4. Strategy of innovations

assumes acquisition of competitive advantages by means of creation of essentially new goods, technologies or satisfaction of the existing realised or not realised requirements in the new method. The organisations which have chosen given strategy, aspire to generate competitive advantage at the expense of realisation of radical innovations in various spheres.

The organisation which has carried out a radical innovation, has an opportunity creations of the excess profit at the expense of jump in profitability of sales or at the expense of creation of a new segment of consumers. Alternative is sale of new technology to other interests.
The situational profile of maintenance of the general stability of the enterprise at a choice of strategy of innovations is presented on fig. 3.6.
Versions of changes of the elements forming the general stability of the enterprise 1. Narashchi-vanie potential 2. Moder-nizatsija potential 3. Stabili-zatsija potential 4. Umen-shenie potential 1. Administrative potential Pp P] 2 П13 P, 4 2. Industrial potential П21 П1Г*—^ п23 П24 3. Labour potential Пз1 П32 п34 4. Marketing potential П41 п42 1 п43 п44 5. Logistical potential П51 п52< > п53 П54 6. Financial potential П61 Пб2,> П6з п64 7. Innovative potential п71 Pp ^ П7з P? 4 8. Information potential n8i — П82 п83 п84 a Fig. 3.6. A situational profile of maintenance of economic stability
The enterprises at a choice of strategy of innovations
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A source: SALTYKOV Vladimir Vladimirovich. MANAGEMENT of STABILITY of the INDUSTRIAL ENTERPRISE. 2006

4. Strategy of innovations

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