home Business blog Coursework: Planning of innovative activity at the enterprise. Organizational innovation planning Basic approaches to innovation planning

Coursework: Planning of innovative activity at the enterprise. Organizational innovation planning Basic approaches to innovation planning

Marketing strategies for promoting innovation. Strategic planning of innovation activity The choice of strategy is the key to the success of innovation activity. Thus, strategic planning is a necessary element of the strategic management process; it is an integral part of the process of developing an organization's strategy. Related to the choice of strategy is the development of plans for research and development and other forms of innovation.

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Topic. Innovation planning

1. Strategic planning of innovation activities

2. Classifications of innovation strategies

1. Strategic planning of innovation activities

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

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

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

A growing number of companies recognize the need for strategic planning and actively implement it. This is due to growing competition: you can’t live only for today, you have to anticipate and plan for possible changes in order to survive and win in the competition.

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

Strategic management is defined as a management technology in conditions of increased instability of environmental factors and their uncertainty over time. Strategic management activities are associated with setting goals and objectives of the organization, maintaining a system of relationships between the organization and the environment that allow it to achieve its goals, correspond to its internal capabilities and allow it to remain susceptible to external challenges. Unlike operational management, which serves to achieve specific tactical goals of the organization, strategic management of the organization is designed to ensure its long-term strategic position.

The essential difference between strategic planning and strategic management is characterized primarily by the fact that the first, especially at the initial stage of its development, was actually reduced to strategic programming, i.e., to the formalization and detailed elaboration of existing strategies or strategic vision. Therefore, effective strategic change requires a breakthrough beyond the traditional framework and established ideas about a particular business. Unlike overly formalized strategic planning, strategic management is primarily a synthesis.

In this way, strategic planning is a necessary element of the strategic management process, it is an integral part of the process of developing an organization's strategy.

Related to the choice of strategy is the development of plans for research and development and other forms of innovation.

Strategy development has two main objectives.

1. Efficient distribution and use of resources.This is an "internal strategy" - it is planned to use limited resources such as capital, technology, people. In addition, the acquisition of enterprises in new industries, the exit from undesirable industries, the selection of an effective "portfolio" of enterprises.

2. Adaptation to the external environment- the task is to ensure effective adaptation to changes in external factors (economic changes, political factors, demographic situation, etc.).

Strategy development begins with the formulation of the overall goal of the organization, which should be clear to any specialist. Goal setting plays an important role in the company's relations with the external environment, the market, and the consumer.

The overall purpose of the organization should consider:

The main activity of the company;

Working principles in the external environment (principles of trade;

relationship with the consumer; conducting business relations);

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

When choosing a target There are two aspects to consider: who is

the firm's customers and what needs it can satisfy.

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

1) profitability - to achieve in the current year the level of net profit of 5 million c.u. e.;

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

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

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

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

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

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

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

Each goal should be limited in time, the deadline for its achievement is set.

Goals:

They can be long-term (up to 10 years), medium-term (up to 5 years) and short-term (up to 1 year): they are specified taking into account changes in the situation and the results of control:

Must be achievable;

We must not deny one another.

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

Evaluate changes occurring or possible in the planning period;

Factors that threaten the position of the firm are identified;

The factors favorable for the company's activity are investigated.

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

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

Investigate the impact of the external environment on competitors;

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

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

The strategy is the starting point for theoretical and empirical research. Organizations can vary in topics. the extent to which their key decision makers have committed themselves to the innovation strategy. If top management supports attempts to implement an innovation, the likelihood that it will be accepted for implementation in the organization increases. As senior management is involved in the decision-making process, the importance of strategic and financial goals increases,

2. Classification of innovation strategies

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

grocery - focused on the creation of new goods, services, technologies;

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

resource - an element of novelty is introduced into the resource support (labor, material and technical, financial, informational):

organizational and managerial -related to changes in management systems.

The basis for the development of an innovative strategy is the scientific and technical policy pursued by the company, the market position of the company and the theory of the product life cycle.

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

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

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

3. Imitation - is used by firms with strong market and technological positions: they are not pioneers in the release of certain innovations to the market. At the same time, the main consumer properties (but not necessarily technical features) of innovations launched on the market by small innovative firms or leading firms are copied.

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

Basic growth strategies fall into four groups:

1) strategy of intensive development;

2) integration development strategy:

3) diversification strategy:

4) reduction strategy.

When implementingintensive development strategiesthe organization builds its potential by making better use of its internal forces and the opportunities provided by the external environment.

There are three strategies for intensive development:

"an existing product in an existing market" - the strategy is aimed at deeper penetration with this product on the market;

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

"old product - new market" is a marketing innovation strategy aimed at selling a well-known product in new market segments.

There are three integration development strategies:

Vertical integration with suppliers;

Vertical integration with consumers;

Horizontal integration (interaction with industry competitors).

There are also threediversification strategies:

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

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

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

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

There are several types of reduction strategy:

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

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

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

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

1. Origin. This turning point is characterized by the appearance of the embryo of a new system in the old environment, which requires the restructuring of all life activity. For example, the appearance of the first idea (formalized technical solution) or the organization of a company specializing in the creation of new or radical transformation of old market segments, which undertakes to develop new equipment.

2. Birth. At this stage, a new system appears, formed largely in the image and likeness of the systems that gave rise to it. For example, after the design of a technical solution, they proceed to a general presentation of a new type of technology (formulation of a layout diagram) or to the transformation of an established company into another one that works for a narrow market segment and satisfies its specific needs.

3. Approval. Here, a system arises and forms, which begins to compete on equal terms with those created earlier. For example, the appearance of the first idea will allow us to move on to the practical creation of the first samples of a new type of technology or the transformation of a previous company into a company with a “power” strategy that operates in large standard business.

4. Stabilization. The turning point lies in the entry of the system into a period when it exhausts its potential for further growth and is close to maturity. For example, the transition to the practical implementation of technical systems suitable for large-scale implementation or the company's entry into the world market and the formation of the first branch on it.

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

6. Fall. In many cases, there is a decrease in most significant indicators of the vital activity of the system, which is the essence of the turning point. At this stage, improvements to the previously created technical system begin at the level of rationalization proposals, the breakdown of TNCs into a number of separate firms that carry out medium and small businesses to meet local needs.

7. Exodus. At this stage of the life cycle, the system returns to its original state and prepares to transition to a new state. For example, a change in the functions of the operated equipment or the death of one of the firms that separated from the TNC.

8. Destructuring.Here, all vital processes of the system are stopped, or it is used in a different capacity, or it is disposed of. The firm ceases to exist; as a rule, this means its re-specialization for the production of other products.

According to modern economic science, in each specific period of time, a competitive production unit (firm, enterprise), specializing in the production of products to meet a certain social need, is forced to work on a product that belongs to three generations of technology - outgoing, dominant and emerging (promising).

Each generation of technology goes through a separate life cycle in its development. For example, a firm in the time interval from t 1 to t 3 works on three generations of technology - A, B, C, successively replacing each other (Fig. 5.3). At the stage of inception and the beginning of growth in the output of product B (the moment t1 ) the costs of its production are still high, while the demand is still small and the volume of production is insignificant (diagram a in fig. 5.3). At this point, product A (previous generation) is large, and product C is not yet produced at all (diagram a in fig. 5.3).

At the stage of stabilization of production output of generation B (the moment t2 , stages of saturation, maturity and stagnation) its technology is fully mastered; the demand is great. This is the period of maximum output and the greatest cumulative profitability of this product. The output of product A has fallen and continues to fall (chart b in fig. 5.3.).

With the advent and development of a new generation of technology (product C), the demand for product B begins to fall (time t3 ) - the volume of its production and the profit it brings are reduced (diagram in in fig. 5.3), generation A does not exist or is used only as a relic.

Rice. 5.3. Diagrams of the structure of output at various points in time:
a - moment t 1; b - moment t 2; at - moment t 3

On fig. 5.3 it can be seen that a stable value of the total income of an enterprise (firm) is ensured by the correct distribution of efforts between successive products (generations of technology). Achieving such a distribution is the goal of the formation and implementation of the scientific and technical policy of the company. The optimization of this policy requires knowledge of the technical and technological capabilities of each of the successive (and competing) generations of technology. As one or another technical solution is mastered, its real ability to meet the corresponding needs of society and economic characteristics change, which, in fact, determines the cyclic nature of the development of generations of technology.

However, the determining factor in the formation of a competitive scientific and technical strategy of an enterprise (firm) is the fact that funds must be invested in the development and development of a product much earlier than a real effect is obtained in the form of gaining a strong position in the market. Therefore, strategic planning of scientific and technological policy requires reliable identification and forecasting of development trends for each generation of relevant equipment at all stages of its life cycle. It is necessary to know at what point the generation of technology proposed for development will reach its maximum development, when a competing product will reach this stage, when it is advisable to start development, when - expansion, and when a decline in production occurs.

3. Marketing strategies to promote innovation

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

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

a) diversification of manufactured goods;

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

c) improving the quality of goods and saving resources by deepening R&D and enhancing innovation;

d) the use of various strategies for various goods, depending on their competitiveness: violets, patients, commutators or explerents (more on these strategies will be discussed in Chapter 6);

e) development of international integration and cooperation;

f) improving the quality of management decisions, etc.

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

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

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

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

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

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

Fig: 5.4. Directions for choosing an innovative strategy

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

Rice. 5.5. BCG matrix

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

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

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

Innovations are, on the one hand, in conflict with everything conservative, aimed at maintaining the status quo, on the other hand, they are aimed, within the framework of the change strategy, at a significant increase in the technical and economic efficiency of the organization.

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

The objects of innovation include:

1) products (types, quality);

2) materials;

3) means of production;

4) technological processes;

5) human factor (personality development);

6) social sphere (changing the behavior of employees of the organization);

7) organizational development of the organization.

Innovative activity is creative in nature, it is poorly combined with strict regulation of work and centralization of decision-making, it is difficult to fit into formalized organizational management structures. The latter are characterized by tendencies to maintain stable relations and management procedures, counteract innovations, and actively resist any new forms and methods of management.

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

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

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

2) to form an innovation planning system at the enterprise;

3) justify the effectiveness of the innovation program.

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

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

1. Planning of innovative activity at the enterprise

1.1 Forecasting innovation and its role in the activities of the organization

In modern conditions, when the external environment of the organization is changing dynamically and unpredictably, forecasting innovations becomes vital. It allows the organization not only to see its future and set goals, but also to develop a program of action to achieve them. The presence of such a program facilitates the use of the resources of the organization and the choice of the best means to achieve the goal, significantly reduces the danger posed by the external environment. This has a positive effect on the performance of the organization and contributes to the creation of a healthy moral and psychological climate in the organization, which also has a positive impact on efficiency. Conversely, the absence of such a program is accompanied by fluctuations and deviations in the development of the organization in the right direction. Ill-considered and inconsistent actions are fraught with serious negative consequences. First of all, the organization's resources are used inefficiently. Organizational resources (and they are always limited) are often directed to the wrong place and the wrong place. As a result, measures to solve urgent problems are not carried out and the needs of consumers are not satisfied. All this negatively affects the state of affairs, reduces efficiency, creates social tension in the organization. The possibility of all kinds of conflicts is increasing, staff turnover is increasing, etc. These processes also negatively affect the activities of the entire organization.

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

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

Prediction is actually the solution of these problems, the use of these problems, the use of information about the future in purposeful activity. Thus, in the problem of forecasting, two aspects are distinguished: epistemological and managerial, associated with the possibility of making managerial decisions based on the knowledge gained.

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

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

The plan is the setting of a well-defined goal and the anticipation of specific, detailed events in the organization under study and its external environment. It fixes the ways and means of development in accordance with the tasks set, justifies the adopted management decisions. Its main distinguishing feature is the certainty and directiveness of tasks. Thus, in terms of foresight, it receives the greatest concreteness and certainty.

The susceptibility of organizations to innovation is reduced as production increases and organizational structures develop, the predominance of large-scale and mass production types. The larger the volume of production, the higher the level of output, the more difficult it is for production to be restructured.

STP, as a rule, is contained within the framework of mass, highly specialized production and gains great prospects in the production of small-scale highly specialized quick-change products.

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

The introduction of technical, organizational and economic innovations requires adequate changes in the existing forms and methods of management organization. Implementation necessitates the continuity of managerial innovations. The latter is becoming an increasingly important condition for improving the efficiency of organizations.

1.2 The essence of innovation planning

Planning is one of the main elements of the system of intra-company management of innovative activities of the organization. As an element of the management system, planning is a relatively independent subsystem that includes a set of specific tools, rules, structural bodies, information and processes aimed at preparing and ensuring the implementation of plans. Innovation planning is a system of calculations aimed at choosing and substantiating the goals of the organization's innovative development and preparing the decisions necessary for their unconditional achievement. Within the framework of the integrated management system, the planning subsystem performs the following seven particular functions:

Target orientation of all participants. Thanks to the agreed plans, the private goals of individual participants and performers are focused on achieving the general goals of the innovation program or the organization as a whole.

Perspective orientation and early recognition of developmental problems. Plans are always oriented to the future and must be based on reasonable forecasts of the development of the situation.

The plan outlines what is desired in the future state of the facility and provides for specific measures aimed at supporting favorable trends or curbing negative ones.

Coordination of activities of all participants of innovations.

Coordination is carried out as a preliminary coordination of actions in the preparation of plans and as a coordinated response to emerging obstacles and problems in the implementation of plans. In the process of innovation planning, four main forms of coordination are used: administrative, initiative,

software and budget. The administrative form of coordination is expressed in the directive approval of planning documents that are mandatory for all participants in the innovation processes.

The initiative form of coordination is expressed in the voluntary and conscious coordination of the actions of managers and all participants within the limits of the powers delegated to them and general planning restrictions. Program coordination is carried out in the form of private planned targets set for each participant in accordance with the general work plan for the innovation program. The budget form of coordination is carried out during the development of the planned budget in the form of restrictions on the material, labor and financial resources allocated to each participant.

Preparation of management decisions. Plans are the most common management decisions in innovation management. When preparing them, a deep analysis of the problems is carried out, forecasts are made, all alternatives are explored and an economic justification for the most rational solution is made. Planning brings a high level of economic feasibility and rationality to the management system in the organization.

Creation of an objective base for effective control.

Plans establish a desired or required state of the system for a specified period of time. Their presence makes it possible to make an objective assessment of the organization's activities by comparing the actual values of the parameters with those planned according to the "fact - plan" principle. At the same time, control becomes objective, aimed at ensuring the target state of the system.

6. Information support for participants in the innovation process. The plans contain important information for each participant about the goals, forecasts, alternatives, timing, resource and administrative conditions for the innovation.

The stability of the planning system makes it possible to ensure effective updating of information due to timely control and adjustment of planned targets.

7. Motivation of participants. Successful fulfillment of planned targets, as a rule, is an object of special stimulation and a basis for mutual settlements, which creates effective motives for the productive and coordinated activities of all participants. The significance of the noted particular functions of the planning subsystem makes it the most important component of the management system in the organization.

In the planning process, a reasonable choice is made of the main areas of innovation for organizations as a whole and for each structural unit; formation of programs for research, development and production of innovative products; distribution of programs of individual tasks for separate periods of time and assignment to performers; establishment of calendar terms for carrying out work on programs; calculation of the need for resources and their distribution by performers based on budget calculations.

1.3 Intra-company innovation planning system

The innovation planning system in organizations includes a set of various plans aimed at implementing the main functions and tasks of planning, interacting with each other. The most significant factors determining the composition and content

of this complex, the organizational structure and profile of the innovative activity of the organization, the composition of the ongoing innovative processes, the level of cooperation in their implementation, the scale and constancy of innovative activity.

Types of plans differ in goals, subject, levels, content and periods of planning. A schematic diagram of the classification of types of innovation planning is shown in Figure 1.

Figure 1 - Types of intra-company innovation planning

According to the target orientation, strategic and operational planning of innovations are distinguished.

Strategic planning as an element of strategic innovation management consists in defining the organization's mission at each stage of its life cycle, forming a system of activity goals and

strategies of behavior in the markets of innovations. At the same time, in-depth marketing research, large-scale predictive developments, assessments of the strengths and weaknesses of the organization, risks and success factors are carried out. Strategic planning, as a rule, is focused on a period of five or more years. It aims to create new potential for organizational success.

Operational planning of innovations has as its task the search and coordination of the most effective ways and means of implementing the adopted strategy for the development of the organization. It provides for the formation of a product-thematic portfolio of an organization, the development of calendar plans, the preparation of business plans for individual programs, the calculation of the need for resources, funds and sources of their coverage, etc. Operational planning of innovations aims to realize the organization's potential in the form of profits, sales volumes, etc. Strategic and operational planning are in dialectical interaction and meaningfully complement each other in a single process of innovation management.

Product-thematic planning of innovations consists in the formation of promising areas and topics of research and development, the preparation of programs and activities for updating products, improving technology and organizing production in organizations. At the production stage of innovation processes, this type of planning involves the development and optimization of production programs of organizations and departments.

Feasibility planning includes calculations of material, labor and financial resources required to fulfill nomenclature and thematic tasks, as well as an assessment of economic results and the effectiveness of the organization's innovative activities. This type of calculation includes financial planning, business planning, budget planning, etc.

Volumetric-calendar planning of innovations consists in planning the scope of work, loading departments and performers, building calendar schedules for carrying out work on individual programs and for the entire set of planned work, schedules for loading equipment and performers, and distributing work by separate calendar periods.

1.4 Rationale for investment in innovation programs

One of the most important questions for an investor when determining the direction of investment are the following:

1) which program is worth investing in?;

2) what volume of these investments will be needed?;

3) when will the investments begin to generate income?;

4) how much return on investment can be expected?;

5) what are (at least in general terms) the characteristics of the program?;

6) from what sources to get money for the program?

It is these questions that form the essence of the work on creating the concept

programs. The development of the concept of the program consists of the following stages: the formation of an innovative concept of the program and the study of innovative opportunities.

Each of these stages includes a number of stages, the content of which is described below.

So, as soon as there are ideas that meet the goals of the program, the innovation manager must conduct a preliminary examination and exclude obviously unacceptable ones from further consideration. It is clear that at this stage the reasons why an idea will be rejected are very general.

Purpose of organizational analysis - evaluate the organizational, legal and administrative environment in which the program should be implemented and operated, as well as develop the necessary recommendations in terms of: management; organizational structure; planning; recruitment and training of personnel; financial activities; coordination of activities; general policy.

Currently, several computer simulation systems are used to evaluate the effectiveness of investment programs. These include: COMFAR (Computer Model for Feasibility Analysis and Reporting), Alt-Invest package (created using MS Works or Excel spreadsheets and can work in other common spreadsheets (Super Calc 4, fcotus 1-2- 3, Quattro Pro)), Package ".Project Expert". Like COMFAR, the system is a "closed" package.

The investment justification is the main document that justifies the feasibility and effectiveness of investments in the program under consideration. The justification details and clarifies the decisions made at the stage of pre-project justifications for investments - technological, constructive, environmental; the environmental and operational safety of the program, as well as its economic efficiency and social consequences, are reliably assessed.

2. Calculation of technical and economic indicators of the enterprise

2.1 Justification of the production plan

2.1.1 Based on the initial data on the market demand for products, we compile table 2.1 of the settlement part according to the option

Table 2.1 - Market demand for products

product name	Product brand	Market demand, pieces

The final market demand is determined by summing up the market demand values for all types of products.

