Workshop on the course “Innovation management. Practical work Case study on innovation management with practice

CURRENT CONTROL

Current control in the discipline "Innovation Management" includes:

1. Fulfillment of a written assignment (abstract);

2. Interactive activity (case solution);

1. Completion of a written assignment (abstract)

After studying the discipline "Innovation Management", students perform a written task − essay .

The abstract must be formatted as follows:

- title page with the title of the topic, the author's surname and initials, indicating the number of the group and course;

- citations in the text must be confirmed by footnotes in the list of references, which contains at least ten titles;

− applications, diagrams, drawings, charts, list of references are placed at the end of the abstract;

- text in computer typing should be done on a page of A4 format, 14 size, single spaced, 10-15 pages long.

The topic number for the abstract is determined by the table:

First letter student's last name	Abstract topic number

EXAMPLE TOPICS OF SUMMARY

1. Innovation as an object of innovation management.

2. Innovation in market economy. Evolution of views on innovation management.

3. The role of innovation in ensuring the competitiveness of modern organizations.

4. Innovation sphere and its elements.

5. State policy of regulation and support of innovation activity.

6. External and internal environment of innovation.

7. Scientific and technical potential as a resource factor of innovative activity.

8. Motivation for innovation.

9. Infrastructure of innovative activity of the organization.

10. Innovation process and features of its development in a market economy.

11. Innovation policy of the organization.

12. Organizational structures of innovative organizations.

13. Strategic management innovation.

14. Principles of pricing for innovative products.

15. Development of an innovative project.

16. Management of the implementation of an innovative project.

17. Risk management of an innovative (investment) project.

18. Risks in innovation management: mathematical risk assessment.

19. Organization of financing of innovative projects.

20. Methods of managing innovation costs.

21. Competitiveness as a factor in assessing the effectiveness of innovations.

22. Evaluation of the effectiveness of innovative projects.

23. Personnel management of an innovative organization.

24. Examination of innovative projects.

25. Engineering and reengineering of innovative activity.

26. Marger as innovative approach activities of modern organizations.

27. Benchmarking in the management of innovative activities of organizations.

28. Experience of innovative activity of Russian enterprises.

2. Interactive activity (case solution)

The case contains a situation requiring a solution based on the use theoretical aspects and provisions of innovation management.

When solving a case situation, students should:

1) analyze the proposed situation, highlight the significant points that affect its decision and evaluate them;

2) using case materials, highlight the innovation management technologies necessary to solve the situation;

3) formulate and propose possible solutions situations, choose the best of them.

A written solution to a case situation should consist of answers to questions about the case.

Work requirements: volume of work 3-5 pages, Font Times New Roman, 14, single spacing. Evaluation criteria: the use of case materials, the consistency of the presentation of the material, the independence of work.

INTERACTIVE LEARNING MATERIALS

Case: “Future Merchants »

The presence of its own Silicon Valley (Silicon Valley) is now becoming a matter of prestige for any state seeking to get into the category of technologically advanced countries. Silicon Valley is a fictional name for a part of Santa Clara County in Central California, 30 kilometers south of San Francisco. There are more than 4 thousand computer firms with half a million employees, a third of the US rocket and aircraft products are produced, as well as a fifth of the semiconductors and a sixth of the world's computers.

But the main attraction of Silicon Valley is more likely to be attributed to the field of the virtual rather than the real economy. We are talking about the phenomenon of venture business - a specific type of financing for highly profitable risky projects. Over the years of its existence, Silicon Valley has become an example of the successful development of venture capital. Most of the local businesses are small and medium-sized firms funded by venture capital firms. The investments of the latter in the computer business in the 70s were considered by many to be eccentric. But in the 80s and 90s, investments in new computer and Information Technology in terms of profitability and payback period, they overtook real estate and stock speculation.

Venture financing has paradoxically become one of the engines of the American economy, although the volume of capital investments of the venture capital business in the same Silicon Valley does not exceed 12 billion dollars a year. Relatively small enterprises, developing new ideas and creating new technologies, pull giants along with them, promptly providing them with advanced developments in various fields. "Venture psychology", the expectation of fabulous returns from relatively small investments, has left a strong imprint on modern American society. The massive development of the stock market has effectively turned much of the US economy into a giant venture capital enterprise.

Half a century ago, nothing foreshadowed the coming flowering of the "venture civilization" of California. A few decades later, the valley became famous thanks to a microprocessor made on the basis of silicon crystals. Although silicon is the main element of the earth's crust, easily available everywhere, this is where it became a symbol of success. In December 1947, an event occurred in the valley that determined it further development. AT&T Bell Laboratories pioneered the use of a silicon semiconductor to amplify electrical current. This invention made it possible to replace the vacuum "tubes" used in the first computers, created in 1946 on the East Coast, with small and relatively cheap integrated circuits.

One of the most prestigious private universities in the US, Stanford, located in a valley near the city of Palo Alto, played a fundamental role in the future boom. The honorary title of the father of Silicon Valley belongs to the eminent electrical engineer from Stanford, Professor Frederick Terman. In the 1930s, he taught a course in radio electronics here and encouraged his students to either work in local companies or found own business rather than leaving for the East Coast. The innovations of Stanford University became the basis for the future specialization of the valley.

In the 20th century, the key to economic success was, first of all, superiority in the field of scientific and technical developments. At the same time, the development of the social security and insurance system led to the fact that a lot of free capital appeared on the market, which industry could no longer use profitably. The stock market, which attracts most of these funds, is subject to periodic crises, so pension funds and Insurance companies cautious about investing in securities. At the same time, there is always a shortage of investment in the latest developments in the field of computer technology, communications and medicine. It was here that American venture capital companies appeared, acting as intermediaries and using money from pension and insurance funds, as well as banks to finance developments in these areas. Venture firms, thus, relieve the funds of responsibility for possible losses and share it with those companies in which they invest the funds raised. It took more than a dozen years to create this scheme and make it work profitably.

In 1950, Industrial Park was founded at Stanford University, later renamed Research Park. Industrialists flocked to the valley for qualified personnel. During the 1950s, electrical companies such as General Electric, Sylvania, Westinghouse Electric, and Ford Philco located their factories in Palo Alto and neighboring towns. And in San Jose, the largest city in the valley, IBM has created a major research center. Small companies followed the giants in Santa Clara County. In a matter of years, a prototype of modern technoparks arose here. A few square kilometers arose new form links between science and production.

By the early 1970s, there were 15 semiconductor firms in the valley. Critical mass was reached, which marked the beginning of the computer revolution. In 1974, the miniaturization of semiconductor boards led to the creation at Intel of the 4004 microprocessor, capable of performing millions of operations per second. Since then, the amount of information processed by processors has doubled every 2 years, and computers began to penetrate into everyday life, especially after Apple (its production then occupied one garage) assembled the world's first personal computer in 1976. At the same time, Microelectronics News editor Don Hoefler called Silicon Valley for the first time.

At this stage, the problem of financing arose in all its acuteness. If the first technical firms existed thanks to military orders, then when the number of companies went into the hundreds, there was not enough state money for everyone. It was difficult to survive on private orders alone. The rector of Stanford University tried to solve the financial problems of companies by renting out plots of land in the technopark to them for 99 years at preferential rates. Nevertheless, companies were forced to attract borrowed capital. First, the state budget was replaced by the banking capital of the US East Coast. However, banks were not ready to take on risky operations on a large scale, and they were soon replaced by capital that was willing to take risks - venture capital investment companies. The Californian formula for success was derived: intellectual capital plus venture capital.

One-fifth of US venture capital firms are located in California, mostly in San Francisco. Unlike banks, which lend funds under certain conditions to start a business, venture capital companies do things differently. From an emerging or already operating company, which is not yet represented on the stock exchange, a block of shares is bought - 50% or more. Its follow-up activities are financed in the same way. According to a study conducted by one of the American corporations, on average, each venture company finances 7 projects per year.

The mechanism for obtaining money is quite simple: you need to go to a venture capitalist and convince him of the high profitability of the proposed project. Each venture capital firm receives 200-300 offers a month from people who promise, as a rule, a 10- to 50-fold increase in capitalization in two or three years after the company's inception. But not every more or less interesting project or new company can count on injections. Of the roughly 1,000 firms that have applied for investments in venture capital companies and sent in their business plans, only seven receive the necessary funds in exchange for shares.

However, before taking such a step, venture companies carefully consider investment proposals, paying attention, first of all, to the profile of the company, its management, the prospects and payback of the proposed projects. Moreover, usually new companies have the main problems with management, which in the eyes of a potential investor looks inexperienced. That is why venture companies often include their managers in the management of clients, who not only monitor the activities of the wards, but also participate in making all key decisions, appoint or remove people from leadership positions. At the same time, the promotion of the new company in the media is underway, designed to convince potential investors buy her shares. After a certain period (specified by the parties when concluding the transaction), usually after two to four years, venture companies, along with high profits, can get their money back by selling their stake when the client company's securities begin to be quoted on the stock exchange.

The steady influx of venture capital and the computer boom of the early 1990s has created more than 200,000 jobs in Silicon Valley over the past eight years. The annual volume of funds invested by American venture capital companies in new technologies is constantly growing. Not the last role in this is played by US legislation, which removes part of the tax burden from newly formed companies, thereby stimulating the inflow of free capital into them. With venture financing of valley projects, 20 - 30% of new enterprises give an actual income of 200 - 300%, 10 - 20% go bankrupt, the rest have a rate of return of 40%. Nowhere in the world have so many people become millionaires in such a short time. And this attracts more and more money to the valley.

Questions for the case:

1. Analyze the situation below and highlight the main forms of innovative entrepreneurship.

2. Highlight the key success factors for innovation strategies.

3. Open the mechanism of influence of small innovative enterprises on the development of equipment and technology.

4. What forms of innovative project financing have had a decisive impact on the success of Silicon Valley enterprises?

5. What infrastructure conditions contributed to this success? Justify answers.

Guidelines for the workshop on the course "Innovation Management" are part of the educational and methodological complex of the department in the disciplines studied for students of economic specialties of daytime, evening and correspondence forms of study.

The paper presents the main questions for discussion at seminars, multivariate tasks and practical situations on the topics of the course for solving in the classroom and methodological developments for them.

Methodical instructions can be used for conducting seminars and practical classes on the named training course.

Topic: INNOVATIONS AS AN OBJECT

INNOVATIVE MANAGEMENT

Seminar Plan

• (questions for maintenance)
• 1. Innovations and innovations, concepts and essence.
• 2. Expand the content of the concept of "Innovation management". Give examples.
• 3. List the main functions of an innovation manager.
• 4. What types of innovations do you know?
• 5. Why and how often is it necessary to conduct innovative activities in organizations (in firms)?
• 6. Which R&D firms (small, large,

medium) play a significant role in the development of scientific and technical progress and why?

• 7. Name and define the basic concepts of innovation management.
• 8. Market of innovations and forms of participation in it.
• 9. Investment market and forms of participation in it. Give them a description.
• 10. The market of pure competition and its features.
• 11. What types of research and development work do you know. Give them a description.
• 12. Give the characteristic of concept "Innovation process" and the main subjects participating in it.

Topic: ORGANIZATIONAL STRUCTURES

INNOVATIVE MANAGEMENT

Seminar Plan

• (Issues for discussion)
• 1. What subdivisions (functions) should the infrastructure of innovative enterprises provide for?
• 2. Describe the sectors of science included in the classification of scientific organizations.
• 3. What is the role of small firms in the innovation process?
• 4. Describe venture firms, explorer firms, violets, patients, commuters and determine the scope of their activities in the innovation process.
• 5. What are technoparks. technopoles, incubators in innovation?
• 6. What is the importance of FIGs in the modern Russian economy?
• 7. The procedure for the formation of FIGs.
• 8. Stages of formation of FIGs and their content.
• 9. The process of designing the technological chain of FIGs and the resulting documents by stages.
• 10. What financial indicators are used to analyze the activities of participants in the technological chain of FIGs?
• 11. How is the effectiveness of teams in the technological chain evaluated?

TASK #1

The process of functioning of the FIG (financial and industrial group) consists in the implementation N processes, each managed by a separate team.

The cost of each i-th team constitute Zki conventional monetary units. The net profit of the i-th team is Pki c.u. FIG costs ( Zfpg) more net profit (Pfpg) by 12.84 times.

Carry out ranking of teams by the value of the coefficient of corporate efficiency (Ккi). Draw conclusions about the contribution of teams to the success of FIGs (calculation is carried out up to the 4th decimal place).

The initial data on the options are presented in Table 1-I.

Record the results of the calculations in Table I.

Table I

Ranking of FPG teams

Table 1-I

Initial data for task No. 1

N o m e r o m a n d

varta indicators

Conditional figures

TOPIC: INNOVATIVE PROJECT

Seminar Plan

• (Issues for discussion)
• 1. The concept of "Innovation project", its content.
• 2. Life cycle innovation and its components.
• 3. Types of investment at different stages of an innovation project.
• 4. Stages of creation and implementation of innovative projects.
• 5. Registration of an innovative project (the order and content of the documents included in it).
• 6. Cost structure for research and development.
• 7. Describe the main points and features of innovation project management.

TOPIC: MANAGEMENT OF CREATION AND DEVELOPMENT

NEW TECHNOLOGY

Seminar plan.

• (Issues for discussion)
• 1. Describe the stages of the product life cycle.
• 2. What tasks does the FSA solve?
• 3. Describe the process of preparing the production of new equipment.
• 4. Expand the content of the design preparation of production.
• 5. Expand the content of the technological preparation of production.
• 6. What tasks does the manager solve in the process of managing the creation and development of new technology?
• 7. How is the complexity of design work and the number of employed workers determined?
• 8. By what indicators is the variant of the technological process of manufacturing the product selected?

TASK #2

Determine how many tooling designers (devices, dies, special tools) need to be involved in the implementation of an innovative project in order to complete it within A months design of special equipment for the manufacture of a test facility with N units of original parts.

Equipment factor (relative to N):

• - according to fixtures - cpr,
• - by stamps - Ksh,
• - by instrument - Kin.

Average complexity of design, hour:

• - fixtures - tpr,
• - stamp - tsh,
• - tool - tin.

Volume additional work, executed by constructors is equal to

T standard hours. Standards are exceeded on average by p%. The number of working days in a month is 22. The duration of a working day is 8 hours.

The initial data on the options are presented in table 2 - And

Table 2 - I Initial data for task No. 2

Conditional figures

TASK #3

Choose the most efficient way of manufacturing parts for electrovacuum devices for an innovative project. It is expected to manufacture parts of this type within T years. Three ways of processing parts are possible in the project: I, II, Ш, providing the release of a given volume N thousand pieces/year with the number of work shifts, S cm.

I method - processing on universal machines in quantity C1 units, cost C 1 thousand roubles. each;

II method - processing on modular machines in the amount C2 units equipped with special multi-spindle nozzles. The cost of each machine C2 thousand roubles.;

Sh method - processing on machine tools - automatic machines in the amount C3 units, cost C3 thousand roubles. each.

The cost of special units and tooling (included in the cost of C equipment), depreciated in full for 3 years, is according to the processing methods A% of the cost of the product. Equipment depreciation rate On the%. The cost of repair and maintenance of equipment is p% of its cost.

Average basic wage of the main production workers Zosn. thousand roubles. / month Additional salary cd%, deductions for social, medical insurance and pension fund

kst= 39%. The costs for electricity, fuel and tools, workshop costs are assumed to be the same for all processing methods.

Determine the critical program Nkr and the range of effective application of technological process options.

The initial data are presented in table 3 - And

Table 3- I

Initial data for task No. 3

Options

Indicators

The choice of the most efficient variant of the technological process is carried out in this situation according to the value of the technological cost

(St). The most effective is such a variant of the technological process, in which the technological cost has a minimum value (St min).

To complete the task, the following basic formulas are used.

St = Sv year + Sc, (1)

where Sv year - annual variable costs in the cost of products;

Sc - annual fixed costs in the cost of products.

Sc \u003d Deputy + Zro + Z shop, (2)

where Zam - the cost of depreciation of equipment;

Zro - the cost of repair and maintenance of equipment;

Zseh - shop expenses.

Sv year = Zosn + Zdop + Zotch + Zmat + Zte, (3)

where Zosn, Zdop, Zotch - respectively, the basic wages of workers, additional wages and deductions;

Zmat - the cost of basic materials;

Zte - the cost of process energy and process fuel.

The critical program Ncr is determined from the condition of equality of technological costs for each two compared (in turn) processing options.

St 1 \u003d St 2; St 1 \u003d St 3; St 2 \u003d St 3,

Sv u 1 N + Sc 1 = Sv u 1 N + Sc 2 , (4)

where Sv ed 1 , Sv ed 2 - variable costs per unit of production for the first and second options of the process, respectively.

