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УДК 330.101.54 V. T. Denisov,
E.S. Avdeeva
THE STRATEGY OF INNOVATIVE DEVELOPMENT ON MICRO- AND MACRO-LEVELS
In article the basic approaches to concept «strategy», strategy of development and strategy of innovative development are considered; the hierarchy of strategy on micro- and macro-levels is offered.
Key words: strategy, hierarchy of strategy, innovations, strategy of innovative development.
B.T. Денисов, E.C. Авдеева
СТРАТЕГИЯ ИННОВАЦИОННОГО РАЗВИТИЯ НА МИКРО- И МАКРОУРОВНЯХ
В статье рассмотрены основные подходы к понятию «стратегия», стратегия развития и стратегия инновационного развития; предложена иерархия стратегий на микро- и макроуровнях.
Ключевые слова: стратегия, иерархия стратегий, инновации, стратегия инновационного развития.
Numerous domestic and foreign researchers unanimously come to the conclusion that the main condition of establishment of Russia as powerful and competitive state under transition of advanced industrial countries to postindustrial development is increasing of its competitiveness through formation of the innovative type of economy. Modernization and technological renovation of industry, innovative development and intensive type of reproduction are defined by the President of RF and Government of RF as chief directions of the country development.
The term “innovative development” is traditionally defined as introduction of the innovative product (or services) in the structure of the enterprise's assortment. Some researchers consider a bit wider, considering innovative development of the enterprise as introduction of innovations in all spheres of its activity - production, service and management.
We believe that the strategy of the enterprise - is a directed activity of the enterprise, the aim of which is to coordinate changes of internal and external environment. That is - the enterprise must follow the direction of the environment development, not against it. In this way the enterprise uses various internal resources and sources, as far as in majority cases a determinative factors (global macro-factor) of the enterprise development are alterations of the external environment. It reveals the main trend of the enterprise development, which is corrected then on the basis of internal resources, capacities and reserves of the enterprise. One can not deny such external factors as political situation, scientific and technological progress, economic state and etc. They stipulate the basis of all enterprises' functioning.
Strategic development - is a functioning of the enterprise based on strategic culture management, capacities of all subsystems of the enterprise to change dynamically and constantly according to a selected strategy, maintaining necessary rates of development under conditions of economic risks and uncertainty
Modern Russian enterprises exactly lack a management culture. The reason of it -an excessive concentration of property of some physical entities or a state that nega-
tively affects the planning processes and strategic management. Unlike Anglo-Saxon countries, to which the Russian legislation is oriented and where the corporative property as a rule is scattered between many shareholders, the most part of listing companies of developing countries, including Russian ones, have a dominating owner (physical entity or state).According to the Asian Bank of Development's data, more than 90% of South-Korean and Indonesian listing companies have a managing owner. For Thailand and Malaysia this index amounts to 85% and 80 % correspondingly. Some assessments prove that a property concentration even increased in Russia due to crisis [4].
Under conditions, when a state entirely controls the activity of large enterprises, they stopped to react to the market signals, and don't follow the main laws of the market economy All market, price signals either don't reach these enterprises or being extremely distorted cause measures, sometimes contrary to the necessary. Under these conditions the most important step to increase the corporative management efficiency, and mainly, strategic development, is a strengthening of the Board of Directors of the company
Ensuring of a stable development of the enterprise is “possible only on a basis of a system approach, implying a complex investigation of tasks, premises, factors and ways of the coming development in their interconnection, identification of various variants of task's solutions and eventually development of system” [2, p. 26].
Innovative development strategy of the enterprise is a directed activities of the enterprise aimed at manufacturing of competitive products in a long-run period and using efficient production, managerial and information technologies (under effective management strategic culture) in the frames of innovative external environment. Innovative external environment includes a complex development of all branches of the economy and management situation in the frames of the innovative process. This mechanism must be a part of a logistic chain from resource, materials and labor force supplier to the final consumers and normative-juridical acts. At present time one shouldn't speak about innovative strategy development but discuss only function-
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al innovative constituents, as far as the external environment, being absolutely unpredictable, is not included to a logistic chain of innovative development. Further more, even if the majority of enterprises start using innovative technologies, to consider innovative strategy development in frames of a particular enterprise, region or state in general would be impossible, because there is a group of external environment factors, which are not controlled by the enterprise (figure).