2.1.2 We fill in table 2.2 based on the initial data on the technical and economic indicators of products

Table 2.2 - Technical and economic indicators of products

product innovation	Product brand	Wholesale price of products, rub.	Labor intensity of products, n-h	product capacity,	The total cost of the product, p.
product innovation	Product brand	Wholesale price of products, rub.	Labor intensity of products, n-h	product capacity,		Including material fixed costs

Columns 3-5 are filled in on the basis of the initial data (Appendices 1, 2,3). The full cost price (column 6) is determined based on the costs per ruble of the wholesale price (Appendix 4) by multiplying the wholesale price by the costs per one ruble of the wholesale price. The values of column 7 are obtained on the basis of data on the share of direct costs in the cost of production (Appendix 5).

2.1.3 We calculate specific indicators, the values of which are summarized in table 2.3

Table 2.3 - Specific indicators

products	Product brand	Specific labor	Specific material	Profitable-	Unit Cost of Processing

Specific labor intensity (t beats) is determined by the formula

t beats = T / C, (1)

where T is the complexity of manufacturing, n-h;

Specific material consumption (M beats) is determined by the formula

M beats = M pr. ed. / C, (2)

where M etc. ed - direct material costs for one product, p;

C - the wholesale price of a unit of the product, r.

The profitability of the product (R ed) is calculated by the formula

R ed \u003d C / C, (3)

where C is the total cost of the product, p.

The unit cost of processing (C arr. beats) is determined by the formula

From arr. beats \u003d (S - M pr. ed.) / C, (4)

2.1.4 Determine the amount of installed equipment

Table 2.4 - Number of installed equipment

This table is filled on the basis of the initial data (Appendix 6).

2.1.5 Calculate the amount of equipment (N) corresponding to the market demand

where C m is the machine-tool capacity of manufacturing one product, hm-h;

Q p - market demand for products, pieces;

Ф eff is an effective fund of equipment operation time.

The effective fund of equipment operation time is calculated by the formula

F eff \u003d F dir * (1 - P / 100), (6)

where Ф rezh - regime fund of the equipment operation time;

P is the planned percentage of equipment downtime.

The operating time fund of the equipment is determined by the formula

F dir \u003d (D cal. - D non-work) * t cm * K cm - r pre-holiday, (7)

where D cal - the number of calendar days in a year;

D non-working - the number of non-working days in a year;

t cm is the duration of the shift (8 hours);

K cm - number of shifts (2 shifts);

r pre-holiday - the number of non-working hours on pre-holiday days.

F dir \u003d (365-116) * 8 * 2-8 * 2 \u003d 3968 h.

F eff \u003d F dir * (1 - P / 100) \u003d 3968 * (1-6 / 100) \u003d 3729.92 hours.

The data obtained are summarized in table 2.5

Table 2.5 - Calculation of the effective fund of equipment operation time

We determine the amount of equipment of each group that corresponds to market needs

N c1 ==

N c2 == ,

N c3 == ,

N k1 ==

N k2 == ,

N k3 == ,

N l1 == ,

N l2 == ,

N l3 == ,

N d3 ==

The results obtained are entered in table 2.6

Table 2.6 - Quantity of equipment corresponding to the market demand

Product brand	Market demand ness, pcs.	Stankoem- bone products, s-h.	Total machine tool bone products, s-h.	working hours dovaniya, h	number of machines, pcs.

Column 3 is filled out on the basis of the data of table 2.1., column 4 - on the basis of application 3. the total machine-tool intensity of products (column 5) is determined by multiplying the values of column 3 by the values of column 4. the effective fund of equipment operation time (column 6) - table 2.5, p .four.

Thus, to meet the market demand, the enterprise needs to have 3844 machines at its disposal.

2.1.6 In order to make the most reasonable decision on the volume and range of products, we calculate the average load factor of equipment in the machine shop of the enterprise

2.1.6.1 Calculate the program of the machine shop in the given units

Table 2.7 - Workshop program in reduced units

release parts	Quantity according to the program, pcs.	Total labor- bone, h.	Product-represented	Coefficient	Number of products in given units	Settlement program, pcs.



Total for city 1



Total for city 2




Total for city 3

Total for city 4
Program Total

Column 2 and column 3 are filled in on the basis of the data in Appendix 7, column 4 in Appendix 8.

The reduction coefficient was determined by the formula

K pr = ΣТ i / ΣТ pr, (8)

where ΣT i is the total labor intensity of the i-th product;

ΣТ pr - total labor intensity of the representative product.

The number of products in reduced units (column 6) is determined by multiplying the reduction factor (column 5) by the quantity according to the program (column 2).

2.1.6.2 Determine the average load factor of equipment in the machine shop

Table 2.8 - Calculation of the average equipment load factor

equipment identification	Number of equipment, pcs.	Effective fund of equipment working time, h.	Total annual fund of time, h.

The number of equipment (column 2) - the initial data of the application 9. The effective fund of the working time of the equipment (column 3) - table 2.5 point 4 for calculations. The total annual fund of equipment operation time (column 4) was determined by multiplying the amount of equipment by the effective time fund.

The average equipment load factor is the ratio of the total labor intensity for the program to the total annual fund of equipment working time

K load \u003d ΣT prog / EF r, (9)

K load \u003d ΣT prog / EF r \u003d 432969 / 548298.2 \u003d 0.79 or 79%.

2.1.7 Justification of the planned volume of production in physical terms

The enterprise needs 3833 machines to meet the market demand. In fact, 3,100 machines have been installed at the enterprise. However, it would be erroneous to take 3100 machine tools to the production volume, since it is necessary to take into account the possible load factor of the equipment in the leading machine shop of the enterprise. According to the calculation, the average equipment load factor is 0.79. Taking into account the value of this indicator, 3100 * 0.79 = 2449 machines are accepted into the production program.

The ratio of the amount of equipment accepted according to the plan and according to market demand

K arr \u003d (3100 * 0.79) / 3844 \u003d 0.64,

Average market profitability of the product

R = ΣR ren / 12, (10)

R \u003d ΣR ren / 12 \u003d 15.653 / 12 \u003d 1.304

Table 2.9 - Justification of the planned volume of production in physical terms

Namenova- product	Product brand	Ryn. consump- ness, pcs	Number of rev. by market cons.	Coef. Cor. Number of rev. according to plan and according to the market. consumption, in shares	Coef. acc. actual and medium ren-ti ed., in shares	Number of equipment accepted in terms of	Volume plan	The volume of production in% of the market. cons.

Market demand (column 3) - initial data of table 2.1 Quantity of equipment according to market demand (column 4) - table 2.6 column 7 by calculation. The amount of equipment accepted, in terms of

determined taking into account the ratio of the amount of equipment

according to the plan and according to market demand and taking into account the ratio of the actual and average market profitability of products

Q p1 = 1367*0.64*1=869, Q p2 = 236*0.64*0.92=138, Q p3 = 128*0.64*1.02=83, Q p4 = 620*0, 64*0.95=375, Q p5 = 163*0.64*0.92=95, Q p6 = 25*0.64*1.08=17, Q p7 = 692*0.64*0.94 = 414,Q p8 = 288*0.64*1.14= 209,Q p9 = 251*0.64*0.94= 150,Q p10 = 7*0.64*1.13= 5,Q p11 \u003d 10 * 0.64 * 0.94 \u003d 6.Q p12 \u003d 57 * 0.64 * 1.02 \u003d 37.

We will take corrective actions by adding the number of equipment in order to accept the number of machines in the production program

taking into account the load factor. The adjusted number of machines is entered in table 2.9

The plan for the volume of production of products (column 8) is determined by the formula

Column 3 is filled in on the basis of the data in column 3 of Table 2.10 Columns 4 and 6 - Annexes 1 and 4, respectively.

2.3.2 Calculate direct material costs and processing costs

Table 2.15 - Calculation of direct material costs and processing costs

products	Product brand	The volume of production according to the plan, pcs group 3 tab.2.14	Straight mat. unit costs, p tab.2.2 gr.7	The general art of direct mat. costs, p	The cost of processing pr-ii, r.

The cost of processing products (column 6) is the difference between the cost of commercial products and direct material costs in the cost of commercial products.

2.3.3 Determine the structure of the cost of commercial products

Table 2.16 - The structure of the cost of commercial products

The values of the cost elements, direct material costs and processing costs are presented in table 2.15.

2.4 Calculation of technical and economic indicators of the enterprise

2.4.1 Calculate the technical and economic indicators of the enterprise according to the draft plan for the year

Table 2.17 - Technical and economic indicators

Profit from the sale of products is calculated as the difference between the volume of marketable products (in rubles) and the cost of marketable products.

The return on assets is equal to the quotient of dividing the volume of marketable output (in rubles) by the cost of fixed production assets.

The capital-labor ratio of labor is the quotient of dividing the cost of fixed production assets by the cost of commercial products.

Profitability is the quotient of dividing the profit from sales by the cost of fixed production assets.

The output per worker is the quotient of dividing the volume of marketable output (in rubles) by the number of industrial and production personnel.

The cost of one ruble of marketable output is the quotient of dividing the cost of marketable output by the volume of marketable output (in rubles).

Profitability of sales - the quotient of dividing the profit from sales by the volume of marketable products (in rubles).

3. Improving the methodology of innovative development of the enterprise

The practical significance of any methodological developments lies in the fact that they can be widely used by enterprises in the management of economic activities and must have a specific economic effect. Adhering to this well-established principle, we will give recommendations and reveal the possibilities of practical application, as well as show the economic efficiency of the described developments.

It is advisable to reveal the possibilities of using the methodology for applying new technologies by the example of forming an innovative development strategy for a conditional enterprise, the choice of which as an object of practical application of the research results is due to the desire, regardless of specific economic factors, to show the universality of the innovative development methodology. It is possible to evaluate the economic efficiency of developments on the basis of an analysis of the expected economic results after their application.

The starting point for developing a strategy for involving new technologies in economic turnover can be an assessment of the innovative behavior of an enterprise. To do this, at the stage of formation of strategic behavior, in particular, when analyzing the external environment based on the calculation of a group of indicators, it is possible to determine how the position of the enterprise in the external environment will change if it chooses an innovative path for the development of economic activity.

Evaluation of innovative activity is carried out along with the analysis of the internal environment of the enterprise in the formation of its strategic behavior in the market. This method allows you to analyze the state of the enterprise in the field of R & D using economic indicators and compare them with reference values. Conducting such an analysis

allows you to evaluate the accumulated experience and capabilities of the enterprise in the innovation field and make a preliminary choice of its further technological development. In this case, the main attention should be paid to assessing the capabilities of a given enterprise to master certain types of innovations - new or improving. To do this, from the data of financial accounting and reporting of the enterprise, it is necessary to single out and group the costs that are directed to them for the implementation of innovative development of production.

Evaluation and selection of innovative projects are not only the most important stages in the process of forming strategies for the innovative development of an enterprise, but are also the most time-consuming of them. Presentation of innovative projects in the form of business plans also requires the most thorough preparation and professional execution. To solve problems related to economic evaluation and selection for the introduction of new or improving technologies, those departments in the enterprise that should participate in innovative design are identified. This will make it possible to rationally distribute the activities for the collection and analysis of analytical information among the project participants, and the involvement of highly specialized experts will increase the quality level of decisions made.

Before proceeding to consider the issues of innovative design, it is important to study the requirements for the organization of investment control. We are talking about methodological approaches in business planning, according to which all information related to proposed projects must be controlled both by the developers themselves and with users.

Large diversified companies can simultaneously implement not one, but several parallel strategies for growth and development, focused on solving various problems of increasing

efficiency of own economic activity. In practice, the situation sometimes develops in such a way that some strategies are preferred to the detriment of others. For the continuous and full development of new technologies, it is necessary to form a set of methodological recommendations aimed at the effective integration of innovative development strategies and other corporate plans of the enterprise. Here it is necessary to develop ways to establish interaction between various structural units for the operational management of innovative development. Technological control, strategic monitoring and innovation policy can become mechanisms capable of solving the set tasks. Management of the innovative development of an enterprise is a topic that is only gaining its relevance for economic science. The relevance of the problem of effective involvement of new technologies in economic turnover is due to the category of economic development and the irreversibility of scientific and technological progress. The continuous emergence of more and more new technologies causes a constant transformation of the economic system. At some point, it is no longer possible to manage the new economic reality with the old methods. At the present stage of transformation of the economic environment, one of the possible ways to increase the activity of enterprises to involve new technologies in economic turnover can be a mechanism for integrating strategic and innovative management, based on taking into account the type and scale of new technologies.

An analysis of the theory and practice of introducing innovations in the context of the transformation of the economic environment suggests that today the management of these processes needs to create a new methodological base.

Conclusion

At the end of the work, it should be noted that innovation planning is a process of choosing goals focused on the final results (profit growth, expanding the product range, entering new markets), allocating resources and determining the timing of solving innovative problems up to the development and dissemination of innovations. When planning innovations, scientific and technical areas, scientific and technical problems, topics and subtopics are distinguished.

The scientific and technical direction covers all stages and stages from fundamental research to the development and dissemination of innovations. It is being developed by the efforts of related branches of science and production. Scientific and technical problem - part of the scientific and technical direction, which includes tasks solved by scientific and technical organizations and manufacturing enterprises (firms, companies) of the same industry. The topic is part of a scientific and technical problem and is developed on the scale of one organization (within one year or several years). Subtopic - it is part of a scientific and technical theme, developed on the scale of one or more departments of the organization (in most cases during one annual plan).

Innovation planning is carried out on the basis of a number of principles. An important principle is to ensure the prospective nature of innovation planning. This principle is observed provided that the planning system is based on forecasts and includes long-term, medium-term and annual plans. The most important principles include the program-target principle of planning. Compliance with this principle is especially important when developing major scientific and technical problems and innovative projects, when the final results largely depend on the complexity and interdependence of intra-industry relations.

1. Anshin V.M., Dagaev A.A. Innovation Management: Textbook. - M.: Delo, 2003. - 528 p.

2. Bukhalkov M.I. Planning at the enterprise: Textbook. - M.: INFRA-M, 2005. - 416 p.

3. Vladimirova L.P. Forecasting and planning in market conditions: Textbook. - M.: Publishing and Trade Corporation "Dashkov and K", 2005. - 400 p.

4. Dudanov E.I. Planning at the enterprise: Guidelines for the implementation of the course work. - Ruzaevka: Ruzaevsky Institute of Mechanical Engineering, 2007. - 29 p.