Sv unit 1 - Sv unit 2

EVALUATION OF THE EFFICIENCY OF INNOVATIVE

TASK #4

The initial amount of investment in an innovative project TO million rubles Annual cash inflow during T years is PNi million rubles interest rate E % per annum.

Determine if the proposed project is profitable.

The initial data for the problem are presented in Table. 4 - I.

Table 4 - I

Initial data for task No. 4

A conclusion about the profitability of the project can be given if the net present value, NPV (net present value for the years of implementation) is greater than the amount of initial investment, K. Otherwise, the project is not profitable.

To determine the net present value received over T years of project implementation (NPV), it is necessary to calculate the discount factor tpi for the years of the project.

tpi \u003d 1 / (1 + E) t. * (6)

The net present value for the years of project implementation is determined by the formula

NPV = ПНi tpi mln. rub. (7)

TASK#5

The amount of payments of investments in an innovative project at an interest rate E% per annum through T years will be TO billion rubles Annual cash flow PNi million rubles

Define:

• 1. Net present value received over T years of implementation of an innovative project, NPV.
• 2. The amount of investment loan at the beginning of the project, Book.

The initial data for the task are presented in table 5 - I.

Table 5 - I Initial data for task No. 5

Since compound interest was accrued on the initial amount of investment at a rate of E per annum during a given period, the amount of investment loan at the beginning of the period will be

Kn \u003d K T ​​\u003d K (1 + E) T * billion. rub. (eight)

* The value of E in the formula is in fractions of a unit.

For the definition of NPV, see formulas 6, 7.

COURSE WORK

The proposed guidelines are designed to assist students in completing coursework included in curriculum course "Innovation Management". As a result of the work, each student in a specific practical situation learns to make informed decisions to increase the investment attractiveness of innovative projects.

PURPOSE OF THE WORK

The course work "Innovation Management" provides for the following goals:

• 1. Consolidation of the knowledge gained by students in lectures and practical classes on the course “Innovation Management”.
• 2. Development of skills for working with specialized literature on the chosen topic of the theoretical part of the work.
• 3. Acquisition of skills by students when performing independent assessment calculations economic efficiency specific innovation project.
• 4. Development of the ability to analyze the obtained economic data and draw reasonable organizational conclusions for making decisions to improve the efficiency of innovative projects.
• 5. Preparation of students for graduation design.

STRUCTURE AND CONTENT OF COURSE WORK

The work consists of two parts.

I. Theoretical or abstract part.

II. Practical or calculated part.

I. Theoretical part is performed in the form of an abstract on a selected topic from the list of proposed topics.

The abstract must contain:

• - title of the topic;
• - table of contents in accordance with the structure of the content of the text and the numbers of the designated paragraphs;
• - the text of the abstract;
• - conclusions and conclusions on the abstract.

The volume of the abstract part of the work is 10-12 pages, printed in 14 size with a single spacing.

Note: If a student proposes a self-formulated topic that is not indicated in the proposed list, it is agreed with the supervisor of the course work.

LIST OF SUGGESTED SUMMARY TOPICS

• 1. Crisis management innovative enterprise.
• 2. The role of scientific and technological progress (STP) in the intensification of social production.
• 3. Features of the current stage of scientific and technological progress.
• 4. Features of the development of scientific and technological progress in a market economy.
• 5. The role of the engineering industry in accelerating scientific and technological progress.
• 6. The role of science in accelerating scientific and technological progress.
• 7. Characteristics of the innovation process and the main ways to reduce its duration.
• 8. Methods of organizing the innovation process.
• 9. Sources of financing for innovative projects.
• 10. Features of labor rationing in R&D.
• 11. Organization of work and wage research and

developers.

• 12. Organization of planning and management of research and development work / R&D /.
• 13. Features of pricing for scientific and technical products,
• 14. The main criteria for the selection of scientific and technical projects at the stage of forming a portfolio of projects.
• 15. The main stages of creation and implementation of an innovative project.
• 16. Motivation of the work of researchers and developers.
• 17. Organization of patent and licensing activities in scientific and technical associations /NTO/.
• 18. Organizational structures of innovation management.
• 19. Evaluation of the effectiveness of innovative projects.
• 20. Uncertainties and risks in the implementation of innovative projects.
• 21. Characteristics and features of organizational structures for managing innovative enterprises.
• 22. Features of matrix management structures in the implementation of innovations in production.
• 23. Organization of venture business.
• 24. The mechanism of creation and operation of the firm's risk.
• 25. The role of incubation programs and scientific and industrial parks in the development of innovative business.
• 26. State policy to stimulate innovation.
• 27. Ways to accelerate the introduction of progressive technology in the leading branches of industry.
• 28. The market of innovations and features of its formation.
• 29. Functional cost analysis in the implementation of new technology.
• 30. Financial and industrial groups /FIGs/, their importance and

functioning in the modern economy.

• 31. Directions for choosing innovative strategies.
• 32. Features personnel planning in scientific organizations.
• 33. Preparation of production of new equipment.
• 34. Analysis of demand for new products.
• 35. Conducting an examination of innovative projects in Russia.
• 36. Methods for assessing the scientific novelty of research projects.
• 37. Main directions and principles for evaluating the effectiveness of innovative projects.
• 38. System of indicators for evaluation and selection of projects for implementation.
• 39. Analysis of the costs of innovation.
• 40. Index method in the analysis of the effectiveness of innovation.
• 41. Structure and organization of FIGs and their effectiveness.
• 42. Innovation project management,
• 43. Features of financing innovative projects.
• 44. Features of the management of innovative entrepreneurship.
• 45. Socio-psychological aspects of innovation management.
• 46. ​​Marketing in the innovation sphere.
• 47. Intra-company innovation planning.
• 48. Management of innovation costs.

II. Practical part is called “Assessment of economic

effectiveness of the innovation project”. The student is provided with a practical situation for the implementation of an innovative project and a personal version of the initial data necessary to complete the task by the head of the course work.

To evaluate the effectiveness of the proposed innovative project

necessary:

• 1. Calculate the profit from the project and cash flow.
• 2. Determine the economic effect (net present value) from the implementation of the project.
• 3. Calculate the discounted profit.
• 4. Calculate the payback period of investments.
• 5. Determine the expected value of the internal rate of return.
• 6. Determine the profitability index of the project.
• 7. Evaluate the economic efficiency of investments in

innovative project.

8. Determine ways to improve the efficiency of the evaluated innovation project.

DESIGN AND DEFENSE OF COURSE WORK

Coursework must contain:

• - title page (see Appendix 1);
• - a detailed table of contents indicating each paragraph on the abstract part and page number;
• - the theoretical part, reflecting the state of the issue considered in the literature;
• - practical part, which should include:
  • a) the text of the practical situation, the assignment received;
  • b) initial data for a given option;
  • c) Basic calculations for the task in accordance with the established data guidelines order of course work;
  • d) a list of used literature, compiled in alphabetical order. For each literary source, the following must be indicated: the author (s), the full title of the publication, the city, the publisher, the year of publication.

The text of the term paper must be printed (or written) on paper format A4. fields should be: right, left, top and bottom - 20mm each. Interval between lines - single, which approximately corresponds to 1.5 intervals in typewritten text. Used for printing font Times New Roman Cyr, size (size) 14 points.

Volume handwritten text should be calculated based on the fact that 40 lines fit on a printed page, and 70 characters per line.

The paragraph indent should be five spaces.

The pages of the work should be numbered from the page (usually page 3) on which the text begins. The title page and the table of contents (at the beginning of the work) are not numbered.

tables presented in both the first and second parts of the work should be numbered. Row numbering of tables in this work main in accordance with two parts (chapters) of the work. Above the table in the upper left corner they write in full: Table 1.2 and on the next line - the name of the table; on the following pages - Continuation of the table. 1.2. Each table must be referenced in the text. Replacement quotation marks(when iterating over lines) digits, % signs, № and designations not allowed. Gaps in the columns of tables (for lack of data), as a rule, are not left empty, but filled with a dash.

The work must be signed by the student

The course work completed by the student is presented for defense in set time. Protection is issued by offset with an appropriate assessment.

for course work

(practical situation)

In order to maintain the competitiveness of the firm (company) in the market of television and radio products, an innovative project is proposed to create and implement new production processes for programs that will significantly improve the quality and increase the capabilities of produced programs and commercials.

To conduct research and design a new process for creating programs in the 1st and 2nd years of an innovative project, A thousand rubles are required. with a uniform distribution over the years.