We consider that innovative development strategy is possible only in case when all subsystems of a state will be targeted at innovative development, ex. a logistic system will be created on macro - and micro-levels.
Logistic system - is a system, containing the entity of all subsystems of macro- and micro-levels, the main aims of which are organization, planning, control and coordination of processes within a system, and efficient usage of material- information flows of the system. The system is characterized by a system relations - revealing and implementation of hidden reserves of a system by a constant comparison of a system level which was achieved and that a desirable one. Logistic systems must be formed and managed based on a single goal - achieving maximum efficiency of the whole body. It is reasonable to speak rather on system-logistic approach to organization and activity management than logistic approach. The essence of the former is defined as creation of a system of rational (optimum) activity management on the basis of exposure of reserves of managerial and manageable subsystems.
System-logistic approach in material and information flows management must be aimed at a stable restructure in accordance to development of enterprise, region or state and changes of the external environment. We offer to use the following principles of system-logistic approach implementation:
- interdependence, when different functions of logistics and participants of commodity circulation process (suppliers, transport, mediators, consumers)are viewed as interdependent and interactive elements, that involves optimization of all chain of commodity flow circulation;
- registration of all totality of costs of the logistic chain. Criterion of efficiency is minimization of summary costs of all chains on the basis of synergetic effect;
- compromise as means of balancing of partners' interests in logistic process, including enterprise's services.
System-logistic approach, in our opinion, exists not only at the micro-level, but at macro level as well (diversity of enterprises, branches, etc.)
The innovative development strategy may be effectively performed when all subsystems of micro- and macro-levels of the enterprise are involved in a logistic system, otherwise, the positive effect of the enterprise's activity would be threatened.
It is necessary to build a hierarchy of strategies, which includes strategies at different levels: global, corporative, business-strategies, functional strategies while strategic bases of the innovative development are created. All of them must harmonize with each other, and the lowest levels must smoothly originate from the highest. It will help to solve the task of innovative development in a complex way.
The model of strategic development of any enterprise must contain the following components:
1) general component, at the basis of which lies a global strategy of the country's development as a whole;
2) regional component - peculiarities of the regional development, its direction;
3) specific component - inherent to a particular enterprise, and particularly, specifity of production factors and originality of their combination, priority of goals and tasks, system of interests and motivation, management mechanism, etc. This component may be regarded at the corporative level, business-strategy level and functional strategy level.
Global strategy is determined by the factors of global macro-systems: political and economic orientation of the state.
Interregional and foreign trade strategy of development are a specially important for organization of the enterprise activity on the internal market, as it creates in a large degree the external environment, which interacts with the enterprise. The state policy, restricted by the federal laws, interregional policy and strategy of the regional development and competitive environment of the enterprise influence on the foreign trade activity of a particular enterprise. It is a coordination of the strategic trend of these three components will provide the most efficient functioning and development of each particular enterprise. Foreign economic activity of the enterprise is a subsystem of the enterprise, and a subsystem of a foreign trade complex of the region. That's why the coordination of strategic perspectives of the enterprise and region is a primary task for harmonization and optimization of foreign trade structure of the region. The general task of management at the stage of formation - is a foreign trade activity management as an element of the integral system of the regional management.
Principal goal of foreign economic activity of the country, region and each particular enterprise is the increase of economic potential and competition advantages on the world markets using high technologies and strategy of import substitution.
The main duties of the region aimed at optimization of foreign economic structure are:
- choice of strategic priorities of development, grounding of export-import specialization of the region;
- development of foreign economic regional infrastructure;
macro-level micro level macro level micro level
- Pace of a technical progress; - climate; - information space; - national mentality, etc.. - Legislature; - politics; - econ omy a nd etc . - Porters and competitors; - consumers; - local legislation, etc... - Production; - business activity; - research and development; - marketing; - information; - pe rso nnel; - organization; - finance, etc... - Qual ificatbn; - professionalism; - internal culture of a worker; - motvation in results, etc..