5. Ilyin A.I. Planning at the enterprise: Textbook. - New knowledge, 2003. - 635 p.

6. Medynsky V.G. Innovation Management: Textbook. - M.: INFRA-M, 2007. - 295 p.

7. Morozov Yu.P. Innovation Management: Textbook for High Schools. - M.: UNITI-DANA, 2001. - 446 p.

Attachment 1

Wholesale price of products, p

product name	Product brand
product name	Product brand

Annex 2

Labor intensity of products, norm-h

product name	Product brand
product name	Product brand

Appendix 3

Machine-tool capacity of products, norm-h

product name	Product brand
product name	Product brand

Appendix 4

Costs per 1 ruble of the wholesale price, kopecks

product name	Product brand
product name	Product brand

Appendix 5

The share of direct material costs in the cost of production,%

product name	Product brand
product name	Product brand

Appendix 6

Number of equipment and its use

Appendix 7

Number of items in the machine shop program

Product model	Quantity according to the program, pcs	Total labor input, norm-h.



Total for group 1



Total for group 2




Total for group 3

Total for group 4
Program Total

Appendix 8

Products-representatives by groups

Equipment groups
Equipment groups

MORDOVIAN STATE UNIVERSITY NAMED AFTER N.P. OGARYOVA

Faculty Ruzaevsky Institute of Mechanical Engineering (branch)

Department of Production Management

COURSE WORK

for enterprise planning

PLANNING INNOVATIVE ACTIVITIES AT THE ENTERPRISE

Speciality 080502

Economics and management at the enterprise

(in mechanical engineering)

Work manager E.I. Dudanov

Introduction

The objects of innovation include:

1) products (types, quality);

2) materials;

3) means of production;

4) technological processes;

5) human factor (personality development);

6) social sphere (changing the behavior of employees of the organization);

7) organizational development of the organization.

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

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

2) to form an innovation planning system at the enterprise;

3) justify the effectiveness of the innovation program.

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

1. Planning of innovative activity at the enterprise

1.1 Forecasting innovation and its role in the activities of the organization

Conversely, the absence of such a program is accompanied by fluctuations and deviations in the development of the organization in the right direction. Ill-considered and inconsistent actions are fraught with serious negative consequences. First of all, the organization's resources are used inefficiently. Organizational resources (and they are always limited) are often directed to the wrong place and the wrong place. As a result, measures to solve urgent problems are not carried out and the needs of consumers are not satisfied. All this negatively affects the state of affairs, reduces efficiency, creates social tension in the organization. The possibility of all kinds of conflicts is increasing, staff turnover is increasing, etc. These processes also negatively affect the activities of the entire organization.

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

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

Plan is the setting of a well-defined goal and the prediction of specific, detailed events in the organization under study and its external environment. It fixes the ways and means of development in accordance with the tasks set, justifies the adopted management decisions. Its main distinguishing feature is the certainty and directiveness of tasks. Thus, in terms of foresight, it receives the greatest concreteness and certainty.

STP, as a rule, is contained within the framework of mass, highly specialized production and gains great prospects in the production of small-scale highly specialized quick-change products.

The Essence of Innovation Planning

Perspective orientation and early recognition of developmental problems. Plans are always oriented to the future and must be based on reasonable forecasts of the development of the situation.

The plan outlines what is desired in the future state of the facility and provides for specific measures aimed at supporting favorable trends or curbing negative ones.

Coordination of activities of all participants of innovations.

software and budget. The administrative form of coordination is expressed in the directive approval of planning documents that are mandatory for all participants in the innovation processes.

Creation of an objective base for effective control.

The stability of the planning system makes it possible to ensure effective updating of information due to timely control and adjustment of planned targets.

Coursework: Planning of innovative activity at the enterprise. Organizational innovation planning Basic approaches to innovation planning

1. Planning of innovative activity at the enterprise

1.1 Forecasting innovation and its role in the activities of the organization

1.2 The essence of innovation planning

1.3 Intra-company innovation planning system

1.4 Rationale for investment in innovation programs

2. Calculation of technical and economic indicators of the enterprise

2.1 Justification of the production plan

2.1.1 Based on the initial data on the market demand for products, we compile table 2.1 of the settlement part according to the option

2.1.2 We fill in table 2.2 based on the initial data on the technical and economic indicators of products

2.1.3 We calculate specific indicators, the values ​​of which are summarized in table 2.3

2.1.4 Determine the amount of installed equipment

2.1.5 Calculate the amount of equipment (N) corresponding to the market demand

2.1.6 In order to make the most reasonable decision on the volume and range of products, we calculate the average load factor of equipment in the machine shop of the enterprise

2.1.6.1 Calculate the program of the machine shop in the given units

2.1.6.2 Determine the average load factor of equipment in the machine shop

2.1.7 Justification of the planned volume of production in physical terms

2.3.2 Calculate direct material costs and processing costs

2.3.3 Determine the structure of the cost of commercial products

2.4 Calculation of technical and economic indicators of the enterprise

2.4.1 Calculate the technical and economic indicators of the enterprise according to the draft plan for the year

3. Improving the methodology of innovative development of the enterprise

Conclusion

Attachment 1

Annex 2

Appendix 3

Appendix 4

Appendix 5

Appendix 6

Appendix 7

Appendix 8

Introduction

1. Planning of innovative activity at the enterprise

1.1 Forecasting innovation and its role in the activities of the organization

2.1.3 We calculate specific indicators, the values of which are summarized in table 2.3