To meet the demand of the TV and radio market, N sets of TV equipment with a service life of 4 years are required. Annual output of a set of P hours of finished material. The price of 1 hour of footage is on average S rubles.

Programs are planned to be released until the complete physical and obsolescence of the equipment. At the same time, new equipment will be delivered to the studio according to a predetermined plan for years.

The cost of purchasing equipment will amount to K thousand rubles. for one set with an advance payment of 50% in the 3rd and 4th years of the innovation project.

For the installation and development of equipment, specific capital investments are required Kud. thousand roubles. for 1 set of purchased equipment. It is planned to invest these funds evenly over the years, i.е. 50% each during the 3rd and 4th years of the project.

When organizing the release of new programs on new equipment, it is necessary to reconstruct the studios. This requires additional capital investments in the amount of Kdop. thousand roubles. for one set of equipment with equal distribution of costs by 50% during the 3rd and 4th years of the project.

It is proposed to eliminate the old sets of equipment in the 3rd year in the amount of L thousand rubles. for 1 new set of equipment.

The current costs of producing programs (excluding the cost of purchasing equipment) will be Ztek. thousand roubles. for 1 million rubles sold TV and video products annually.

The interest rate on expenses and incomes (E) is taken at the level of 10%. Discounting of expenses and incomes is carried out by the method of initial financial condition.

Evaluate the effectiveness of the proposed innovative project by completing the following tasks (No. 1,2,3,4,5).

The initial data on the options are presented in table. A and tab. V.

Initial data for the course work

Table A

				Deliveries of TV equipment by project year

Table B

Conditional figures

Each student receives his own version, consisting of two numbers: numbers from table A and numbers from table B, chosen arbitrarily by the teacher.

The order of the course work

Task number 1

Using the conditions of a practical situation, calculate the costs and results for the years of the innovation project. To do this, it is necessary to determine by the years of the project:

• a) the number of operating sets of equipment, pieces;
• b) the number of produced video materials of programs, hour;
• c) the volume of sales of software products, million rubles;
• d) current costs of program production, million rubles;
• e) one-time costs for the process of creating programs, million rubles.

The calculation results are summarized in Table 1.

Table 1

Calculation of the results and costs of an innovative project

To complete the task, you must use the following formulas:

Ni = N1 + N2 + ...... + Nt, (9)

where i - accounting year;

t is the number of years of project implementation;

N1, N2,..... Nt - quantity of equipment, pcs.

ni = Ni P , (10)

where P is the productivity of one set of equipment, hours of finished material.

where S is the price of one hour of footage.

КВi = Аi + К N к1/100 + КВоб + КВprogr - L, (12)

where Аi - research costs in the i-th year;

K - capital investments in equipment;

K about - one-time costs for installation and debugging of equipment;

Kprogr - one-time costs for setting up programs.

k1 is the percentage of capital investments used in the i-th year.

KVob \u003d N Kudk2 / 100, (13)

KVprog = N Kdopk3/100, (14)

where k2, k3 - the percentage of use of the corresponding capital investments in the i-th year (see the condition of the problem).

TIi = Vi Zitek, (15)

Зi = КВi + ТИi. (sixteen)

Task number 2

Using the data and results of task No. 1, determine by project year:

• a) profit from the sale of TV and radio programs Pi, million rubles;
• b) Cash flow ПНi, million rubles;
• c) discount factors tpi ;
• d) discounted profit Ei;
• e) discounted cash flow Ef (net present value, NPV), million rubles.

Present the calculation results in Table 2.

table 2

Discounted cash flow

To complete this task, you must use the following formulas:

Pi = Vi - TIi, (17)

ПНi = Vi - КВi - ТIi, (18)

tpi = 1/ (1+ E) tp , (19)

where E is the rate on income and expenses (in fractions of a unit);

tp is the number of the calculation step for the years of the project, where the 1st planned year of the project is considered zero, and the 2nd planned year is the first step, etc.

Ei = Pi tpi , (20)

Efi \u003d ПНi tpi. (21)

Task number 3

Using the data and results of tasks No. 1 and No. 2, determine by project year:

• a) the payback period for investments in an innovative project after receiving the first revenue Tok and from the start of the project T n ok;
• b) index of profitability of the ID project.

The payback period (term) of investments in the project is calculated:

1a) - based on the average profit over the years of product sales, T 1 ok,

T 1 ok \u003d KVi / Psr, years, (22)

where T 1 ok - payback period after receiving the first proceeds from the project;

Psr - average annual profit.

Psr \u003d Pi / Nvyr, million rubles, (23)

where Nvyr is the number of years of receipt of proceeds from the sale of products.

Then Т 1н ok = Нн + Т 1 ok, years, (24)

where Hn is the number of years from the start of the project to the receipt of the first revenue.

1b) - based on the average profit over the years of product sales, taking into account discounting, T 2 ok,

T 2 ok \u003d KVi / Esr, years, (25)

where T 2 ok - the payback period after receiving the first proceeds from the project, taking into account discounting;

Esr - the average annual profit, taking into account discounting.

Esr \u003d Pi tpi / Nvyr \u003d Ei / N vyr. , million rubles (26) 1 1

Then T 2n ok = Hn + T 2 ok, years. (27)

The IP project profitability index is determined by the formula:

ID \u003d Efi / KVi. (28)

The rule for making decisions about the economic attractiveness of the project is the condition that if ID is 1, then the project is considered economically profitable, if ID is 1, the project should be rejected or a decision should be made to increase its economic efficiency.

Task number 4

Using the data and results of tasks No. 1, 2, 3, determine the expected value of the internal rate of return (internal rate of return of the project), IRR.

IRR is the discount rate at which the economic effect is equal to the value of the reduced capital investment. The IRR of an innovative project is determined by selecting such a value of the discount factor at which the total discounted economic effect zero, i.e., the solution of the following equation.

Eff = Efi =PNi tpi = 0, (29)

where tpi is the discount factor at the chosen interest rate on income and expenses, Ev.

When solving the equation, the iteration method is used, which involves the following steps.

• 1. Any interest rate E 1 in is chosen, which differs from the rate E (10%) included in the calculation and the expected economic effect E 1 f is determined.
• 2. The interest rate E 2 in is chosen, for which the following cases are provided:
  • a) if at E 1 in it turned out E 1 f0, then E 2 in E 1 in;
  • b) if at E 1 in it turned out E 1 f0, then E 2 in E 1 in;
  • c) E 2 f is determined and, if the value of E 2 f has a positive value, then actions a), b), c) are repeated m times until E m f is close to zero.
• 3. The internal rate of return is determined by the formula:

E 1 f (E m in - E 1 in)

GNI \u003d E 1 in -%,

E m f -E 1 f

where E 1 f and E m f - the total expected economic effect at the interest rate E 1 in and E m in respectively.

Table 3 is used to determine E 1 in and E m in.

The project is considered economically viable if the IRR exceeds the minimum level of profitability established for this project. This indicator determines the maximum allowable rate loan interest, at which the crediting of the project is carried out without loss.

Table 3

Definition of the internal rate of return

Task number 5

Using the results of tasks No. 1, 2, 3, 4, compile an effective table of project performance indicators (table No. 4). Evaluate and give an opinion on the economic efficiency of invested funds in an innovative project. If necessary, identify ways to improve the efficiency of the project.

Table 4

Evaluation of the effectiveness of invested funds

to an innovative project.

	The name of indicators
	The total one-time cost of the project for the entire period. General current costs for the production of programs. Total revenue from the implementation of ready-made programs. Profit from the implementation of television and radio programs for the entire period of the project. Discounted profit (at an interest rate on income and expenses of 10%) for the entire period of its receipt. Payback period of investments. Economic benefit from project implementation, NPV (at E = 10%). Internal rate of return of the project. Project Profitability Index.		years million rubles

Annex 1

MINISTRY OF EDUCATION OF THE RUSSIAN FEDERATION

Moscow State Institute of Electronics and Mathematics

(Technical University)

Department of Management and

marketing"

COURSE WORK

in the discipline "Innovation management"

Evaluation _____________ Theme of the theoretical part No. _____

Signature Variant of Practice Guide ____________ Part No. _________________

Date__ ___ Student _____________

Group _______________

Supervisor _________________

Moscow 200... g.

Questions for the exam on the course "Innovation Management"

• 1. Tasks, content and structure of innovation management.
• 2. The content of the concepts "innovation", "innovation", "innovation lag".
• 3. Diffusion of innovations.
• 4. Innovation process and its structure.
• 5. Subjects of the innovation process.
• 6. Research and scientific and technical activities.
• 7. Research strategies.
• 8. Classification of innovations and innovation processes.
• 9. The market of innovations and forms of participation in it.
• 10. Types of research work.
• 11. The market of pure competition.
• 12. Factors of capital market development.
• 13. Innovation process and its structure.
• 14. Classification of scientific organizations.
• 15. Small firms in innovation management.
• 16. Venture firms and their area of ​​activity.
• 17. Firms eksplerenty and area of ​​their activity.
• 18. Patient firms and their area of ​​activity.
• 19. Violenta firms and their area of ​​activity.
• 20. Commutant firms and the scope of their activities.
• 21. Formation and activities of FIGs.
• 22. The process of designing a technological chain.
• 23. Evaluation of the corporate efficiency of the FIG teams.
• 24. Research project, its types and structure.
• 25. Criteria for selection of innovations.
• 26. Innovative project, stages of its creation and implementation.
• 27. Main forms and sources of investment in an innovative project.
• 28. Registration of innovative projects.
• 29. Methods for determining the costs of research work.
• 30. Cost estimate for the implementation of an innovative project.
• 31. Innovation project management.
• 32. Phases and stages of the process of creating and mastering new technology.
• 33. Research and development work. Stages and content.
• 34. Contents of the CAT.
• 35. The main tasks and content of the CCI.
• 36. Technical and economic analysis and selection of technological processes.
• 37. Content of the GPP.
• 38. FSA when creating an innovative project.
• 39. Methods of examination of innovative projects, their advantages and disadvantages.
• 40. Organization and principles of IP examinations.
• 41. Levels comparative analysis in project appraisals.
• 42. Comparability of projects in the selection.
• 43. Principles for comparing project options.
• 44. Project selection mechanism based on the present value method.
• 45. Methods for choosing an innovative project.
• 46. Investment attractiveness project.
• 47. The method of selection according to the performance indicators of an innovative project.
• 48. Project selection method using a list of criteria.
• 50. Point method for selecting projects.
• 51. Accounting for risk factors and uncertainty in the selection of projects.
• 52. Investment attractiveness of the project.
• 53. Estimating the cost of innovation.
• 54. Cost-effectiveness of the use of innovations.

TESTS FOR THE COURSE “INNOVATIVE MANAGEMENT”

(for self-test)

• 1. What is “innovation lag”?
• 1. The process of commercialization of innovation.
• 2. The totality of new progressive knowledge and skills.
• 3. The period of time between the appearance of an innovation and its implementation into an innovation.
• 4. Part of the intellectual property.
• 2 . What innovations implement major inventions of new generations of technology?
• 1. Rationalizing. 2. Innovative. 3. Improving. 4. Basic.
• 3. Which R&D strategy predominantly uses licensing?
• 1. Offensive. 2. Absorbent. 3. Intermediate. 4. Protective.
• 4. Which firms are radically transforming old market segments?
• 1. Explerents. 2. Violenti. 3. Commutators. 4. Patients.
• 5. How many stages does the process of creating and implementing an innovative project contain?
• 1. Four. 2. Seven. 3. Ten. 4. Three.
• 6. What efficiency of an innovative project is determined by the ratio financial costs and results that provide the required rate of return for project participants?
• 1. National economic. 2. Budget. 3. Commercial. 4. Comparative.
• 7. What indicator is defined as the excess of integral results over integral costs?
• 1. Net present value. 3. Profitability index.
• 2. Internal rate of return. 4. Payback period of the project.
• 8. How is the coefficient of corporate efficiency of the team of the financial and industrial group determined?
• 1. The ratio of team costs to FIG costs.
• 2. The ratio of the team's profit to the net profit of FIG.
• 3. The ratio of the team's share in the total net income of FIGs to the share of the team's costs in FIGs' costs.
• 4. The ratio of the team's share in the costs of FIGs to the team's share in the total net profit of FIGs.
• 9. Which group of innovation selection criteria does the criterion of expected sales volume belong to?
• 1. Scientific and technical. 2. Environmental. 3. Market. 4. Financial.
• 10. What R&D contribute to increasing the amount of knowledge and a deep understanding of the subject being studied?
• 1. Applied. 2. Effective. 3. Search engines. 4. Fundamental.
• 11. The initial investment amount is 480 million rubles. , annual cash inflow during
• 3rd years is 160 million rubles. Interest rate 10%. Is the proposed project profitable?
• 1. Not profitable. 2. Profitable.
• 12. To what indicators at the place of comparison of multi-temporal costs and results of the project

is net discounted income?

• 1. Temporary. 2. Dynamic. 3. Static. 4. Intermediate.
• 13. Which group of subjects of the innovation process includes entrepreneurs who were the first to master the innovation?
• 1. Early majority. 2. Innovators. 3. Early recipients. 4. Laggards.
• 14. What is discounting?
• 1. Comparison of costs and results.
• 2. Accounting for inflation in the assessment economic indicators.
• 3. Bringing multi-temporal economic indicators to a single point in time.
• 15. What is the internal rate of return?
• 1. The discount rate at which the reduced effect is equal to the reduced capital investment.
• 2. The discount rate that satisfies investors.
• 3. The discount rate equal to the inflation index.
• 16. After 4 years, the amount of payment should be 20 million rubles. at an interest rate of 8%. What is the current loan amount?
• 1. 19,7 2. 14,7 3.22,3 4. 13,9
• 17. What is the net discounted income received for 3 years of implementation of an innovative project, if the annual cash inflow is 160 million rubles? Interest rate 10%.
• 1. 260. 2.. 240. 3. 350. 4. 398.

Ministry of Education and Science

Russian Federation

Samara State Pedagogical

university

Practicum on the course

"Innovation Management"

Samara 2006

UDC 330.101.542

R e e n s e n t s:

PhD in Economics

(St. Petersburg Humanitarian University of Trade Unions);

Candidate of Pedagogical Sciences, Associate Professor

(Samara State Pedagogical University).

Workshop on the course "Innovation Management". Samara: Publishing House of the SSPU, 20s.

The text of the workshop presents the content of the course "Innovation Management", questions of seminars and practical tasks aimed at mastering the theoretical material and acquiring practical skills necessary in the professional activity of a manager in managing the development of production systems.

The publication is addressed to students and listeners studying in management specialties, focused on social sphere, and will help them in preparing for tests, exams, writing and defending term papers.

ã SGPU, 2006

INTRODUCTION

Modern trends in the education of managers orient teachers of managerial disciplines to increase the volume of the practical component in the learning process. Today, the most important thing is not to transfer knowledge of any concepts, laws and principles of management to students and listeners of various management courses, but to help students of this or that discipline combine the theory and practice of management together.

This task acquires special significance within the framework of the course "Innovation Management", which aims to form specific skills for managing the development of an organization, based on the existing social and professional experience of students. This course is studied in close relationship with other management disciplines, which allows teachers to use interdisciplinary connections, and students and trainees to reach a qualitatively new level of learning.

The need to reach a new qualitative level of training for managers is determined by the fact that the changes taking place in the modern economy are based on the innovative orientation of the strategy and tactics of the development of production organizations. Innovativeness of management today acts as one of the main indicators of the quality of socio-economic processes in developed countries. Modern production of goods and services is characterized by an increase in its information, intellectual and innovative components. These trends entail the need to transform the forms and methods of organizing subjects production activities and their management.

Thus, the priorities of modern production determine new requirements for content, organization, forms and methods. management activities, which, in turn, leads to the emergence of a special type of management - innovation management.

The theory and practice of innovation management today play a leading role in management activities, since the ability to innovate is an imperative requirement of our time, common to all organizations.

The course "Innovation Management" is aimed at systematizing and analyzing the main theoretical concepts of modern management and mastering the professional competencies necessary for the manager to implement effective management development of production systems. The content of the course involves the study of one of the most difficult, but necessary tasks of managing organizations - effective innovation management.

Carrying out qualitative changes in organizations requires its leaders to possess specific knowledge and skills in managing innovative processes. The content of the course includes both questions of the theory of innovation management and a generalization of the experience of innovations in various organizations. Students get an idea about the essence and structure of innovation, types of innovation, innovation management. In practical classes, skills are developed to develop a concept, strategy and project for introducing innovations. The study of methods and technologies of innovation management involves the mastery of specific skills for students to work with a team in the conditions of innovation. The teaching of the course is based on the learning outcomes in such disciplines as "Fundamentals of Management" and "Organization Theory". The concepts and skills formed within the framework of the discipline are the basis for studying most of the subsequent courses of special training and disciplines of specialization.

The aim of the course is ensure the development of the theoretical foundations of innovation management and mastery of the skills that make up professional competence future manager.

Course objectives:

To acquaint with the main stages of the emergence and development of innovative management;

· reveal the essence and specifics of innovation management;

· to acquaint with the methodological foundations of innovation management;

· to form knowledge about various approaches to the knowledge of the theory and practice of innovation management;

· to form a system of knowledge about the functional composition of innovation management and the effective implementation of these functions;

· to form skills: to analyze and assess the situation, to predict the result, to algorithmize activities (one's own and others'), to communicate.

The proposed manual, in addition to questions for seminars, contains a certain set of practical tasks during which students have the opportunity to form specific skills that make up the professional competence of the future manager. Completing tasks involves a high degree independence, which is due to the focus of this manual on self-study of students and course participants. At the same time, this manual can provide methodological assistance to teachers in choosing the most effective forms and methods of teaching within the framework of the course "Innovation Management".

MAIN COURSE CONTENT

"INNOVATIVE MANAGEMENT"

Trends and varieties of development. Development management. Definition of innovation. The basis of innovation, selection criteria, forms of innovation. The concept and essence of intellectual property. Classification of innovations and innovation processes. The logic of development management.

Innovation as an object of innovation management: the essence, causes and forms of innovation in organizations. Innovative activity as an imperative requirement of our time. Relevance of innovation activity and management of this activity for Russia. Connections of innovation activity. Life cycle of innovation. The structure of the innovation process. Factors that determine the innovation process. The main stages of the innovation process.

Innovation management: emergence, formation, main features. Relationship classical theory management and innovation management. The main stages of the evolution of management science under the influence of various schools and approaches. Management as an interdisciplinary study. Classification of concepts and approaches in innovation management. Most specific traits innovation management.

Master the concepts:

innovation, development management, intellectual property, innovation orientation, innovation management, sequence and parallelism of innovation processes, control centers, momentum of change.

Know:

distinctive features of development management,

forms of innovation,

criteria for selecting innovations for organizations,

essence and forms of intellectual property,

ü "Development of new markets";

ü “Attraction of new sources of raw materials and resources”.

Forecasting in innovation management. Forecasting as the main means of solving the central problem strategic phase in the process of managing the development of the organization. Basic forecasting methods.

Innovative strategies in managing the development of an organization. Strategy Development Pyramid. Matrix analysis of the choice of innovative strategy. System of strategic innovation management. Scheme of the strategic stage of operating systems.

As a result of studying the section, students should:

Master the concepts:

strategic pyramid, innovation strategy.

Know:

the role of forecasting in innovation management,

basic forecasting methods,

communications in the system of strategic innovation management,

typology of innovative strategies,

main characteristics of innovation strategies,

that make up the strategy development pyramid,

the structure of matrix analysis for choosing an innovative strategy,

constituting the system of strategic innovation management,

components of the model of the strategic stage of operating systems.

Be able to:

give and interpret examples illustrating application in the management of organizations of the main types of innovative strategies:

ü moderately offensive,

a focused differentiation strategy,

ü Follow the leader

protection from external threats,

an offensive strategy of broad differentiation,

wide differentiation strategies

ü offensive,

ü leading

to strengthen positions

ü situational,

a moderately offensive strategy of differentiation,

ü attacking,

ü innovative.

based on the analysis of the proposed specific situation:

ü predict the direction of development of the organization;

ü predict additional effects of the application of the innovation strategy.

ISSUES FOR DISCUSSION

AT SEMINAR CLASSES

Seminar No. 1: Basic concepts and patterns of innovation management.

Prerequisites for the emergence and development of innovative management. The essence of innovation management. The concept of innovation. Purpose of innovation. Relationship between the concepts of innovation and development. The concept of intellectual property. The role of intellectual property in innovation. Forms of innovation. Criteria for selection of innovations. The logic of development management. Life cycle of innovation. The structure of the innovation process. Factors that determine the nature and direction of the innovation process. The main stages of the innovation process.

Workshop #2: Organization of innovation.

Main activities innovative enterprise. Organization as a subject of innovative activity. Organization as a process of innovation. Features of the organization of innovation activities: development management functions, the main tasks of the manager in managing the innovation process. The role of delegation of authority in innovation management. Features of the communication process in innovation management. The main differences between the forms of innovation management. Innovative games. The role of innovative games in development management.

Workshop #3: Features of the functions and methods of innovation management.

Parameters characterizing innovation activity. The main differences between the functions and methods of innovation management. Features of personnel management in innovative management. The role of forecasting in innovation management. Basic forecasting methods. Typology of innovative strategies. Strategy Development Pyramid. Matrix analysis of the choice of innovative strategy. System of strategic innovation management.

TASKS FOR INDEPENDENT WORK

1. INTRODUCTION TO INNOVATION MANAGEMENT

1. Find in the literature or other media and give examples of specific situations illustrating:

Innovative orientation of organization management;

prerequisites for the emergence and development of innovative management;

· the use of fundamental, applied and rationalization forms of intellectual property in the management of the organization's development.

2. Find in the literature or other media examples of innovation or innovation processes in organizations (at least three).

3. Select the basis and classify the innovations described in the examples.

4. Describe the innovation described in one of the examples given as an object of innovation management using state parameters, control parameters and perturbing parameters.

5. Look in the literature or other media for an example of innovation in the organization.

6. Interpret the specific situation in the given example within the logic of development management.

7. Prove the relevance of innovation and management of this activity for Russia.

8. Give examples illustrating the position proved in the previous paragraph.

9. Find an example of innovation in the literature or other media.

10. Highlight, in the above example, the factors that determine the nature and direction of the innovation process.

11. Using the knowledge gained in the junior courses, or referring to the relevant literature, follow the sequence of actions:

· List at least five approaches and schools of management.

· Formulate the key provisions of the listed approaches and schools.

· Highlight in each of the listed approaches and schools the factors that determine the innovative component of management.

· Give examples of application in management of the listed approaches.

12. Referring to the relevant literature, follow the sequence of actions:

· List the main stages in the evolution of management theory and practice.

· Show the increase in the innovative component of management at each stage compared to the previous one.

· Give examples illustrating the characteristic features of innovation management at the present stage of development of management theory and practice.

2. FUNCTIONS OF INNOVATIVE MANAGEMENT AND THE EFFICIENCY OF THEIR IMPLEMENTATION

1. Analyze the specific situation and answer the questions.

Aquarius changes strategy

In April 1995, Aquarius System Inform, the pioneer of Russian computer production (it would be more correct to speak of computer assembly), announced that it was withdrawing from this business and concentrating on the sale of foreign computers in Russia. Due to the fact that such well-known computer manufacturers as Fujitsu and Digital were planned to enter the Russian market, Aquarius hoped to succeed in the marketing business. It was decided to mothball computer production until the prerequisites for a return to the "production" business are formed.

Assembly personal computers Aquarius took over in 1990. Then it was a revolutionary undertaking. And not so much because the Aquarius company, which at that time had the status of a joint venture, decided to engage in the production, and not the import of computer equipment, as the vast majority of Soviet computer firms did, but primarily because the company opened its own plant for assembling computers in the city of Shuya, Ivanovo region. In those August days of 1990, there were a lot of enthusiastic reviews and flattering statements about the undertaking of Aquarius. The forecasts were exceptionally optimistic.

The capacity of the plant in Shuya made it possible to produce 10,000 computers per month. In the conditions of a socialist economy, it was important to fit into the system of planned deliveries. The Aquarius firm managed to conclude a profitable contract with SoyuzEVMkomplekt, which supplied personal computers throughout the entire Soviet Union. In accordance with the agreement, SoyuzEVMkomplekt was to purchase 35,000 personal computers from Aquarius. Further, this figure automatically increased to 75 thousand. By the spring of 1991, the plant reached the production of 6 thousand personal computers per month. However, the collapsed ruble and the introduction of increased customs duties on components for computers made the contract concluded in rubles with SoyuzEVMkomplekt completely unprofitable. Firm "Aquarius" went to break the contract and pay fines. After that, she had to look for buyers in the market. This forced her to cut production to 1,000 computers a month. Further, the situation became even more complicated. As a result, production fell to 200-300 computers per month, and the number of employees at the plant was reduced by a factor of three: from 150 to 50 people. In order for the plant to break even, it was necessary to produce 1.5 thousand computers per month. The company was unable to sell such a quantity. An attempt was made to start production cash registers. But this attempt did not give the desired result. In the face of reduced production, the company's management tried to retain personnel. However, it was still forced to go to the dismissal of workers. In 1995, only qualified assemblers remained at the plant, who acted as security guards and, in the event of orders for computers, carried out their assembly.

