Standard strategies and models of actions when commercializing applied research results and development. Innovation Commercialization Strategies and the problems of removing innovative products to the market

27.09.2019 All about the lawn

1. Standard Strategies and Action Models for Commercialization of Applied Research and Development Results
2. 2 VG Zinov Deputy Director of the Center for Scientific and Technical Examination Ranjigs under the President of the Russian Federation Director of the Expert Department of the Management Company of the Cig & Tamirfishman Venture Fund "Director of Technology Incubator LLC (Moscow)
3. 3 Main issues 1. Features of innovative and technological business 2. Analysis of specific situations in the commercialization of Russian developments
4. Interconnected features of innovative and technological business marketing legal financial institutional personnel
5. Technological innovations Market innovations Organizational innovations HR innovation Iceberg Innovations Like iceberg, technologies often turn out to be "on the surface" of the innovative technology technology, however, it is often not a key success factor. The specified aspects of innovation actually overlap and mutually complement each other.
6. Marketing features of innovative and technological business
7. Checking the concept of a new product on potential buyers. Product concept - a specific offer to the market in terms of consumer. Checking the concept of goods - Testing on possible customers. The results of checking the product concept: Clear and reliably for buyers Buyers confirm availability of advantages. Customer satisfaction. Buyers 'intention to buy an estimated offer of buyers' offer By improvement
8. Legal features of innovative technological business
9. Creating Innovation - Process of Production of Intelligent Resources of the New Business Idea of \u200b\u200bthe New Goods Laboratory Sample Experimental Sample Analysis of Sales of the Small Series Justification of the decision on: serial release, sales system, after-sales service zn1 + zn2 + ...... + znn \u003d  zni n i \u003d 1.
10. The structure of intellectual resources of the new business zni \u003d zni forms + zni neform 1. Formalized knowledge (documented, codified) - the results of scientific and technical activities on the material carrier 2. Informalized knowledge (hidden, undocumented) - technical elements: How, skills, skills Creative potential: experience, ability
11. Financial Features of Innovative Technology Business
12. Changing the likelihood of obtaining investments at different stages of project development Time is the likelihood of obtaining investment concept Laba. Sample Prototype Sale of experienced parties Serial production
Sources of financing innovative projects 1. Personal capital of entrepreneurs (or capital of friends / relatives) 2. Private investment 3. State support 4. Venture investment 5. Preliminary financing by suppliers and customers 6. Strategic partner funds
14. The necessary financing of 50-70t.r. 150-250t.r. 300-750t.r. 500-1200t.r. 1-3 million p. The average cost of work at the stages of the innovation business www.ifti.ru Idea Project / Company Prototype Technology Product Exit to the market Selection of projects Management Sale Stage Project
15. Organizational and personnel features of innovative and technological business
16. Scheme of commercialization of development New company RII Partner Intellectual property Licensed payments, dividends Orders for R & D Investment Technology Selling Industrial Company
17. Stages of Development of Venture Innovative Business Expansion Early Growth Early Growth Start Start Upset SEED Knowledge Idea Business Money Exit
18. Chronology of the development of a successful innovative business 1. Scientific knowledge. 2. Business idea. 3. Business plan. 4. Created company. 5. Protection IP. 6. Prototype. 7. Licenses, certificates, CD. 8. Production and first sales. 9. Increase sales. 10. Quotes and exit. "SEED" (sowing stage) - these are stage 5 - 7 "Start-Up" (start-business) - it is paragraph 8, 9, 10
19. Role-playing functions of the participants of the innovation business author manager entrepreneur Strategic partner Investor
20. The main increase in the cost of innovation in the increase in the value of innovation The main increase in the value of innovation is not only from the value of the costs when performing work at each of the stages of the innovation project, the defining contribution makes effective management decisions taken especially in the early stages during this period, the product and market are still hypothetical .
21. Teaching of the teams of innovative businesses (projects) 1. Development of providing functions for planning work in their company, including: express assessment of the commercial attractiveness of innovative business. Legal validity of innovative business. Innovative business marketing plan 2. Training management skills by planning the plan Project and management systems for their design-oriented company 3. Implementation of the management system in his company with the participation of consultants
22. Features of the innovation project
23. Innovative project for creating a new product Innovative project is: Pre-project and pre-investment phase of the investment project Business Plan Development Plan, i.e. Plan for the development of the Justification of the Management Solution on Serial Release, Sales and After Sales Service
24. Management structure at each stage of an innovative project 1. The purpose of the performance of work 2. The results of the work performed 3. The results of information research 4. Factors for making a decision on the feasibility of the following stage
25. Structure of a brief presentation for FPI RVK 1. Novelty, innovativeness, venture component of ideas 2. Scenarios for using a new product 3. Portrait of a buyer, its search and attraction 4. Sources of income 5. Competitors and analogues, competitive advantages 6. Project plan, with What to start implementing the project 7. Project team
26. Standard models of commercialization of research and development results 1. Sale of research and development results for a license 2. Sale of created business on the release of new products 3. Receiving an order for new research and / or experimental design work
27. The first model of commercialization of research results and development sales of the results of research and development under license
28. Scheme of commercialization of development of research institutes and university by selling license 1) Creating an idea of \u200b\u200bgoods 2) Search for a possible buyer 3) Refinement of the idea of \u200b\u200bgoods for a particular buyer for own funds
30 Analysis of a specific situation Sale by the Institute for Problems of Chemical Physics of the Russian Academy of Sciences (Chernogolovka) Licenses for the production of synthetic oil for internal combustion engines in CJSC TATNEFT
30. A new method of catalyst for a wide range of raw materials without reconstruction and replacement of the catalyst - the result of research on a grant of the RFBR 1. Choosing the idea of \u200b\u200ba new product detergent or synthetic oils 2. Competitors: LUKOIL, TNK, Slavneft 3. Consumers: Any transport 4. Market volume Only cars 100 thousand tons per year
31. Process of preparing for commercialization Customer search 1. Letter of the President of the Republic of Tajikistan RT 2. President of the Republic of Taste of RT Prime Minister RT TATNEFTECHIMISTHOLDING 3. Presentation at the meeting of directors and main engineers holding 4. Framework on cooperation with RT 5. Manufacturing and testing of synthetic oil from raw materials OJSC Tatneft on a laboratory installation for own funds IPHF RAS
32. Creation of the Seller of the JV Ranis Treaty of the Commission between IPHF RAS and SP Ranis on the transfer of know-how (10%) for single commercialization goal - to develop and sell technical documentation, technical knowledge and experience
33. Creation of a buyer of OJSC TATNEFT-Nizhnekamskneftekhim-Oil Tatneft OJSC - 74% OAO Nizhnekamskneftekhim - 26% Purpose - to provide JV Ranis when developing, accepting and authoring supervision for the construction of the plant
34. Subject of the contract and the price of objects of sale under the contract: one-time use of know-how Development of basic and working projects Author's oversight of the installation of a production complex Production of a palladium catalyst Agreement price - $ 2,500,000
35. Payment procedure Payment of know-how 15% advance is 40% after the actual acceptance of the basic and working projects 45% the same 4 payments: 1st 12 months from the date of delivery of installation 2nd, 3rd, 4th After every 6 months, payment of the basic and work projects is 20% advance 80% after activating the acceptance schedule
36. Rights, duties and responsibilities The buyer has the right to a single construction of a production complex in the sale of technology and operating experience to third parties. Contract amounts are divided between the buyer and the seller in the ratio of 25%: 75%
37. Extraked lessons 1. Defining the role of strategic decisions of the highest leaders of the IPHF RAS and OAO TATNEFT 2. Refinement of technology by the seller for its own funds for the task of the buyer 3. Demonstration and testing of prototypes and the current installation 4. Creating a third body company and selection An experienced leader 5. The share of the buyer in the acquired technology 6. Long-term relations of the buyer and the seller
38. The second model of commercialization of research results and development sale of a created business for the release of new products
39. 40 Analysis of the specific situation Commercialization of technology for obtaining titanium increased strength with a minimum of impurities in the Ufa Aviation Technology University
40. Professor Ruslan Zifarovich Valiev R.Z. Valiyev is the founder and permanent supervisor of the Institute of Physics of Prospective Materials of Ugatu since 1995. In the early 90s, prof. Valiev and his colleagues performed first work on obtaining ultra-protein metals and alloys using intensive plastic deformation (IPD). The main scientific interests include the study of the production of nanomaterials, the study of their microstructure and unique properties, Develop ways of their use. R.Z. Valiyev - co-author and co-owner of 16 patents related to the IPD nanomaterials.
41. 42 Generation of innovative ideas R.Z. Valiev - Head of the Scientific Team, which created a new technology for the production of rods from titanium with increased strength and least impurities, which provided products to the best biological compatibility participants in the projects of the International Scientific and Technical Center made it possible to see the prospects for commercialization of the production of rods from Titan
42. 43 Start Commercialization of Technology October 2007 invited Camille Hizmatulina Create Nanomete LLC to commercialize the technology of production of titanium rods Camille Hizmatulin: graduate Ugatu, Candidate of Technical Sciences, Experience in managing its own construction business
43. 44 Nanomet LLC - the beginning of the activities of December 2007. - The creation of Nanomet LLC February 2008 - Obtaining a grant of the Fund to promote the development of small forms of enterprises in the scientific and technical sphere - 750 000 rubles August 2008 - Obtaining a grant ISTC for the production and sale of an experienced party - 500,000 US dollars
44. 45 Nanomet LLC - Department of Intellectual Resources October 22, 2008 - a joint application of Ltd. and Ugatu to Rospatent for Patent RF. The claims protects the composition of the substance, and not technology. The structure as the composition of the substance was previously 35 patents of the Russian Federation on the elements of the technology, which were constantly improved by June 2009 - was submitted a patent application for the PCT system to build business processes, incl. Privacy of technological know-how and achieving sustainable product quality
45. 46 Nanomete LLC - the development of 2009 - the purchased equipment was mastered, and sold first kilograms of products in the form of rods 2 meters long and a diameter of 6 millimeters The choice of the premium price segment - the price is $ 2500 per kg when the procurement price of raw materials - 120 dollars per kg of 2010 - deployment of production and selling sales channels by embedding in new technology of implant manufacturing volume of revenue for 2010 - 12 million rubles
47. 47 Process Sales of Technology 2009 - With the help of the ISTC, the American partner was found Carpenter - a third of the World Titanian Market, the correspondence, meetings were launched, a preliminary assessment of 2010 - under the CARPENTER Privacy Treaty, got acquainted with the technology of Nanomet LLC on April 22, 2011 G. Expired 30 months from the date of the priority of the first patent application for Patent March 2011, applications for US Patent and South Korea were filed, after 3 days of application were published on the websites on April 10, 2011 Signed the transaction in the form of a repurchase of the right to receive Patent by Carpenter
47. 48 Transaction Structure 1. Coating of all costs of Nanomet LLC for patenting 2. Bonuses to the applicant for the first and second years in the amount of $ 250,000 3. R & D contract with UGATU $ 1 million for the first and second years 4. Royalty Free 4. Royalty Free in the amount of 1% of the sales planned volumes of $ 50 million per year 5. The right to receive a license when refining technology for the production of plates 6. Dealer rights to different kinds CARPENTER products
48. Extraked lessons 1. The presence of essential scientific applied results 2. Inviting a manager who understands the scientific basis of technology and has commercial experience. Training Innovative Manager 3. Creating a small innovative enterprise for finalizing technology and organization of experienced production 4. Obtaining grants to start activities 5. Building a highly profitable business model, incl. Professional use of protection
49. Third model of commercialization of research results and developments Receiving an order for new research and / or experimental work
50. Science in 2015: Basic Trends 1. Science Globalization - Any scientist is available anywhere in the world - Scientific outsourcing overproduction of scientific knowledge - do not order new, searching among the created implementation of semantic search systems 2. Support strong researchers with additional financing and appropriation of new statuses, Take radical measures regarding the resources of scientific organizations, the main criterion for the effectiveness of the scientist and research of reed and citation
51. 52 The reasons for the use of an open innovation model 1. The forcedity of the active dissemination of useful knowledge between the subjects of innovation and the complexity of ensuring the leaks of commercially significant information. 2. There is not enough resources to fully take advantage of the avalanche-forming volumes of the results of the scientific activities of their R & D divisions. There is a noticeable increase in the cost of corporate scientific research. 3. There is a lack of demand for a large number of patented developments that were not used in production due to the absence of the necessary resources, equipment from companies, etc.
52. Procter & Gamble In the company's scientific units, about 8,600 researchers are operating, scientific research budget was 2 billion dollars of the United States annually. Up to 30% of patents used by the company are purchased from third-party small companies or technological brokers. To search for technologies, the technical intelligence department was created by a number of 40 people, whose tasks include and conclude contracts with independent developers of new ideas worldwide. P & G with the assistance of the pharmaceutical company ELI LILLY has created a special website - www.innocationive.com, in which more than 70 thousand innovative developers have entered the database
53. Examples of site requests http://www.innocentive.com/ for 01/20/2012: 1. A device for obtaining high viscosity. The deadline for submitting proposals until March 17, 2012. Solution cost - 20.000 USD 2. Methods and additives for obtaining highly concentrated hydrophobic compositions for submitting proposals until March 17, 2012. Solution cost - 15.000 USD 3. Mathematical model for assessing the risks of patients during clinical trials of submission of proposals until March 15, 2012. Solution cost - 20.000 USD
54. Ninesigma has created a database of research institutes and research centers included in various companies, as well as a database of independent scientists and developers, which includes more than 1.5 million specialists an example of an invoice for innovative ideas on the company's website (http: //www.ninesigma .com /): "Request 66825. Publication date January 21, 2011 We are looking for a low pH bleach to remove scale and disinfection of surfaces »UN project and New York Academy of Sciences" Scientists Without Borders "www.scientistSwithoutBorders.org
55. NetBase "S Intelligence (http://www.netbase.com) At the end of 2010, an intelligent search platform was developed for the selection of additional, commercially valuable knowledge, which can be learned from any content on the Internet a platform can search more than 8 billion web - Resources, In structured and unstructured texts, the platform is a special value for industrial corporations seeking specific technological solutions
56. Global challenges for the science-technological entrepreneurship area Phenomenal acceleration of data accumulation and their complication (BIG DATA) Rising convergence of knowledge and technologies Reduction of the idea-technology globalization of the knowledge of knowledge
60. Opinion of a foreign expert: Innovative Entrepreneurship \u003d Science + Entrepreneurship University of Cambridge: 94% of startups are created not by students and not professors of Cambridge, but external investors. "Give us good science, and with innovative managers there will be no problems" ...
61. Problem: inventive activity in Russia 70% of national patents - Minor improvement of technology and technologies Inventive activity is closed on the domestic market. The share of Russia among patents that are registered in the EU, USA and Japan (the number of "triad patent families") - 0.1 %
62. 63 Zinov Vladimir Glebovich M.T. 8-909-680-20-22. [Email Protected]

The last decades have distinguished themselves as a significant process in the economic sphere. World practice shows that the most effective tool Promotions of research and development developments (R & D) are mutually beneficial commercial relations between all participants in turning the results of scientific activities in the goods. This method was called commercialization. In it, absolutely all participants in the process, ranging from the developer and ending with investors, are economically interested in the rapid achievement of success from the use of new developments (to achieve best result It is advisable to apply for services to the Center for Commercialization).

What is it in a modern understanding?

Commercialization is building a business that is based on the results of scientific and technical research, and in which the authors themselves most often participate. The essence of the process is to build a business that will form sustainable financial ties. Often it is believed that commercialization is the process of searching and attracting investments for continuations of research work.

The commercialization process needs a mandatory component of feedback. It is possible to get an economic result from scientific developments only if it enhances someone's competitiveness. At the same time, it is necessary to convince the final buyer in the feasibility of such a choice, and thereby increase profits not only its own, but also the seller.

Commercialization of technology

These are all participants involved in creating a market product from intellectual property (IP) for profit. In a number of developed countries, the commercialization of technologies is the foundation of competitiveness in its global understanding. These states make maximum efforts for the development of knowledge and innovation.

To the forms that are recorded by the commercialization of intellectual property can be attributed to the use of content, permission to use "know-how", contracts, as well as subcontracts for the implementation of joint R & D, investment agreements, the execution of the Technology Commercialization Center.

Commercialization of market innovation

This is one of the most important conditions for the development of the innovative economy of humanity. The use of innovative marketing is an important part of commercialization, which determines the need for studying it. It is the innovative path of development that will eventually come out of the crisis in which involved world economy. First of all, the state, science, competition, as well as specialists in the field of innovative marketing are responsible for the solution of this problem.

Commercialization is not just an activity that is aimed at developing and promoting product innovation in the world market, but also due to the same actions in relation to marketing innovation approaches, which are intended to organize market activities.

It should be distinguished that the invention is and innovation is the benefits that consumers will receive. Therefore, the inventions should be in demand in the global market, then investors and actually the inventor will receive the expected benefits. Commercialization is not a substitution of marketing concept, it is a paradigm of innovative marketing activities, since it is associated with the formation of the market, its transformation, management of the life cycle or company.

The main objectives of the use of intellectual property objects

You can allocate two main objectives:

As the main criteria for the feasibility of patenting, the following can be noted:

economic efficiency;
technical characteristics of the object;
availability of demand and sales market;
know-how;
the significance of the invention for the development of science and technology;
increase competitiveness.

To date, the problem of improving commercialization mechanisms is one of the most important aspects of economic development.

Commercialization, innovation, entrepreneurship

The aspects of the application of the theory of solutions of inventive tasks (TRIZ) have been answered to many of the issues of nucleation, research and creation of a product containing an innovative component. However, the creation of the product does not exhaust its life cycle - the product must "go out" to the market, find a "his" consumer and bring the income to a person or a group of people who created the product. If you express this process in three words, the innovative idea should be "born, implemented and commercialized."

The commercialization of innovative ideas should be considered in a wider aspect than just the development and sale of a new product. Not every new product contains explicit consumer value, and not always really a good industrial product, a computer device or software application can quickly find its consumer. That is why the concept of "commercialization" is closely related to the concepts of "innovation", "Entrepreneurship" and "Quality" (Fig. 7.1). This iterative process is launched, it continues cyclically: new solutions that have found their expression in the new product generates new ideas and innovations.

Fig. 7.1. The relationship between the concepts of "innovation",
"Entrepreneurship", Commercialization "and" Quality "

Indeed, the new product will not find the road to the market if it won't have a new value (New Value) for the user, if there is no favorable feature (facility) to implement it during this period of time and if it does not contain a set of useful functions, which will sufficiently satisfy consumer expectations (Consumer EXpectations).

Thus, the commercialization of the product as the creation of a new value and the subordination of the activities of the profit learning goals is a complex and multifactor process, closely related to the processes of embodying ideas in the product! This is the availability of an idea containing an element of a new knowledge, an understanding of the possibility of its implementation (even if even with limited resources), the search for like-minded people, the creation of the team, the attraction of financing, the sale of the product, the protection of intellectual property, the conclusion of the product to the market, assessing its prospects. And this is what constitutes the basic basis of entrepreneurship!

It is appropriate to set a few questions here. Entrepreneurship and business is the same thing? Can anyone become an entrepreneur? Entrepreneurs are born or becoming? Is it possible to learn this? And what should I do for this? Questions are really important, try to answer them in general.

Obviously, with the development of the economy, the image of a person who opens and developing his business has undergone major changes. Table 7.1 shows the comparative characteristics of the businessman of the 90s and the entrepreneur of the mid-2000s. The difference is obvious! Not the latter role was played by information technologies introduced into the business culture of openness.

Table 7.1. Characteristics of the business man of the 90s of the twentieth century
and modern entrepreneur

90s	Present
The founder of the small business enterprise, which is usually its owner	Full entrepreneur organizing an effective start up or has an effective company
Sole boss	Recognized leader
Acts alone or with a small group	Operates in the community of like-minded people and partners
Closed, secretive, goes to contacts in exceptional cases	Outdoor, inquisitive, inquisitive
Rely, mostly for their strength	"Networker" (person forming business contacts by informal social communication)
Does not like to risk, uses the situation when he sees that it is more favorable for him	Looking for informal opportunities, sees them and uses to create a new value, soberly assessing possible risks
Specifically for the Nativity (intuitive)	Acts according to the business plan
Own, often instant decisions caused by the response to the situation	Consistent decisions made on the basis of real facts and plans
Property mainly in men	Mixed joint property (founders in different shares may be men and women)

Previously, the activities of any company belonging to the category of small business enterprises automatically relate to the entrepreneurial, and the person who opened the company considered the entrepreneur. However, by the end of the twentieth century, they came to understand that this activity would be entrepreneurial, if the resulting product containing a new solution (Innovation) and a new value (New Value), created on the basis of innovation. Such activity leads, as a rule, to the creation of new niches of the market and forms a "its" consumer.

A vivid example of entrepreneurial activity in the 70s can serve as a fast food system (Fast Food), which quickly won the world. They differed from small classic cafes (small business enterprises existing most often on family contract) by offered a new consumer value - saving consumer time and improving his mood, based on high-tech equipment for the rapid manufacture of standard dishes, good service, friendly personnel. Such a model has significantly increased business efficiency, formed a new market and a new mass consumer!

Due to the fact that with the development of the economy and technologies, the emergence of new business models, the point of view (focus) on entrepreneurship was constantly changed, several definitions of the concept of "entrepreneurship" have developed (Table 7.2). The definitions presented in the table do not give, of course, to fully determine the concept of entrepreneurship, since they are limited to time smi, economic and technological framework. However, it can be seen that later definitions include keywords "favorable market opportunity", "uncertainty", "risk", etc.

Table 7.2. Definition of the concept of "Entrepreneurship"

Definition	A source
Obtaining profits, acting in conditions of uncertainty and risk	F. KNIGHT (1921)
The implementation of new combinations in organizing a company - new products, new services, new sources of raw materials, new production methods, new markets, new forms of organization	J. Schumpeter (1934)
Action in conditions of uncertainty, coordination of production resources, introducing innovation and capital provision	B. Hoselitz (1952)
Targeted activities with the aim of initiating and developing a profit-oriented business	A. Cole (1959)
Moderate risk taking	D. MC Clelland (1961)
Solutions and assessments in management of limited resources	M. Casson (1982)
Creating new organizations	N. Gartner (1985)
Pursuit of a favorable market opportunity without refundable resources currently available	H.Stevenson, M.Ruberts, & H.Grusbeck (1989)
Pursuit of a favorable market opportunity regardless of resources available at the moment, but taking into account the preceding the results of the choice made by the founders and their experience in the industry	M.HART, H.Stevenson & J.Dial (1995)

In this sense, in our opinion, the most adequate definition contains the book of Peter Draker "Innovation and EntrePrenership" (1985): " Entrepreneurial management is to meet the new needs and desires of users, the solution of new issues of consumers through the use of new opportunities. "

Jeffrey Timmons said this later and Stefan Spinelley in the book "New Venture Creation: Entrepreneurship for the 21-St Century" (2003): " Entrepreneurship is an image of thoughts, reasoning and actions, fully captured by the opening opportunity of implementation, striving for a holistic approach and balanced leadership».

Using the definition of A. Cole (1959), we can conclude that the ultimate goal of civilized entrepreneurship is to extract profits by methods and means that are not contrary to moral and legal laws, the social basis of the life and development of society.

After analyzing the above definitions, our definition of entrepreneurship can be formulated as follows: .

The definition contains key phrases that determine the realities of the new time: "Creating a new consumer value", "high-quality unique product", "Product output to the market (commercialization)", "a civilized way of extracting profits". From here it follows that:

At the same time, the totality of resources is not limited in advance - it may be material, financial, informational, competence, intellectual, legal, etc. Hence it also follows that not every person engaged in the business is an entrepreneur.

From the definition of P. Draker, it can be seen that entrepreneurship can be trained, i.e. Generate the necessary competencies to implement entrepreneurial management.

Above it was shown that entrepreneurship has its own part of an innovative component. What is innovation? In the book "Business Design. Why Project Thinking There is a future competitive advantage "Roger Martin (R. Martin" The Design of Business. Why Design Thinking Is The Next Competitive Advantage, 2009) gave a very Cream definition of the concept of "innovation":

In general, innovation is the result of a process consisting of the following stages:

· Generating new ideas containing new value for use;

· Investing resources in the development of new knowledge on the basis of new ideas (scientific research, project development);

· Getting and understanding new knowledge, implementation of technology or solutions based on it;

· Getting a new value or advantage over analogs (if any) after the introduction of a new knowledge

· Implementation and / or commercialization of new knowledge (innovation development) in human life processes;

· Absence in practice or on the market of the same effective analogues in the period up to 2 years.

An innovative product ceases to be innovative when filling the market with products with similar properties and characteristics. Hence the question arises: where and how does an entrepreneur find out and use innovation?

You can specify six sources of innovative features:

· unforeseen - unexpected illumination of the idea, unplanned success or, on the contrary, failure, a non-standard event, which is nevertheless a favorable continuation;

· inconsistency - the difference between the fact that "what is" and how it seems how it "should be";

· upholstery - the need associated with the work (task), which must be performed to obtain a sustainable competitive advantage;

· changes in the market structure - phenomena associated with rapid growth, convergence of opportunities and transfers of technologies, the appearance of new business models;

· demography - changes in numbers, age, composition, level of education and income of the population are significantly affected by what when, where and in which volume will buy;

· changes in moods and perception - the formation and development of the culture of society, tastes, fashion, habits;

· new knowledge - The scope of reflection and consolidation of the results of the development of science, technology, methodologies and technologies, on the basis of which new concepts, ideas, innovative proposals and development are created.

Thus, it is possible to define the concept of "innovative process" as follows:

The innovative process includes:

· Formation of an innovative idea;

· Search for investments in research and development development (R & D), in creating new knowledge, intellectual product, in a business model, technical (technological) development, product, invention.

· Initiation of innovation, creating conditions for the implementation of an innovative idea;

· The process of scientific research and the creation of the actual intellectual product;

· Protection of intellectual property;

· Selection and audit on the possibility of commercialization of the most promising developments;

· Marketing innovative products and assessment of economic efficiency;

· Start-Up - organization and formation of future production;

· Release (production) of innovation;

· Commercialization (business implementation) innovation, product conclusion on the market;

· Promotion of innovation, informing and advertising an innovative product;

· Diversification, wider distribution of innovation.

The life cycle of innovation is a combination of interrelated processes that form a closed, completed development turnover for any time interval and has the following stages (Fig. 7.2):

· Pure science: Stages of initiating the creation of innovation and conducting NIR or R & D - often on the enthusiasm of ideas implementers. Costs do not give quick returns. Risk investment is used, a frequent occasion - investing venture capital. The risk is a significant probability of obtaining the development in the future, which is difficult to commercialize. The stage ends with a prototype display possible user. The main players of this stage are scientific and technical enthusiasts, entrepreneurs who see the potential features of the idea and product.

· Early market: Conclusion to the product market (innovation) and initial profit after compensation for the cost of initiation and R & D. Possible both sales growth and the complete collapse of the implemented idea (fall in the "abyss"). The main players are sedatives with developed intuition, allowing them to take off over the "precipice".

· Stormy sales growth new product (product, services), formation and development of the market. At this stage, the innovative solution passes a decisive check - if the product mainly meets the needs, then the growing sales growth is possible (the effect of "Kegelbana"), if the product is expecting, we expect a mass consumer, then this leads to a situation when the product is maximum Quickly leaves "from the wheels" (the effect of "Tornado"). The main players are pragmatics, "businessmen-innovators", picking up a new product.

· "Main Street": Achieving a stable state of maximum sales and / or obtaining maximum profits from the production and sale of the product. The emergence of similar products in the market. Stage of sales drop. In some favorable situations, it is possible to increase sales at the expense of prolongation efforts (aggressive advertising, informing about the new properties of the same product, marketing activities for heating demand, etc.), this stage ends with the output of the goods from the market, search for new ideas and opportunities for Formation of the following innovation. The main players are classic "businessmen-conservatives" receiving stable sales income.

Fig. 7.2. Innovation life cycle

In some cases, the life cycle of innovation for the entrepreneur can be completed immediately after the R & D stage is, as a rule, the commercialization of the product obtained by transferring technology, full or partial transfer of rights to the product, sales of copyright.

A report should be made that a high-tech high-tech product cannot be innovative for a long time. Innovative, he may be, for example, during the stage of rejecting the market and start the growth of sales - before the market filling the analogue market, which "picks up" and is produced by competitors. As experience shows, the term of the introduced innovation is from one to three years - it is such a period of competitors for the mass creation of analogue of the innovative product (Chinese manufacturers quickly "pick up" the production of innovative products and quickly remove many analogues to the market, including direct fakes). Nevertheless, at the end of the period, when the implemented development has ceased to be innovation, it can actually preserve the status of high-tech and high-tech, on the basis of which new knowledge and innovative ideas can be created and developed.

It should be noted that the creation of innovations and new business opportunities based on new knowledge is the most difficult process, which is accompanied by the greatest uncertainty and, accordingly, the greatest risks. It is in this case that the innovative entrepreneur is extremely important to have an appropriate level and a set of competencies for the formation and implementation of entrepreneurial management.

Implementation of innovations in the product that contains new consumer value and which quickly finds your user is part of the process called technological entrepreneurship. The basic basis of technological entrepreneurship is to identify new opportunities and the formation of a new knowledge, the development of new technologies and tools, which, in turn, are used to create innovative products. Figure 7.3 shows one of the possible technological entrepreneurship schemes and its result in the form of a miniature memory microcircuit.

Fig. 7.3. Possible technological entrepreneurship scheme

It is appropriate to bring the words of the head of the ASSET Management Company of Franklin Johnson, who finished more than 250 startups: "The task of an entrepreneur is to take a lot of discoveries that are doing scientists around the world, and turn this science into a product that people can enjoy. Initially, we have science, then engineering, and only then - entrepreneurship! " We give several popular technological entrepreneurship slogans:

o Think relaxed, look for innovation!

o Help yourself!

o Speak less and plan - do more!

o Looking for allies!

o Manage Opportunities!

o do quickly, create technology!

o Layout the quality of success!

o Promoting the product!

o Sell value!

o represented success!

Consider the possibilities and ways to commercialize the innovative product on the example of the commercialization of one of the most complex and "unpredictable" products - software. Software occupies a special place in a number of high-tech products.

This is due to the following - heavily unique - circumstances that distinguish the production of a complex quality software product from other activities:

· Software products belong to one of the most complex systems that are created by a person, software by its very nature has a number of essential and inalienable properties, such as complexity, invisibility (virtuality) and variability, which make it difficult to work on its development, implementation, efficient use and accompaniment;

· Methods, procedures and programming processes that work effectively for one person or for a small team when developing moderate sizes, poorly scaled to develop large and complex systems (i.e., systems consisting of millions of lines of code and requiring several years of work of hundreds software developers);

· The speed of changes in computer and software technology creates the need for new and evolving software products - custom expectations and competitive struggle arising in such conditions significantly make it difficult to produce high-quality software in a short time;

· The teams of software workers should be dynamic and easy to adapt to new technological systems, but the programmer's work is largely creative and developers, as a rule, consist of creative personalities of various qualifications - and is often very difficult to bring them to "a common denominator ";

· Each successful program project is also unique and individual, it is similar to a mosaic with a complex pattern, and therefore it is very difficult to highlight a certain basic "process-cliché" from it, which can always be applied in further development; At a similar reason, it is difficult to put the production of complex and unique on the stream, since often it requires the creation of a concomitant specific software "toolkit" to develop, optimize and testing;

· Key areas of the software development process must necessarily be "shipped" into a specific environment of organizational and auxiliary processes of infrastructure creation, version and configuration management, distribution of responsibility, industrial and administrative control, internal audit, staff training, regulatory management "Supplier-Buyer" and etc;

· And finally, one of the specific programming problems is that its productivity is growing very slowly - according to some estimates, the average programmer is able to create 60-80 full-fledged operators per day. In addition, these estimates should be reduced for large systems, since the probability of increasing the number of errors in complex systems increases in proportion to the complexity of the system.

About the complexity and invisibility of the software product and in connection with this motivation of the creation of specialized IT management methods, the most clearly stated in the magnificent book of Frederic Brooks "How Software Systems or Mythical Man-Months are created". Here are several statements by F. Brooks on the complexity and invisibility of software objects.

Complexity. The complexity of the software objects is more dependent on their size than, perhaps for any other structures created by the person, since no two parts of them are similar (at least above the level of operators). If they are similar, then we combine them into one subroutine, open or closed. In this regard, software systems have a deep difference from computers, houses and cars, where repeated elements are abundant.

The digital computers themselves are more complicated than most things manufactured by people. The number of their states is very large, so they are difficult to understand, describe and test. Software systems have the number of possible computers.

Similarly, the scaling of the program object is not just an increase in the size of the same elements, it is necessary to increase the number of different elements. In most cases, these elements interact with each other non-linearly, and the complexity of the whole grows much faster than linearly.

The complexity of programs is essential, not a secondary property. Therefore, descriptions of software objects that abstract on their complexity are often abstract of their essence. Mathematics and physical sciences in three centuries have achieved great success, creating simplified models of complex physical phenomena, receiving properties from these models and checking them by experimentally. It was possible due to the fact that the difficulties that were ignored in models were not essential properties of phenomena. And it does not work when difficulties are essentially.

Many of the classical difficulties of software development arise from this complexity of the essence and its nonlinear growth with increasing size. The complexity is the cause of the difficulty of communication between the participants of the developer brigade, which leads to errors in the product, exceeding the cost of development, tightening the performance of work schedules. The complexity is the reason for the difficulty of transfer, and even more so understanding, all possible states of the program, and it arises from here. The complexity of functions is the cause of difficulties in their call, which is why it is difficult for programs to use. The complexity of the structure is the cause of difficulties in the development of programs and adding new functions so that no side effects arise. The complexity of the structure serves as a source of non-unified states in which the protection system of the final software product is violated.

The complexity is the reason not only technical, but also administrative problems. Due to difficulty, it is difficult to exercise, and as a result, conceptual integrity suffers. It's hard to find and keep under control all the free ends. Training and understanding becomes a colossal load, which is why the flow of labor turns into a catastrophe.

Invoidance (virtuality). The software product is invisible and nesuvualize. Geometric abstractions are a powerful tool. The plan of the building helps the architect and the customer to assess the space, the possibility of moving, species. The contradictions become obvious, you can see omission. Large-scale drawings of mechanical parts and volume models of molecules, being abstractions, serve as the same purpose. Geometric reality is seized in geometric abstraction.

The reality of the software is not embedded in a natural way into space. Therefore, he does not have a ready-made geometric view just like the area seems to be a card, silicon chips - diagrams, computers - compound schemes. As soon as we try to graphically present the structure of the program, we discover that not one, but several non-oriented graphs imposed one on the other. Several graphs can represent control streams, data streams, dependency schemes, time sequences, namespace ratios. Usually they are not even flat, not that hierarchical. In practice, one of the ways to establish conceptual control over such a structure is circumcision of connections until one or more counts will not be hierarchical.

Despite the progress made in limiting and simplifying the structures of the software, they remain niffordable by their nature, thereby depriving us of one of the most powerful instruments of operating concepts. This disadvantage not only makes it difficult to the individual design process, but also makes it seriously difficult to communicate between developers.

The complexity and specificity of the methodological procedures and software development processes and management of software projects are completely clearly visible from the names of magnificent books written by the IT business centers: "Survive only paranoids" Andrew Grove, the "way of Kamikadze" Edward Yordan, "Stay Alive" Steve McConnel "Like the mouth of the cats" J. Khanka Rainawer, "Radical IT project management" Robert Tomsetta and, finally, "a mental hospital in the hands of patients" Alan Coper. In all these publications (about the book Frederic Brooks was mentioned above) containing colorful and other cases a dramatic description of the real experience of business management of large projects for the development of complex software products.

The success of the company largely depends on its ability to establish and protect its advantage in the market, which affects the ability to generate new scientific and technical achievements. The process of commercialization of innovation differs depending on the industry, in some, for example, innovation depends more from scientific breakthroughs, in others from the product and developing an innovative process.
The state policy to facilitate innovation and their commercialization may be more effective when changing conditions are recognized, leading to success in various industries can eliminate many barriers with which companies are faced at the stages of innovation, from the appearance of up to maturity.
Innovations require that the inventions be reduced to practice that new products, processes and services are designed, manufactured and accepted by users.
There is no universal model that is exactly depicting the innovation process, because innovations are generated differently in various industries and meet the various needs of the market. For example, innovations are closely related to scientific discoveries and follow a linear path from production to marketing, however, such a circumstance arises when firms begin to build production facilities, while the product is tested. Innovations can be quite centralized in several manufacturers who act as integrators of components from a wide range of suppliers, product cycles, a length of several decades, where manufacturers work closely with users, defining product specifications and costs.
The nature of the markets imposes various restrictions on the innovation process, but science, technology and innovation are associated differently in different industries. These observations indicate that innovators use many different ways through an innovative process, and that attempts to facilitate innovation and commercialization of new technologies should differ in the form of implementation.
The state policy regarding innovation is based on a linear model of innovation, in its simplest form, this model assumes that innovations begin with new scientific research, continue consistently through the product development, production, marketing, completed successful sale of a new product, process or service.
Thus, the linear model suggests that the method of supporting leadership in the markets of high-tech goods is and supporting leadership and fundamental scientific research. Despite the widespread distribution of the linear model, it has several disadvantages that limit its use. Science plays an important role throughout the entire innovation process by providing information in which problems are defined in designing, manufacturing or another stage of the innovation process.
Innovation, as a rule, are an iterative process in which structures should be constantly tested, evaluated and processed before the invention. Innovations are the process of samples and mistakes, finding workable solutions of well-known or alleged market needs.
Science and technology is best viewed as two parallel flow of accumulated knowledge that have many interdependencies and cross-relations and whose internal compounds are much stronger. As a result, technological progress does not have to depend on scientific and technological progress, the technology itself often dictates its own path of development, just as science often considers how to act within various paradigms, how to identify topical problems and approaches to solving them.
Technologies work on a set of procedures, determining the relevant problems and details of a particular knowledge associated with their solution. Each technological paradigm determines its own concept of progress based on its specific technological and economic compromises.
The technological trajectory is the direction of promotion within the framework of the technological paradigm. Technological knowledge is often preceded by scientific knowledge and sign on the profitable direction of the study.
Commercialization is an attempt to profit from innovation by incorporating new technologies in products, processes and services for further realization of them in the market. Decisions for the commercialization of new technologies are made by individual firms, closely related to the features of the innovation system in which the company works. Manufacturers must assess the likelihood of providing funding from an internal and external source, their ability to develop or access industrial equipment and consumables, as well as the size of potential markets. Without the relevant infrastructure, to maintain the efforts of the company cannot be confident in the return of their investments and victory over competitors.
Since the transfer of knowledge is a process, with which the firms learn from each other.
Composite part of knowledge - technology transmission, this means that the technology under consideration should be recreated in its entirety and ambiguity. The purpose of technology transfer is the commercialization of this knowledge - technology and thereby bring it to the market. Commercialization is considered the last stage of developing a new product.
In order to obtain a more detailed analysis at the Commercialization stage, we propose to consider the scheme of the basic steps to commercialization (Fig. 1).

Tutorial contains a wide range practical recommendations, whose goal is to form the readers for the skills of building an effective business based on both promising scientific and technical developments and on the original management decisions. The manual can be used in management personnel training programs and specialists of various levels for the national innovation infrastructure, as well as employees of enterprises whose functions include the management, production and promotion of the new product. The manual can also be used for self-preparation.

From the series:Educational innovations

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Company LITRES.

Transition from the idea of \u200b\u200bthe market: technology commercialization

1.1. Technology commercialization process

Commercialization of technologies is a process by which R & D results are transformed in a timely manner into products and services in the market. This process requires an active exchange of ideas and opinions on issues of both technology and the market. The results of the commercialization process make benefits not only in the form of returning investments in R & D, but also in the form of an increase in the volume of production, improving its quality and price reduction, help determine the requirements for employee training to ensure the work of the company in already existing on the newly created markets. It is the commercialization of technology that is often the main driving force that causes the creation of new and rejuvenation of old industry sectors.

What is today understanding by commercialization? Another 10-15 years ago, in Russia, such a word either in a professional nor in domestic use simply was not. In the early 90s. XX century This term came to our country together with foreign projects, the purpose of which was to find and buying Russian technologies to implement them in Western markets. From a market point of view for the West, it was stupid to lose the opportunity to search and acquire more interesting inventions and technologies for small money, based on the use of which you can build a new high-order business.

Since then, the situation has changed significantly. Today, commercialization is primarily building a business based on the results of scientific research, in which, as a rule, the authors themselves are also involved, and the participation of foreign partners is not necessary. Quite often, scientists understand the commercialization of the process of finding and attracting additional funds to continue their scientific research. This is the root of an incorrect representation. The essence of commercialization in the construction of a "device for generating money", i.e., business generating sustainable financial flows.

Currently, two definitions of the concept of "commercialization of R & D and Technologies" are used, each of which reflects the essence of this term in its own way:

Commercialization- The first stage of the privatization of the state-owned enterprise, on which the enterprise managers are responsible for the financial results of its activities, and the state terminates the provision of subsidies to cover damages from economic activities.

Commercialization of technology- The form of a technological transfer, in which the consumer (buyer) acquires the rights to use knowledge and pays them to the owner (technology developer) in one form or another remuneration in the sizes determined by the terms of the license (or other) contract between them.

The commercialization of scientific developments and technologies is uniquely associated with an innovative process, innovative activities, during which scientific result or technological development is implemented to obtain a commercial effect. Ideally, the interested customer or the consumer pays for R & D or licensed technology, and so necessary funding comes to science and developers.

However, this idyll "Science - Technology is money", as well as the promotion of the innovation process from the beginning to complete, requires a mandatory feedback with intermediate results and the market, because money can be obtained only from the market, and it is possible to implement a scientific result or technology case if they are able to strengthen someone's competitive advantage, convince the final buyer in uniqueness right choice And thereby bringing or increasing the profit of the seller of the new product.

Commercial forms of technology transfer include licensing agreements on the transfer of rights to the use of technical documentation; providing rights to use intellectual (industrial) property and know-how; agreements on the work of type "Engineering"; contracts and subcontracts for joint R & D, the transfer of scientific and technical data, software; Investment agreements. Commercial forms of technology transfer include agreements for the creation, retrofit and modernization of production and other objects; Production and other training; technical assistance; The supply of individual samples of products under which the disclosure of production (commercial) secrets of the owner of scientific and technical knowledge and stipulates the conditions for the acquisition, concessions, transmission and protection of its rights.

Commercialization of technologies usually requires more time and costs than previously assumed, and during its implementation not only the right decisions are taken, but also make mistakes. The commercialization process is associated with a high degree of uncertainty, so the planning of innovation and this activity itself is more reasonable to implement, using the so-called project approach, that is, the management of the commercialization process as an innovative project.

Innovative project- This is a complex of interrelated activities aimed at achieving the tasks for the specified time and with the established budget during the verification and refinement of the idea of \u200b\u200bcreating a new product, including the forecast of its market attractiveness when selling experienced parties. The purpose of the innovation project is to obtain confirmation of the planned technical, technological and commercial parameters of further business, i.e., justification of the business plan of the investment project of mass production, sales and after-sales service of the developed goods.

Discussing key factors for the commercialization of technologies that determine the success of the innovative project, usually allocate three main groups of parameters:

Actually technology (its level, competitive advantages, market);

The necessary resources (among which financing often put forward in the first place);

Management (under which they understand both the presence of relevant bright leaders and a specific management strategy reflecting, in particular, an understanding of the laws of entry into the market).

As repeatedly emphasized in the literature on investing practice, the decision to finance the innovation project is determined not only and not so much technology as management. Money is not provided by technology, but people who manage an innovative project. A decisive role is played by a convincing management strategy.

1.2. The need for innovation. Creature of innovation

Involvement in the economic turnover of the fruit of intellectual activity of a person is the basis of the modern world economy. A simple exchange of goods in demand to meet the basic needs of a person long passed stage. Today, the economic institutions of all developed countries of the world are focused on the search and formation of such human needs, the satisfaction of which without serious research work is simply unthinkable.

Modern consumer goods are the fruit of the work of many thousands of engineers and designers, economists and psychologists. What makes engineers and marketers moving progress, filling the already beautiful car dozens of electronic assistants developed using hundreds of engineering solutions, each of which in itself the result of many years of research of dozens of scientific institutions? Why "invent a bicycle", when people learned more than a few centuries ago on two-wheeled aggregates leading to muscular power? What makes the buyer upload all new and new "millions" for satisfaction all the same, at first glance, needs? What are the inventors and engineers guide, dozens of times redrawing the same knot, for some reason trying to improve its functional indicators percent?

The answer to all these rhetorical issues gave an outstanding scientist-economist in its works, the author of the term "innovation" and the founder of the theory of innovation Joseph Aloiz Schumpeter.

What is the essence of innovation? Schumpeter writes in his works that this is "the role of the innovator in attracting such decisions to the business that will allow him to get super-profits compared to competitors." That is, the main task of innovative activity is an increase in business profitability by attracting any new solutions and technologies in this area.

An entrepreneur who first began to use something new, unconventional in his business, or for the first time, a new product offered on the market, it receives a unique chance to conquer the loyalty of buyers. It was such entrepreneurs Schumpeter called "innovators". When the remaining market participants are focused and also begin to offer its customers a similar product, this product will already cease to be a novelty and bring super-profile - innovation will make its cycle and become a traditional product. To obtain the next superconduct, the following innovation will be needed, etc.

In fact, we are dealing with a monopoly, which is formed for a while, until competitors have learned to produce a similar product. This monopoly was named "Innovative Monopoly". The dream of any businessman is to be a monopolist, and the use of innovation is the unique chance that allows this legitimate monopoly to gain.

Thus, the attractiveness of innovation activities for business is to gain the possibility and right for a certain period to become a monopoly seller in the market, dictating the price of its unique product within the consumer's purchasing power.

Defining the functions of the participants in the commercialization processes, two more concepts characterizing the difference in the approaches of the typical author and the manager should be identified. Often, its contribution to the misunderstanding between them makes the difference between the values \u200b\u200bof the terms "Scientific Activities" and "Innovative Activities".

Dictionary of Economics and Finance. Glossary, RU:

Scientific activity- Intelligent activities aimed at obtaining and applying new knowledge for:

solutions of technological, engineering, economic, social, humanitarian and other problems;

ensuring the functioning of science, technology and production as a unified system.

Innovative activity- Activities aimed at the commercialization of accumulated knowledge, technologies and equipment. The result of innovative activities are new or additional products / services or products / services with new qualities.

Existing definitions are correct, however, more specific definitions should be introduced for our understanding. As part of the training specialists in innovation at the Faculty of Innovative and Technological Business of the Academy of National Economy under the Government of the Russian Federation, the following brief definitions were adopted:

Scientific activity- Use of resources to generate new knowledge.

Innovative activity- Application of new knowledge to generate profits.

IN last years Due to the popularization of innovation, including the highest officials Our state, in society began to develop not quite the right understanding of this term. The overwhelming majority of scientific and technical workers and researchers began to call themselves innovators, referring to the fact that the essence of innovation in the generation of knowledge. This is a deep delusion. Knowledge generation is one of the key problems of humanity as a whole. it required tool The existence and development of human civilization. Generation, preservation and transfer of knowledge to descendants is a global issue of creating a scientific and cultural heritage of any modern state, but not a question of innovative entrepreneurship.

Thus, innovative activities and commercialization are essentially its microeconomic categories that operate in the interests of specific business entities. Abused misunderstanding of the differences between scientific and innovation activities, many scientists replace the concepts and are trying to find new sources of financing for their research activities under the banners of commercialization.

An entrepreneur, which, as a rule, is a commercialization project manager, oriented in a completely different way. For him, the main thing is profit. For this, he is ready to use his knowledge, skills, guesses, intuition. Attracting the authors of technology into the project and the use of their knowledge is subject to all the same goals - profit.

It is interesting to note that in the context of the modern economy, consumers become, on the one hand, are increasingly educated and demanding, and on the other - more and more dependent on manufacturers. Manufacturers in vain offer increasingly perfect and intricate goods and services, convincing buyers in the fact that it is this product for them (consumers) is currently absolutely necessary. Each seller simply plays his role "Innovator", trying to become a monopolist for a moment. It is nothing but a manifestation of a competitive struggle, the victory in which is almost impossible without the use of such weapons, like a new, "innovative" product.

Fashion on innovation comes every six years. Each new generation of top managers with enthusiasm enters the path of the search for another innovation, which will turn over the world, and it is facing everything with the same difficulties - with the need to spill weeds that drifting the fragile sprouts of innovation. Over the past 25 years, at least four waves of tightening competition, which means that the wide popularity of innovation have been rolled.

The first one came to the end of the 1970s - the beginning of the 1980s. This time is Apple and IBM, Sony Walkman players and Toyota cars. At the same time, the patience of the concept of integrated, or "total", quality management began.

The second wave floated in the late 1980s. Then companies urgently conducted reorganization to avoid aggressive absorption. Companies have created new units, in order to earn themselves on their ideas, and not to play monsters like Microsoft. In addition, in the reorganization era, products that could instantly conquer the world market were in honor.

The third wave spawned the Internet boom of the 1990s. Many mature companies began to look for fundamentally new business models. Traditional companies "from blood and flesh" rushed to create autonomous Internet projects, often not related to the basic business, and even those who configured him.

The current innovative wave rose into a completely different setting. Realizing that it is impossible to infinite new enterprises, and freed from the char of technologies, the company aimed at organic growth. General Electric, IBM and other surviving giants began to consider the development of innovation as part of corporate politics. This time the main form of innovation is new products that meets new consumer requests. Innovations such as iPod Apple and Procter & Gamble Swilfer Mops can be considered in this era.

How to convey before understanding the buyer, what should he buy a mobile phone made by our company? It is necessary that it stands out from a variety of similar devices. For example, you can combine a mobile phone with a camera. Will it be better and better to call and perform the main functions? Unlikely. But it will be bought with a slightly greater probability.

For the first time, mobile phones with a built-in camera put on the Japanese company J-Phone in 2000 in 2000. Already in 2003, every sixth (!) Mobile phone sold in the world was equipped with a built-in camera. In 2006, this figure increased twice.

When such devices appeared only, the quality of photographs left much to be desired. On the resulting frame, it was possible that it was possible to distinguish the main motifs of the image, without a claim for photographic accuracy. Modern camephons allow us to take pictures of good quality comparable to the digital apparatus of the initial level. Some models today can boast quite decent optics and resolution.

It is a competitive struggle forces producers to invent increasing all the more sophisticated ways to distort the submission of the buyer about his needs in such a way that at the sight of a new product he immersed in Nirvana and felt that he finally found exactly what he currently needs. Given the high degree of intentibility of the modern buyer, the "ideal" product can be only a certain new offer, including based on the use of R & D results in the production of this product. Obviously, before letting a mobile phone with a built-in camera, J-Phone has conducted a significant amount of research and technical testing of its new products.

It's funny that a long time for investment in a new high-tech business was regarded by experts as "unreasonable investments". As I wrote in 1938, Gleason Archer, "Fifteen years is the average period of testing, during which the inventor, manager and an investor who see the bright future of the invention may lose pants. Social need for a great invention is usually developing slower. That is why prudent capitalists hold away from the operation of new technologies. " Even today, part of companies with new technologies to the market adhere to the principle of "all or nothing" - and nothing intermediate. There is an inability to apply the principles of managing commercialization processes. The company "ATTRINARD" invest money and watch from: Does the market be able to seize, will be lucky with random factors? In some it turns out, most - now no longer. The new rhythm of the modern economy requires a more thorough management of new products to the market.

How to pave the way from the idea of \u200b\u200bthe new product to the end buyer? This path is not easy and enough long. Hundreds of new devices are invented daily, thousands of patents around the world are recorded. Hundreds of doctoral dissertations are defended - and all "for the benefit of man." The volume of human knowledge is milked daily. Obviously, the Public Institute of Science is built on the principle of a deferred economic effect. Today we invest tremendous funds in research and development, and perhaps, in a few decades, humanity will feel the positive effect of today's effort and costs. However, any entrepreneur is interested in receiving profits today, therefore, in its interest, carry out the transition from the result of scientific research and development directly to the market, that is, to profit.