Classification of factors, influencing the innovative strategy of the enterprise
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- connection of regional structures of assistance of development of foreign economic activity with enterprise's functioning, running foreign economic activity.
As the main strategies of the corporative level one may distinguish modernization, diversification and integrated growth strategies.
The innovation flow as the aggregate of innovation projects must be introduced in activity of corporations of high-tech branches. Innovative chains are formed on the basis of the aggregate of affiliate and dependent societies of the corporation of a high-tech industrial branch. Still to achieve the formation of this flow with the help of innovation strategy is a problem some in Russia at the present time, because it demands huge capital investments that may cause a complete destabilization of a financial state of the enterprises.
That's why the strategy of integrated growth, ex. consolidation of enterprises' growth, became of a primary importance, having squeezed the strategy of innovations' development. Such measures the company fulfills on the basis of take over of smaller market players. This strategy allows to achieve the scale effect innovation in the innovation's
events and consequently to get a competitive advantage in the field of costs and product price. Moreover, sufficient production capacities permit to expand the range of manufacturing products and low the competitiveness level in a branch [3]. The main condition of realization of this strategy is an efficient financial activity of the companies aimed at attraction of resources, necessary for take over of other enterprises. For their further successful activity the efficient production system, covering the affiliate companies, is also very important.
1. Vasilieva N.A. Conceptual approaches to investigation of the strategic potential of the enterprise // SSSEU Bulletin. 2009. № 5 (29).
2. Konovalov V.V., Konovalova T.V., Victorova A.B. The ways of estimation of factors of stable development of agricultural industrial complex// Economic analysis: theory and practice. 2009. №2 7 (156).
3. Kryukov A.F. Marketing strategies of growth. URL: http:// www.iteam.ru/publications/marketing/section_28/article_2852/
4. Improving board performance in emerging // McKinsey Quarterly. 2006. № 1.
удк 338.24 N.V. Zlobina
STRATEGIC COSTS MANAGEMENT MODEL IN A QUALITY MANAGEMENT SYSTEM OF THE ORGANIZATION
The article deals with strategic costs management in quality management system of the organization. The author offers a multi-level approach to solution of the economic problems of QMS..
Key words: costs, strategy, quality management system, model, development.
H.B. Злобина
МОДЕЛЬ УПРАВЛЕНИЯ СТРАТЕГИЧЕСКИМИ ЗАТРАТАМИ В СИСТЕМЕ МЕНЕДЖМЕНТА КАЧЕСТВА ОРГАНИЗАЦИИ
В статье на основе научно-проблемной модели управления стратегическими затратами в системе менеджмента качества (СМК) организации представлен уровневый подход к решению экономических проблем развития СМК. Ключевые слова: затраты, стратегия, система менеджмента качества, модель, развитие.
In all times costs management in an effective functioning of organization was of great importance that was and will always be a competitive advantage of the organization. Nowadays in the light of it a skillful costs management in Quality Management System (QMS) is of serious scientific interest for the development of theory and practice of quality management. The strategic costs in QMS should be specially emphasized, because they are mainly focused on the development, that is improving the organization QMS.
The strategic costs management model may be represented at following levels of company management:
- Level of ontology;
- Level of epistemology;
- Axiology level;
- Practical level.
On the ontological level the subject, object, terminological system must de identified that is the basic elements of the strategic costs management in QMS should be represented. The subject of management are consumers (in-
ternal and external) and managers. The object of management is the expenditures on the development of QMS of the organization. The item of management is the costs formation processes. Today there is no a single approach to the definition of the content of the strategic costs in the QMS of organization. The costs in QMS are the expenses of the company aimed at formation and development of its quality management. However under conditions of integration of the economic relations the development-orientation in a long-run prospect has acquired greater importance. In this connection we consider the strategic costs to be the organization's expenses, correlated with the fulfillment of program - target measures of the strategic development of the QMS.
Functions, principles, aims and tasks must be defined on the level of epistemology. In our opinion, functions have a fundamental importance in the QMS of the organization. Management development predetermined the following functions in the field of the costs management in the QMS:
