, which allows for the mass production of imitated products and their implementation in markets that have not yet been mastered by the main developer. Producers who choose this strategy incur fewer R&D costs and take fewer risks. At the same time, the probability of obtaining high profits is also reduced, since production costs are higher compared to the developer, the market share is relatively small, and consumers of imitated products experience quite natural distrust in it, trying to get a product with high quality characteristics, guaranteed branded trademarks reputable manufacturers. The strategy of innovative imitation involves the use of aggressive marketing policies that allow the manufacturer to gain a foothold in a free market segment;

The waiting strategy is focused on minimizing the level of risk in the face of high uncertainty in the external environment and consumer demand for innovation. It is used by organizations of various sizes and successes. Large manufacturers expect with its help to wait for the results of the market entry of an innovation offered by a small organization, and if it succeeds, to push the developer back. Smaller organizations may also choose this strategy if they have a fairly stable resource base but R&D problems. Therefore, they consider waiting as the most realistic opportunity to penetrate the market they are interested in. In contrast to the imitation strategy, a manufacturer who chooses a waiting strategy seeks to outperform the developer organization in terms of production and implementation of innovation, and here the moment of starting active action against the developer organization is of particular importance. Therefore, the waiting strategy can be both short-term and long enough;

The strategy of responding directly to the needs and demands of consumers is usually applied in the field of industrial equipment manufacturing. It is implemented by small organizations that perform individual orders large companies. The peculiarity of these orders or projects is that the envisaged works cover mainly the stages industrial development and marketing of innovation, while the entire volume of R&D is carried out in specialized innovation units of the organization itself. Organizations implementing this strategy are not confirmed to be at particular risk, and the bulk of the costs fall on the above stages of the innovation cycle.

Further, the defensive strategy is "following the leader." The strategy is based on the fastest possible absorption of innovations and expansion of the market base. The benefit of the strategy is that the firm can focus on products that have already become known to the market and have received (minimal) recognition. This strategy requires the following conditions:

.in the field of research activities: (constant monitoring of R&D directions of the technology leader and the creation of minimal backlogs in data areas, in the area development activities, special attention to the speed of designing samples and their practical development to full-scale industrial use to compensate for the loss of time);

.in the field of licensing and patenting: active patenting of own innovations based on the fundamental innovation of the technology leader;

.in the field of marketing: active expansion of the consumer base for a given type of product (service), search for new types of consumers not covered by the technology leader's products.

In conditions of relatively stable commodity-money relations, innovations, as a rule, are the initial basis for increasing the competitiveness of products, expanding and strengthening market positions, developing new areas of product application, i.e. an active means of business, constituting the content of a creative, offensive strategy. This class of innovation strategy includes:

Active R&D. Manufacturers who implement this strategy receive the strongest competitive advantage, which, in fact, is expressed in original, one-of-a-kind scientific and technical developments or principles and methods. With a strategy based on R&D intensity, key strategic opportunities open up through diversification, development of new products and markets. The strategic objectives of management here are to mobilize additional assets (including market knowledge) to enter new product markets and constantly analyze the activities of production units in terms of identifying emerging technological opportunities, as well as to carry out internal reorganization necessary for the development of new products;

A marketing-oriented strategy provides for the target orientation of all elements production system, as well as support and service activities to find means of solving problems associated with the release of innovation to the market. Moreover, the main range of these problems reflects the relationship between the seller of innovation and its consumers. The success of the strategy directly depends on the intensity of the organization's innovative activity.

Mergers and acquisitions strategy is one of the most common options for the innovative development of organizations, since it involves less risk than other types of active strategy, relies on already established production processes and focuses on developed markets. The result of this strategy is the creation of new industries, large divisions, joint organizations based on the unification of previously separate structures.

The specific type of innovation strategy for new products depends on a number of factors, the most important of which are considered technological capabilities and competitive position of the organization.

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

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

3. Analysis of innovative strategies for 2007-2014 on the example of the BMW GR

The BMW Group is one of the most successful vehicle and motorcycle manufacturers in Germany. It is one of the well-known three of the largest German automobile companies along with the Volkswagen Group and Daimler AG.

The company has a strong distribution network, which consists of 3,300 BMW dealers, 1,550 MINI dealers and 110 Rolls-Royce dealers. Importers from different regions provide the supply of cars of this company to more than 140 countries on all five continents.

Global trends continue to shape the global market. Global players such as BMW AG are constantly developing marketing strategies in order to shape corporate values best suited to consumer needs. Firms emphasize the importance marketing functions because they play an important role in identifying gaps in the market and developing new products to fill those gaps directly. In order to formulate a successful marketing plan, managers must consider changing consumer preferences and pinpoint market segmentation to predict various models consumer behavior.

Significant competitive advantages of the concern as of 2013:

) The narrow specialization of the company allows it not to be scattered into several areas and successfully develop in its niche. Thus, the BMW Group does not achieve mass market sales, but remains the absolute leader in its segment.

) The company is actively developing the direction of sustainability, an annual report is published with the results of development in this direction - Sustainability Report. The effectiveness of the program can be noted in numerous ratings on the stability of enterprises.

) BMW Group is one of the most innovatively developing automobile concerns. Between 2007 and 2012, several revolutionary innovations were implemented. The reasons for such an active surge of innovations among automotive concerns will be discussed further.

When it comes to innovation, BMW actively takes on market challenges, pioneers new research and development trends, and sets new standards. The brand is widely known for its many creative ideas and innovative approach to their implementation.

Analyzing the crisis period in 2008. in the complex, it can be seen that, despite the record sales volumes and high growth rates of the company, especially in 2006-2007, in 2007 BMW, having sold more than 1.5 million cars, broke the record in the entire history of the company, the BMW Group foresaw to some extent instability in market conditions.

A year before the crisis hit the real sector of the economy, the company began to actively invest in product development. This strategic behavior cannot be called an innovative strategy, since it is a traditional tool for anti-crisis regulation of a company's activities throughout almost its entire existence. However, the strategy for overcoming the latest crisis is significantly different in its innovative approach to the way it is implemented. Thus, the period 2007-2009. can be described as a stage of product innovation.

Over the past 7 years, the company has beaten its own annual sales records for all three brands included in the product portfolio, with an average annual growth rate of more than 10%. In 2004, this gave the corresponding results: the company finally became a leader in the premium car segment, overtaking Mercedes, which had held this position for many years. For the next three years, the positive growth trend of the BMW Group continued. Wishing to consolidate achievements and success, as well as structure goals and form a strategy for long-term development, the company announced in 2007 the adoption of a new global Strategy Number One (Strategy Number ONE). This strategy set the company's goals for all areas, classifying them into classic blocks:

Product - development of new technologies with an emphasis on changing environmental standards;

Production process - increased responsibility for the use of natural resources;

Organizational aspect - compliance with the basic principles of the company;

Social activities - development of CSR programs.

Until 2016, the company has set itself the goal of achieving a return on capital at the level of 26%, and increasing sales income to 8%-10%. In addition, it is planned to increase the annual sales volume to 1.8 million. In 2016, the company plans to strengthen the achieved indicators of capital return and sales income, as well as increase the number of machines sold to 2 million and reduce the capital expenditure ratio to 7%.

The longest-term and most ambitious goals are set for 2020. The main point is the desire to maintain the position of the world leader in the production and provision of products and services for premium personal mobility. It is also expected to achieve sales in excess of 2 million copies.

The firm's global marketing strategy is "leadership through innovation". Originally as an aircraft engine manufacturer, BMW has always been guided by a pioneering spirit to meet the demands of the premium market.

The long-term strategy of the BMW Group is based on innovations to achieve lower fuel consumption. The BMW Group is committed to the goals of the Kyoto Protocol and has been working intensively for many years to reduce the fuel consumption of cars. This strategy has three steps. In the short to medium term, fuel consumption of vehicles will be reduced through the use of new, more efficient next-generation engines, improved aerodynamics, as well as the use of lightweight innovative materials and the introduction of intelligent fuel management systems. In the medium term, in order to achieve additional results in energy consumption, the BMW Group plans to introduce a number of innovations, such as partial and full electrification of vehicles. One of the company's most promising innovations in engine improvement is the use of hydrogen from renewable energy sources as a fuel for an internal combustion engine.

The BMW Group has been conducting research and development in the field of hydrogen technology for the third decade. In 2007, the company produced the first 100 BMW Hydrogen 7 vehicles, demonstrating the reality of using hydrogen as fuel in production vehicles. The BMW Group has been working on the strategy for a long time. EfficientDynamics - a set of innovations aimed at significantly reducing harmful emissions and fuel consumption. But as a concept ready for implementation, it was presented only in 2008. The combination of lightweight construction, improved aerodynamics and energy handling, as well as highly efficient engines reduces the vehicle's average fuel consumption. At the same time, BMW EfficientDynamics technologies are now an integral part of even the basic equipment of every new BMW car and are being implemented in vehicles of all model ranges and segments, providing the BMW product line with a more efficient combination of fuel consumption and dynamics compared to competitors.

Since 2009, the organizational aspect has also been included in the innovative development of the BMW Group. The innovative activity of the concern in this area can be characterized as protective, since active scientific developments are not carried out, but measures are taken to maintain the position of the company in society. The direction of sustainability as a basic corporate principle was introduced by a management tool back in 2000. However, in 2009 the strategy was updated. The principle of sustainability has become not just a key issue, it has been integrated into the corporate culture from the inside. In addition, this principle is aimed at uniting the values ​​of the company, the environment and society.

To be able to track the development of the strategy, the company introduced the so-called KPIs (Key Perform Indicators) - the main performance indicators. Basically, the indicators refer to the level of resources consumed and environmental protection. In the long term, the company plans to increase the number of indicators in order to monitor and manage other areas of the sustainability strategy.

As mentioned above, the group's strategy is "leadership through innovation". As a result, BMW AG increased R&D spending by 13.3% to 2,773 million euros. The research and innovation network employs more than 9,000 people in 11 regions of the top five countries.

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A number of innovative transformations have been introduced for employees. Management personnel in the company and its other employees are obliged to act responsibly and within the framework of laws and regulations, including within the company. However, it is impossible to completely exclude an unconscious violation or non-compliance with the laws. In order to reduce the risks of legal violations within the company, in 2007 the company began the formation of the Compliance Committee, whose main task is to manage and monitor the entire range of the company's activities in order to ensure maximum compliance with legal guidelines and rules. The formation of this body was finally completed in 2009.

Has undergone some transformations marketing activities. In addition to BMW's marketing policy of specializing only in the premium segment, the company has also changed the approach to positioning its product. Previously, car performance was emphasized, its specifications. Gradually, from 2008 to 2010, the position of "perfect car" changed to "driving pleasure", which refers to the gradual transition from the focus on the car to customer participation, namely driving comfort, that is, BMW now accepts emotional factors into consideration.

The company strives to support new theme connection that combines the high performance of cars and Marketing communications related to the emotions and comfort of drivers around the world. The global marketing strategy actively develops those company structures that create conditions for consumers to truly enjoy driving the premium cars that BMW creates.

In order to meet the needs of emerging markets, the company has expanded its distribution network in China and other BRIC markets. Particularly dynamic growth of BMW and MINI dealer organizations can be noted in 2011. More than 70 BMW dealers and 20 MINI dealers have opened in China alone. Later, the emphasis was placed on expanding the sales network in other promising markets. There are currently 3,300 BMW dealers, over 1,550 MINI dealers and about 110 Rolls-Royce dealers worldwide.

The innovative sub-branding strategy has recently become popular among large companies in various industries. In a similar direction, the BMW Group continued to develop its offensive product strategy. In February 2011, the concern introduced its new sub-brand BMW i. BMW i stands for "innovative" and marks the beginning of a new generation of vehicles with a strong focus on sustainability. The launch of the BMW i sub-brand is accompanied by an international marketing campaign aimed at reaching new target groups.

Summing up the results of the analysis of the innovative strategy of the BMW Group, it should be noted that the company has fully achieved its goals for 2014, and to some extent the tasks of 2016. As of December 2014, the R&D cost ratio is 5.1% (target for 2016: 5.0-5.5%), sales volume was 1,845 thousand units, against the planned 1,800 thousand units.

Basically, the BMW Group uses an offensive type of strategy, since with increasing competition this is the most effective way to maintain market leadership. To some extent, innovations were carried out in the main aspects: product, organizational, marketing, which allows the concern to maintain its market position.

CONCLUSION

There are a large number of basic innovation strategies. They are divided into types based on the experience of many organizations. Each organization engaged in innovation activities can choose any type of strategy based on its own direction of development. But when choosing an innovation strategy, it is necessary to take into account the overall strategy of the firm and its organizational structure management. Common and innovative goals should be in harmony with each other. Strategic plans must be designed to not only remain consistent over long periods of time, but also be flexible enough to be modified and refocused as needed.

The implementation of any innovation strategy is associated with the need to restructure the organization or its restructuring in combination with current production processes.. There are many various kinds strategies: offensive, defensive (defensive), intermediate, absorbing, imitation, robbery, etc.

Thus, the development of an innovative strategy for the company is an integral part of the successful development of the company. In order to compete with dignity in today's volatile and unpredictable world, it is necessary to build a competent and correct development strategy.

The paper analyzes the innovation development strategy of the BMW Group from 2007 to 2014. As it turned out, the company puts the greatest emphasis on product innovations, which allows it to more stably go through economic crises and recover faster than competitors in the market. The organizational and marketing activities of the BMW Group have also undergone a number of innovative changes, strengthening the company's position as the world's most stable automotive industry, as well as improving the value chain of the BMW Group.

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