2.3. "Portfolio" of innovation projects.

Specificity of business innovation is that the main factor of prosperity innovative companies in the market are constant innovations. Due to the increasing demands of consumers, reduced life cycle of goods and services and increased competition, even small companies have to continuously improve their products and services, as well as develop new ones. Therefore, any innovative company should have a "portfolio" of several innovative projects, which must be continually replenished. The presence of such a "portfolio" is not only a factor in increasing the competitiveness of innovative companies, but also for the survival of innovative firms in the market environment.

R & D portfolio can consist of a variety of projects, large and small; close to the end and beginning. Number of projects in the portfolio depends on the size of projects, which are measured total resources required to develop, and the cost of implementation of a project. If, for example, on R & D allocated to 4000 CU, and the costs of the implementation of one project is 2000 CU, the portfolio may be two of the project.

Portfolio consisting primarily of large projects is more risky than a briefcase, where resources are distributed between small projects. According to experts, only 10% of all projects are fully successful. This means that there is only a 10% chance the efficient completion of each project in the portfolio. As the number of projects increases the likelihood that at least one of them will be successful.

Small projects (requiring small R & D costs) are typically implemented in products with modest potential in terms of sales and profits. Portfolio of small projects can lead to a stream of innovations, most of which have limited market potential, which is undesirable from the standpoint of the range of products formed by the marketing department.

2.4. Innovative business strategy.

The choice of strategy is the key to the success of innovation. The company may be in a crisis, if fails to anticipate changing circumstances and to respond to them in time.

Strategy can be defined as the process of decision-making. In both cases, there are targets (objects) and the means by which the objectives are achieved (decisions). The strategy is interrelated set of actions in order to strengthen the vitality and strength of the enterprise (company) in relation to its competitors. This is a detailed comprehensive and integrated plan to achieve these goals.

Under the innovation strategy of the company is usually described as a strategy of using innovation. If the company supports efforts to implement the innovation, the probability that it will be accepted for implementation in the organization increases.

Developing a strategy starts with the formulation of the general objectives of the organization, which should be understood by anyone. Aim plays an important role in communication company with the external environment, market consumer.

Innovative strategic planning is based on a thorough analysis of the external and internal environment of the company, during which:

• evaluated the changes in the planning period;

• identify the factors that threaten the position of the company;

• examines the factors that are favorable for the company's activity

• planned improvements that will enable the company to strengthen its market position.

Processes and changes in the environment have an important impact on the company.

Careful examination of the strengths and weaknesses of competitors and compare their results with their own indicators will better consider a strategy of competition.

Serious environmental factors include socio-behavioral and environmental. The firm must also take into account demographic changes, educational level, etc.. Example, training needs of a market economy, the transition to which is carried out in Russia, expanding markets textbooks on management and marketing.

Analysis of the internal environment is conducted to identify the strengths and weaknesses of the company.

The following basic types of innovation strategies:

1 offensive

2 Defensive.

3 Simulation

4 Strategy "niche"

2.5. Innovative project.

Theme 6 Business planning of innovation project

1. Basic Information

2. Executive Summary

3. Industry Analysis

4. Description of Your Venture

5. Production Plan,

6. Marketing Plan

7. Organization Plan

8. Contingency Plan

9. Financial Plan

10. Appendix

Theme 7 Marketing of Innovation

1. Motivation and motives of buying and creation innovation

2. Innovative capacity of the organization

3. Marketing strategies in innovation

Motivation - a set of needs and motives that determine the activity of the company in a certain direction. In innovation management motivation is seen as a set of methods for the direction of the driving forces (ie, motives) to achieve this goal.

Motivation of innovation can be seen in two ways:

1 motivation creating and selling innovations;

2 purchase motivation of innovation.

The purpose of creating and selling innovation is to provide an economic entity of money from the sale of new products (operations) in order to invest this money in profitable areas of business, raise your image in the market, to increase their competitiveness.

The main motives of creating and selling innovation for entrepreneurs usually are:

• increase the competitiveness of its new products;

• improving its image in the market;

• capture new markets;

• increasing the amount of cash flow;

• reduction of resource product.

The main motives of buying innovations are:

1 increasing the competitiveness and image of the business entity;

2 receive in the long term return on the capital invested today.

Motives for buying innovation due to a number of factors both objective and subjective.

The main objective factors buying innovations are:

1 Changes in the production and trade process;

2 Changes in the tax system;

3 Achievements in the international market.

The subjective factors include factors that reflect the interests of a particular buyer, plans and programs of its investment and financing activities, psychological skills and professionalism of managers and others.

3.2. How to evaluate the innovative capacity of the organization.

Through capacity development is the development of the organization and its subsidiaries, as well as all the elements of production and economic system. From the state of innovation potential depends on the selection and implementation of innovative strategies, and therefore competent appraisal is very important.

Innovative capacity of the organization - is the degree of readiness to perform tasks that ensure the achievement of the goals of innovation, ie readiness to implement an innovative project or program of innovation and innovation.

The development of innovative capacity of the organization can only be done through the development of all of its subsidiaries, as well as all the elements of production and economic system. Therefore, to evaluate the innovative capacity of a careful analysis or diagnosis of the internal environment of the organization.

Evaluation of innovative capacity is usually done under the scheme:

 

When this project is meant for the production and implementation of a new product (service), or a new direction.

The task of evaluating the innovative capacity of the organization can be supplied in two planes:

1 private rating organization's readiness to implement a new project;

2 comprehensive assessment of the current state of the organization with respect to already ongoing projects.

3.3. Demand for innovation.

Analysis of demand for innovation is of great importance because of the results depends on the accuracy of the development of the production program of the company strategy and the sales volume of its products and, therefore, its financial performance.

Analysis of demand for innovations carried out in the following directions:

• Analysis of the needs in the exhaust or realizable innovation (product or service);

• Analysis of the demand for innovation and related services, and the impact on them of various factors;

• analysis of the impact of demand on the performance of the enterprise;

• determination of the maximum amount of sales and support of the sales plan based on the analysis and production capabilities of the firm.

Demand reflects the amount of product that the consumer wants to buy at a possible price within a certain time in a particular market. From this definition it can be seen the main indicators by which the company can judge the demand for its products or services:

• the number of potential buyers for this type of product

• The volume of demand

• Total sales (offers for sale) products on the market

• price of products offered

• the sensitivity of demand to price

Most companies use in the analysis of the demand curves the following methods:

• Statistical analysis of the available data set prices, sales volumes and assessment of their relationship for a certain period of time;

• experimentation with prices (price change for certain types of goods and tracking changes in demand);

• surveys of customers to find out how much of the product they are willing to buy at different price levels anticipated.