Aquarius managed to overcome the difficulties of 1992 due to the fact that the company went to diversify. By redirecting its capital from computer production to the financial sector, as well as the sphere of trade and construction, the company has ensured that its annual turnover In 1993, it amounted to approximately $ 100 million. At the same time, only a quarter of the turnover fell on the share of the computer direction, which was comparable to the share of turnover in construction (20%) and less than the share of turnover attributable to investment projects (32% of the total turnover).

The diversification of activities has led to a change in the organizational structure. Instead of the Aquarius joint venture, a group of ten practically independent firms emerged, operating in separate business areas, such as construction, computer business, etc. The group is headed by a holding company that owns a controlling stake.

Questions:

Can Aquarius be called an innovative enterprise? Justify your answer. What forms innovative development intended to use Aquarius' leadership to gain a competitive advantage? What objective factors did not allow the Aquarius management to ensure the development of their enterprise? Justify your answer with facts from the text of a specific situation. What subjective factors hindered the introduction of innovation? Justify your answer with facts from the text of a specific situation. What alternative forms of innovative development of Aquarius can you offer? What kind competitive advantages will the firm receive if your proposal is implemented?

2. To survive in the long run production organizations have to constantly focus your efforts on making your product either cheaper or with distinctive consumer properties(special qualities).

Determine :

management features focused on creating a price advantage; features of management, focused on creating competitive advantages due to the qualitative differences of their products; forms of organizational development that, from your point of view, can provide a competitive advantage for a manufacturing organization.

3. Model a situation that reflects the features of management, focused on creating a price advantage.

4. Simulate a situation that reflects the features of management, focused on creating competitive advantages due to the qualitative differences in their products.

5. Determine the types of main communications in the situations you have described (see tasks 3 and 4).

6. Identify the features and determine the main differences between communications in the first and second situations you modeled (see tasks 3 and 4).

7. Read the text and do the tasks.

Amphitrion is your guide in Greece

At the end of October 1993, Constantin Mitsiou, owner and manager of the Amphitrion group of companies, set out to organize a special tour for teenagers. This meant a 14-day trip covering the most beautiful places, historical and archaeological sites in Greece. By this time, he had contracts with two professors who were assigned the role of guides on the proposed trip.

Amphitrion was founded as tourist agency in 1957 and by 1993 was already a large tourist shipping company. The head office of the company is located in the prestigious business center of Athens. Amphitrion has branches in Tokyo, Washington DC and Toronto. Its Greek offices are located in Athens, Pira and Crete. The main consumers of the company's services are administrators and employees of firms who placed their orders in the branches of the Amphitrion company where their own enterprises were located. These same customers bought family tours and excursions. The bulk of the clientele consisted of senior and middle managers, partly their secretaries and assistants. Only 10% of sales came from random customers who inadvertently looked into Amphitrion's offices.

Mr. Mitsiu considered the possibility of a teenage tour after meeting with other travel agents at an International Conference in Milan in September 1993. In the course of informal conversations, he learned about the existence of a positive experience of holding such tours in other countries and cities of Europe, in particular in Rome, where this event gradually grew into a profitable summer business, since best time for these trips - the end of July and the beginning of August. Konstantin found that parents and teenagers on tours of this kind are attracted by the opportunity to relax separately. However, parents accept this offer only on the condition that the tour agent guarantees proper supervision of teenagers and the level of training of guides.

Returning to Athens, Mr. Mitsiou discussed the idea of ​​organizing a tour with his friends, the Lykidis spouses, and offered them cooperation within the project. The couple were enthusiastic about the idea and agreed to the role of tour guides, because Mr. Likidis, being a professor of history, saw in the project an opportunity to satisfy his professional interests.

Mr. Mitsiou planned to concentrate his tour on Greece, its national color, the main historical and architectural sights of the whole country. The theme of this tour was determined after Konstantin's acquaintance with the letters of parents and teachers in the media. The writers of the letters complained that the history of Greece is studied in schools only theoretically and expressed a desire to send their children on a well-organized trip that would allow them to see the places about which they received only dry information in history lessons, to appreciate all the beauties of nature and with the help of qualified guides to learn a lot of new and interesting things.

Konstantin Mitsiu, who has a certain social experience, was well aware that teenagers would not like a trip if it only involves visiting museums, historical and architectural sights. Therefore, he decided to give them the opportunity to relax on the sea coast, walk around small towns and villages, have fun in taverns and discos.

As an experienced travel agent and manager, Mr. Mitsiu knew that sometimes clients cancel trips at the last minute, resulting in the need for a refund. In this case, the company incurs significant losses. In addition, the specifics of the tourism business involves payments in advance for booking tickets and comfortable rooms, especially in cities where there is a small selection of hotels. In the event that the entire trip is canceled, the company's losses will increase by an order of magnitude.

Moreover, from his friend, a well-known lawyer who had two teenage sons, Konstantin received information that teenagers are not very interested in history, no matter what the newspapers write about it, and the professionalism of guides does not matter to them. Teenagers will go on a trip with great pleasure, where they will be given the opportunity to prove that they are independent people and can travel on their own. This information turned out to be very important for Mr. Mitsiu, as he always trusted the opinion of his friend.

However, despite the existing risks, Mr. Mitsiu did not give up on his idea and decided to start developing a tour plan for teenagers.

Determine the type of project that was developed by the main character. Using the data provided in the specific situation: “Amphitrion is your guide to Greece”, model a possible structure (highlight individual stages, steps and determine their sequence) of an innovative project: “Tour for teenagers”. Predict possible additional effects during the implementation of the project conceived by Mr. Mitsiu. Describe the conditions under which this project can be successful.

8. Look in periodicals and other media for examples of the use of innovative games on modern enterprises and using this example do the following:

Determine possible problem which the company's management was trying to solve.

Formulate the goal of the innovative game. List the main forms of organizing an innovative game. List the main roles of participants in the innovation game. Highlight the main stages of the innovative game. Determine the main criteria for achieving the goal of an innovative game.

9. Selecting one of the list of organizations:

· Medical clinic;

· Beauty saloon;

· House of life;

Taxi "Orange";

· Educational institution;

· A company that provides services for the design and repair of premises;

· Vet clinic;

· Legal consultation;

· Fitness Centre,

or suggesting any other, at your discretion, develop the plot of an innovative game by following the sequence of actions:

identify and formulate a possible problem that occurs in the selected organization within the following thematic fields:

"Improvement of the management system in the organization"

"Human Resource Development Management";

"Management of the introduction of new technologies";

"Development of new markets";

"Attraction of new sources of raw materials and resources".

Formulate the goal of the innovative game, adequate to the problem. Select unambiguous and cost-free and time-consuming criteria for evaluating the effectiveness of an innovative game (criteria for achieving the goal of the game). Designate the main roles of the participants in the innovation game (describe who and what will do during the game). List the main organizational forms assumed in the innovation game. Describe the course of the game (stages, steps in the game should be logically justified, they should be enough to play the game). Suggest what additional effects the organization can get after the game ends.

3. INNOVATIVE MANAGEMENT AND STRATEGIC MANAGEMENT

1. Using various information media: educational literature on the course, periodicals, the Internet, television, etc., fill in the table by entering in the appropriate cell the characteristics of changes in the organization when using the main innovative strategies for the given indicators.

Name of the strategy	Characteristics of changes by indicators
	Manufacturing process	Resource support	Internal communications	External communications
Moderately offensive
Focused differentiation strategy
Follow the leader
Protection against external threats
Offensive strategy of broad differentiation
Broad differentiation strategy
offensive
Leading
Strengthening strategy
situational
Moderately offensive differentiation strategy
attacking
innovative

2. Find an example in a periodical or other media that describes the organization's use of one of the innovation strategies shown in the table.

3. Analyze the behavior of the company in the above example, taking into account the indicators in the table.

4. Analyze the situation and answer the questions.

Recreation center "Volga Dawns"

The Volga Dawns recreation center is located in a picturesque corner of the Zhiguli Mountains, next to the Zhiguli Nature Reserve, on the right bank of the Volga River.

The owner of the recreation center is. The representative office of the OJSC, which oversees the activities of the organization, is located in the city of Zhigulevsk (40 km from the location of the base). Financing of the organization "Volga Dawns" is carried out by the owner through a representative.

The main activity of the organization "Volga Dawns" is to provide services for the organization of recreation for citizens. The base operates only in the summer months.

The base has four 4-bed luxury houses (built 4 years ago), a two-story building with 2, 3 and 4-bed rooms of the first class (15 rooms in total, has its own boiler room) and four third-class houses (without amenities, they have been operated since the opening of the base - more than 30 years, have never been overhauled).

Base workers provide additional paid services to vacationers: rental of boats, billiards, table tennis, badminton and other sports equipment. On the territory of the base there is a well-maintained beach, parking. Organized three meals a day.

During the check-in, lasting 14 days, excursions are organized to the Zhiguli Nature Reserve - to the holy spring "Stone Bowl", to the Strelnaya Mountain - the place where Stepan Razin's troops were stationed, the Repin Museum and caves in the Zhiguli Mountains. Transport for the delivery of vacationers to the place of the excursion is provided by the representative office.

In the immediate vicinity of the recreation center "Volzhskiye Zori" is located children's camp"Polytechnic" and the famous "Zhigulevskiy Artek". At a distance of 4.5 km there is a non-functioning recreation center (mothballed 6 years ago).

The base staff consists of: a director, an accountant, a medical worker, a cultural worker, an electrician, a plumber, a carpenter, 4 cooks, 2 dishwashers, 3 room cleaners, 3 watchmen, a driver. Management is carried out through a linear-functional management structure. The full staff is recruited only for the season. During the off-season, only the director and three watchmen working in shifts remain employed. The base administration uses the Niva car all year round, which transports personnel to work and transports products to the canteen warehouse during the season. In the off-season, the car is operated sporadically.

Questions:

Is it possible to say that the management of t/b Volzhskiye Zori manages the development? Justify your answer. What competitive advantages does the organization in question have? What innovations are possible in the organization for its development? What competitive advantages can be provided by the Volzhskiye Zori t/b offered by you innovations? Using matrix analysis, select the organization's innovative strategy, considered in a particular situation. Predict the additional effects of applying the innovation strategy chosen above.

EXAM PROGRAM

Life cycle of innovation. Innovative activity as an object of management. Innovative project: concept, structure, classification, development phases and performance criteria. The logic of development management. Methods for evaluating the effectiveness of innovative projects and programs. The most characteristic features of innovation management. Scientific approaches to innovation management. Organization as a subject and as a process of innovation activity. Areas of activity of an innovative enterprise. The main stages of the innovation process. Features of the organization of innovative activity: the organization of the management process, the main tasks of the manager, the role of delegation. Features of personnel management in innovative organizations. Features of the functions and methods of innovation management. The concept of innovation. Selection criteria and forms of innovation in organizations. Prerequisites for the emergence and development of innovative management. Relevance of innovation activity and management of this activity for Russia. Communication process in innovation management. The role of forecasting in innovation management. Basic forecasting methods. System of strategic innovation management. Ways to choose and develop a strategy in innovation management. The structure of the innovation process. Essence and forms of intellectual property. The essence of innovation management. Typology of innovative strategies. Conditions for the success of innovative projects and programs. Factors that determine the nature and direction of the innovation process. Forms of innovation management. Innovative games.

LITERATURE

1. Strategic management. M., 1989.

2. , Yu . Research of control systems: Tutorial for universities. Moscow: PRIOR Publishing House, 2002.

3. K . Management science: a new approach. M., 1990.

4. , . Management. M., 2000.

5. , . Management: Workshop on the course. M., 1999.

6. Francis D . Emancipated manager. M., 1991.

7. Jr., O’ American management on the threshold of the XXI century. M., 1991.

8., Podmazenko in management. Samara: SIPKRO, 1993.

9. Your time is in your hands. M., 1991.

10. Lead without conflict. M., 1990.

11. Innovation management: Textbook / Ed. yova. M.: INFRA-M, 2001.

12. , Komarov. M., 1993.

13. Makarov at work. M., 1989.

14. , Fundamentals of management [Trans. from English]. M., 1992.

15. Soap control: Tutorial. M.: Economics and Finance, 2002.

16. Fundamentals of management: Textbook for universities / Nauch. ed. . M., Center, 1998.

17. Theory “Z”. Methods of organizing production. Japanese and American approaches. M., 1984.

18. Parsadanov and forecasting the socio-economic system of the country (theoretical and methodological aspects): Textbook for universities. M.: UNITIDANA, 2001.

19. In search of effective management. M., 1986.

20. Popov and the organization of American management. M., 1991.

21. Usman management course in tables and graphs. M.: UNITI, 1998.

22. Secrets of a skilled leader / Comp. . M., 1991.

23. Smirnov enterprise management. M., 1992.

24. Taylor. M., 1992.

25. Utkin - manager. M., 1991.

26. Today and tomorrow. M., 1992.

27. Career manager. M., 1991.

Introduction
"Innovation Management"
Tasks for independent work
1. Introduction to innovation management
2. Functions of innovation management and the effectiveness of their implementation
3. Innovation management and strategic management
Exam program
Literature

Educational edition

Irina Anatolievna Karapina

Practicum on the course

"Innovation Management"

License ID No. 000. Signed for publication on September 12, 2006.

Printing paper. The print is operational. Format 60x84 1/16

Volume 2 p. l. Circulation 300 copies. Order No. 000.

Publishing house SGPU: 1/63.

For the second year, together with RVC, we have been implementing the Open Doors in Corporations project. This format, which is not quite common for the Russian market, allows you to get the most complete, down to the details, idea of ​​how everything related to innovation is built at a particular enterprise, what motivates employees, how planning takes place, decisions are made, and goals are achieved.

During the project, we visited 12 companies: seven in 2015 and five in 2016. The project was conceived with the aim of “opening up” corporations, integrating the ideology and values ​​of the open innovation concept into the Russian corporate culture. It was important for us to see and show what happens behind closed doors of offices. Compared to what can be heard in various forums or conferences, the difference is significant. On the territory of the enterprise with its production facilities, project offices, laboratories, test benches and samples of innovative products, when there are no time limits, speaking to a small but targeted and motivated audience and discussing specific problems become much more productive. I will not be mistaken if I say that the corporations themselves discovered a lot of new things. New partners, ideas, joint projects, acquaintances. So it would be more correct to call the project a discovery of each other.

We tried to describe everything we learned about companies in the form of case studies. Last year, we focused on describing what's new and unique in companies, as well as the various techniques that manage to achieve competitive advantage. This year we have come to the understanding that it is important to provide minimal theoretical material that reveals the basic concepts so that the readers of the cases and we, the authors of the collection, can speak the same language. Therefore, the collection of cases in 2016 opens with a small introduction.

Vladimir Kosteev, Executive Director NP "Club of Directors for Science and Innovation"

The priority of RVC's activities is the development of the venture capital market, the creation of an environment in which investors of different stages can work effectively and invest in projects of Russian technology companies. Last years we are actively working with Russian private and state-owned companies in order to involve them in the innovation ecosystem and stimulate their cooperation with Russian start-ups.

Our traditional educational program "Open Innovations and Corporate Venture Instruments" this year brought together 60 participants from such organizations as PJSC "UAC", JSC "OSK", Concern VKO "Almaz-Antey", PJSC "Rostelecom", PJSC "RusHydro" , PJSC Rosseti, IC TRANSNEFT, etc. The participants plan to implement the concepts of corporate venture investment developed under the program in their companies.

Together with information resource Firrma, we have launched a series of Tech Days industry meetings dedicated to discussing the state of individual industries in general and the request of corporations for technology in particular. This project has become another platform for interaction between representatives of corporations and technology entrepreneurs, helping to establish cooperation big business and startups.

For a closer exchange of experience, RVC, together with the Club of Directors for Science and Innovation, for the second year in a row, organizes "Open Doors in Corporations" - a series of events based on partner companies with immersion in their production and business processes. In 2016, the project participants visited PJSC Aeroflot, Technopolis Moscow, the Energy Without Borders Foundation, INVITRO LLC and the Aleksinsky Chemical Combine.

The “open door” format allows you to immerse yourself in the experience of implementing innovations in a particular company, to find out what processes, decisions and people are behind it. There are not many companies in Russia that have such experience, and most importantly, are ready to share it with all interested parties. Therefore, this format of events turned out to be extremely popular and is highly appreciated by all participants. The results of the Open Doors in Corporations project are collected in a collection of case studies that you are currently reading.

Gulnara Bikkulova, Deputy General Director - Development Director, Member of the Management Board of RVC JSC