1.3. Transition from ideas to the market

To begin with, we define the conceptual terminological apparatus. So, the idea. What is usually implied by this term? He has a lot of definitions, for example:

Explanatory dictionary of the living Great Russian language Vladimir Dalya:

IDEA, Well, lat. The concept of things; Understanding, presentation, imagination of the subject; Mental image. II thought, fiction, invention, fiction; II intention, intent.

Explanatory dictionary of the Russian language D.N. Ushakova:

IDEA, and, g. [Greek. IDEA]. Thought, the concept of what-n. Subject, comprehended by the mind image.

Great Soviet Encyclopedia:

IDEA (Greek IDEA) - a form of comprehension in the thoughts of the phenomena of objective reality, which includes consciousness of the goal and projection of further knowledge and practical transformation of the world.

In our case, under the term "idea" we will agree to understand a certain set of mental conclusions, which can be materialized in the image of a certain object or some technology. This kind of technical ideas, as a rule, are the result of many years of painstaking research labor. Even those who call themselves inventors, in the overwhelming majority of cases, generate new knowledge not as a result of insight, and according to the results of sufficiently long reflections on the essence of the problem being solved.

Thus, the idea is a result of mental labor. However, it is worth noting that most technically-oriented inventors are not advanced further stages of the concept. The concept implemented in the form of a finished device or in the form of technological documentation is the following context of knowledge, this is no longer an idea in its pure form. For such promotion, several other abilities are needed, except for the ability to generate technical ideas and solutions.

Modern global economy demonstrates an unprecedented pace. New corporations arise as quickly as small businesses have once been created. Rhythm of economic relations causes all participants to adapt to them. This adjustment is expressed in the need to constantly generate some managerial solutions and use more and more new products in your business, constantly offering the market new products and services. Largely new idea - This is the result of the author's illusion. Illness in the heads occur often, but the success of ideas in the overwhelming majority of cases is determined by a successful coincidence. An example with patents is indicative. They are registered, are transmitted to the authors and become peculiar "trophies" of the inventor - decorate the author's "wall of honor", being evidence of its technical achievements. Many and unreasonably expensive technical solutions included in new or modernized goods that do not achieve planned success in the market.

Some technologies do not succeed, because they are trying to apply in products, the demand for which is not currently missing and never, most likely, no longer appear, despite the expectation of such demand by promoting the company's product. In other words, the authors of technology and the product were mistaken in predicting potential demand for it. Other technologies continue to be in search of goods in which they can be applied, sometimes for decades remaining unclaimed. After that, they go into the category of those technologies that have not achieved success, because their stated characteristics no longer comply with modern needs or because they no longer attract sufficient interest or require too many resources to re-demonstrate opportunities.

As a result, an independent entry into the market for some technologies has a number of irresistible obstacles. As a momentary miracle, some technologies appear for a moment, and no longer heard about them. Their problem is in positioning and bringing information to a potential buyer. They could not find an adequate path of penetration into the market, they did not come out to fit into a steady commercialization process based on purely competitive advantages.

To understand what the mistakes of such technologies consisted, it is necessary to know where the greatest risks are taken in the commercialization processes and what is their nature. After analyzing dozens of examples, you can summarize the typical stages on which the situation is most likely to occur when things begin to go not at all as it was originally planned:

Lining the adequate interconnection of the essence of the proposed technology with an existing market opportunity.

Transmission of technology topics in whose competence to allow or prevent its distribution.

Development of technology to stage sufficient to aware of its true potential, including an understanding of whether its cost will be effective in terms of achieving scheduled results.

Mobilization of adequate resources for technology demonstration.

Successful technology demonstration in that context, in which it will be used.

Mobilization of market tools needed to achieve market success and profit from the sale of technology.

Promotion of the finished product among the audience, which is usually configured skeptical.

Choosing a suitable business model for business implementation within the framework of the relevant sector of the economy.

Building a sustainable innovative business in order to obtain stable profits from technology implementing.

In fig. 1.1 shows five main stages characterizing the implementation of the commercialization process.

As can be seen from the drawing, on the way new technology From its primary generation to success in the market there are five stages, or stages. Obviously, each stage is important in its own way. It is worth highlighting any link from the chain - and it will collapse. By analogy with this chain, consider the sequence of value increment in commercialization processes (Fig. 1.2).

Fig. 1.1. The main stages of commercialization and the relationship between them

Fig. 1.2. Commercialization chain

Both illustrations are conceptually similar. Obviously, the generation of idea is always in the first place. In any project commercialization, the role of the author is indisputable. Without the author, the result of R & D itself is impossible. However, it is necessary to make aware that the idea itself does not have the cost. According to the canons of marketing, the buyer is ready to pay only for the satisfaction of his need. How to find a way to convert an idea to satisfy the need? This is the essence of commercialization.

Returning to the value chain of the value of knowledge (Fig. 1.2), it should be noted that this concept is valid for understanding not only the commercialization processes of R & D results and technologies, but also the processes of involvement in the activities of commercial enterprises of any management and organizational solutions. For managerial solutions, the main stages of commercialization remain in force: someone generates a solution, then it receives confirmation of performance (laboratory stage), then takes the form of manuals to action (instruction - a kind of prototype, a model of the future product), then this decision is being implemented in specific divisions. where its effectiveness is investigated in real conditions (the analysis of the small series). If we are talking about simple replicable management solutions, the last stage is also relevant: the selected and tested decision is "started into a series", that is, is introduced in all divisions of the company. For complex management technologies, the implementation is limited to one or several divisions or branches.

To understand how to manage the commercialization processes should be disassembled in detail what, in fact, the tasks are solved at each stage, of which commercialization consists, what is the logical connection between these tasks and what are the role of the main participants in this process.

Stage of generation idea

At this stage, the commercialization project is initiated. The author of the new technical or managerial decision offers something potentially popular in the market. This "something" can be as a product or new process. technical characteristicsAnd some organizational or legal upgrades of the existing business.

In this course, we focus on projects of commercialization of R & D results and technologies, that is, first of all on the innovative technologies that are based on new technical solutions. It is very important at the very first stage of the commercialization process to make a choice where to move in research. There are not much options, or rather, only two.

It is possible to continue scientific research and look for ways to further develop a technical solution and optimization with obtaining more and more scientific and technical results. This, as we have already agreed earlier, scientific activities that have no direct relationship to innovative.

The second option is still initiated by commercialization processes, i.e., engaging new knowledge in a commercial turnover. To do this, you need to establish feedback with the market. The earlier this connection will appear in the project (which can be implemented in different ways), the more effective the project itself will be. Only what is expected to be derived to the market, which corresponds to the moods of potential buyers. There are many examples when indeed breakthrough inventions simply moved their time. In December 1845, Edinburgh Trader (Scotland) Robert William Thomson received a patent for a pneumatic tire. And truly sought-after pneumatic tires were only by the end of the XIX century. With the advent of the first cars. Today is a multi-billion dollar industry.

The storehouse of such examples is the story of Leonardo da Vinci. According to the materials of historical archives, the master made a record (described a certain device) in his diary between 1483 and 1486. \u200b\u200bA few centuries later, a similar device was called "parachute" (from Greek. Para - against and Franz. Chute - Fall). The first descents with a parachute were made by the French - engineer Veranzio (from the roof of a high tower in 1617) and aeronaut Garneran (with balloon In 1797). Interestingly, this idea of \u200b\u200bLeonardo brought to the logical end only the Russian inventor of Kotelnikov, created in 1911 the first Ranger rescue parachute, attached to the back of the pilot. In Has. Humanity did not need a "device against fall." Today, the parachutes are not only a means of salvation, but also the whole entertainment industry.

How to communicate with the market? At a minimum of the project team, you need to focus on the market mechanisms for selecting optimal management solutions. Who should determine the further direction of improving the technical device? Is the author only, the developer? Certainly no. Already at the stage of generation, ideas should be involved in the project of marketers or at least people who have experience in entrepreneurship.

Competition begins to manifest itself on this, the initiative stage of the commercialization process. Already at this point, it is necessary to clearly understand that it is not about the success in the scientific sphere, which can be proud of, telling in detail about the path for which it is worth going to get similar results. If the goal is really commercialization and profit, the R & D results are a potential competitive advantage in the fight for attracting new buyers or hold old. This is exactly what will allow business to defeat competitors and master new markets. The information leakage may cost not just big money - she can bury a business that has not had time to be born.

The competitive struggle on the market of innovative products and technologies begins, as a rule, it is at the stage of generation of idea. Competition of ideas and concepts Anyway, the same cruel, as well as the competition of goods and services, sometimes even tougher.

The high degree of competition at the stage of generation of ideas is well demonstrated by a well-known experiment conducted by Danish Product. In 1972, the company's management decided to spend a large-scale project to search for new ideas and new partners. The Danish Technological Institute of Danish Technological Institute has become an authorized executor of the project. Specialists of this institute have developed the requirements of the company to new proposals. Since 1977, a detailed audit of the highest educational institutions Denmark. The results of this long (up to 1990) of the painstaking study were awesome. Of the 5,000 scientific results considered only 350 (7 percent!) It turned out to be truly original and had no signs of copyright infringement. All other 93% of the technologies were to one degree or another borrowed from each other. Of the selected 350 projects, only 94 passed the next level of selection as satisfied the main demand of the company - patentability. Of these, 30 sentences were brought to production and 15 produced more than 5 years.

This proposal project was subsequently repeated in other countries, and everywhere the ratio of the considered and successful proposals was approximately the same.

The fact that most of the inventions is not commercialized, it is necessary to perceive as proper, without tie it to the peculiarities or disadvantages of a particular technology. Obviously, there is a kind of depreciation in the technology market. They are cheaper, because too many similar technologies are generated at the same time, calling for potential buyers to pay attention to them. Ultimately, the fate of new technologies determine these buyers - investors who decide to make a bet on this offer and build a business based on it.

The example of Chester Carlson (Chester Carlson), which in 1937, was trying to draw attention to his invention in 1937 by all means. He created the technology of electrophotography (or photocopying, which is more understandable to the average man). After in 1937, Ch. Carlson received his patent, he addressed more than two dozen advanced at the time of companies, such as IBM, RCA, KODAK. Its device made it possible to receive clear black and white copies of any documents and images. However, none of the companies seriously consider his proposal and did not provide a cue to the development of the production of such equipment, without recognizing the invention C. Carlson useful and "sold". Only after seven years, in 1944, agreed to allocate required funds Battle Development Corporation, since one of its leading physicists is seriously interested in Carlson's technology.

The opposite example occurred with Ariad Pharmaceuticals Inc. - Biotechnology company founded in 1991 Harvey Berger, the former head of the Centocor Research Unit. Mission Ariad Pharmaceuticals Inc. was to develop new varieties medicinesbased on the transduction effect (the effect of transferring genetic information inside the cell). The overwhelming majority of stakeholders reasoned how important this effect would be, what kind of discovery will be able to play in the treatment of complex diseases, but the effect itself was not well understood. However, due to timely commercialization with the participation of good specialists in this subject area, ARIAD Pharmaceuticals Inc. I was able to navigate in the market conjuncture in time and get investments in the amount of $ 46 million, at the stage of becoming a business - long before the transduction effect itself was studied in detail and demonstrated.

Given the modern popularity of the xerography, it is difficult to identify the reasons why Ch. Carlson was so difficult to find investors for their project, although he demonstrated a working sample device, while Harvey Berger founded the company when the transduction effect itself was not yet really investigated. Moreover, at one time, photocopying technology was absolutely unique - analogs did not exist in principle, but there were a lot of alternative views and concepts related to the solution of the problem of transferring gene information inside the cell, and nevertheless Harvey Berger founded his company and was able to get multimillion investments.

Comparison of these two examples will always be subjective. One of the explanations of the paradoxicality of what happened can be found in the known expression "invented not by us" or "Not Invented Here".

"Not us are invented" - such an explanation is a phenomenon from the field of public psychology. A peculiar syndrome: other things being equal, someone else's sentence always seems worse than its own. This syndrome is inherent in both technicians who are ready to work endlessly on their own technology, going farther from the decision, instead of paying attention to the fact that the problem has long been solved in other ways and managers who do not notice the proposals of partners and colleagues, since the initiative In this case, it does not come from them.

It happens like this: someone from decision makers on financing commercialization projects adheres to opinion that the most important thing is the technical and functional characteristics of the future product, while other persons with the same powers believe that it is necessary first to navigate On the market situation and most importantly - on time to offer the market exactly what is currently in demand on it. Another reason for such a strong influence of the subjective human factor is the so-called "herld feeling", actively exploited by professional exchange players. The man in nature is used to orient to the opinion of others. All started selling - and I will, everyone buys - and I buy. This "Studity" allows competent brokers to earn money on the billions stock exchange. When considering new technologies, the same psychological factor is working: if a person seemed to a person that public opinion suggests that this direction of technology is unpromising, it will most likely not even delve into the essence of the proposal. However, it is possible that only a dozen opinions of journalists who are not experts in the area under consideration are paid, and professionals know that the future for this technology. Public opinion is an important factor, but, unfortunately, extremely unstable and unpredictable. You can remember how many conversations and public discussions on the topic, which harm human health is caused by mobile phones. However, several billion "tubes" have already sold in the world. Entrepreneurs who have made a bet on mobile technologies, become billionaires.

Stage of cultivation

Recognition of a promising idea and finding her supporters and partners is just a start. Attracting resources and new participants allows the commercialization process to go to the next stage. The idea (or new concept) requires unequivocal confirmation of feasibility. It must be clearly and convincingly demonstrate that the idea is viable and may be based on the future of sustainable business. In fact, this is the stage of creating a laboratory sample, when the idea acquires the type of technology.

At this stage of development of the project, the commercial-help of technology is determined, i.e. the potential to build a business based on it. If the project participants will be shown the feasibility of technology, the advantages of this technology are reasonably demonstrated before alternatives, then confirmation of the commercializability of the project will be obtained.

Despite the fact that in the previous stage, supporters of ideas (concepts) were found or even a certain financing was obtained, the involvement of new partners requires more and more skillful argumentation. One of the reasons for the problems arising from the assessment of the commercializability of technologies is the fact that the promoted technologies and scientific theories underlying them are often not fully studied and there is no single scientific opinion, which would definitely support these approaches.

Consider an example illustrating this fact. The electric regulatory fluid flow was opened and patented by Willis Willis Winslow at the end of the 40s. XX century, and the first mention of the possibility of such an effect was made 100 years before. The effect of changes in the hydraulic characteristics of fluids is that if the dielectric fluid is mixed (for example, oil) with a gridden conductor (metal crumb), then this mixture becomes gel when passing electric current And behaves like a liquid in its absence. Moreover, the change in the characteristics of these mixtures, which today is called the term "smart liquid", occurs almost instantly (the transition time varies from one thousand to one ten-thousand in a second). Moreover, the more electrical voltage applied to the mixture, the less fluid it becomes.

Many applications of this effect suggested itself from the very beginning. These are hydraulic shock absorbers, hydraulic drivers and mechanisms, vice, couplings, valves, and, for example, fishing rods, portable antennas that remain flexible during transportation and can almost instantly find the necessary rigidity and so on. None of these potential Applications technology was not successfully demonstrated up to the 1990s, when, finally, the theoretical basis was developed and a mathematical apparatus was developed to describe the process of fluid flow control processes under the action of an electric field.

Today, this technology is successfully applied in the automotive industry (shock absorbers whose characteristics can be changed by one click on the button in the car), and in medicine (orthopedic prostheses with a variable stiffness in articulations), etc. The real commercial use of technology is lagging behind decades. The reason is that at the time when the project was supposed to go to the growing stage, the principles on which technology works were not fully studied. There was no adequate theoretical description of the essence of the development. Science, technology and society were not ready to accept this technology.

The main task at the growing stage of the technology is to identify and analyze the market prospects of technology, to determine the critical time for which it is necessary to prepare a working sample of a new market product in order to properly materialize the technology in the form of a new product, a new market offer.

Stage of demonstration

Successful passage of the process of growing technology and the rationale for its potential commercializability logically leads to the next stage of commercialization - demonstration of the prototype of a market proposal. In fact, at this stage, it is necessary to move from the laboratory sample (which demonstrates only the technical feasibility of the idea) to the sample of experienced. An experienced sample is the first approximation to the finished product, which can already be demonstrated to potential buyers.

In one Russian institute, over the years, a group of scientists has been studying the behavior of heterogeneous media, in particular the flow of flow consisting of a mixture of a gas carrier with solid powder. As a result of long and painstaking studies, it was found that if you could provide a stable gas flow that carries a fine-abrasive powder, you can create a device for accurate cutting of solid materials. The technology that called the "heterogeneous cutter" is very close to the widely known technology for sandblasting surface surface, however, differs from it a certain scientific and technical filling. It was demonstrated on a laboratory installation placed in a large room, full of various instrumentation, where the experimental stand was assembled. The demonstration allowed us to make sure that this method of cutting materials in principle will be implemented. However, all potentially interested persons, seeing an experimental stand that was impossible to imagine in the separation from the room, did not even want to talk about any investment or partnership, since there was no market proposal yet. The so-called experienced sample was required.

Such a sample must fully respond to most of the questions of future buyers. Regarding the "heterogeneous cutter" it was possible to say that it should be a certain completed device in a separate package, having a certain user interface, derived to the front panel, which does not have binding to any external instruments or highways, with the exception of power and, perhaps , Central highway with compressed air, if this device is presented in the format of an industrial pneumatic tool. In this form, it could be demonstrated not only by colleagues scientists, but also to future buyers - private craftsmen or masters and technologists of industrial enterprises.

When the buyer sees a model of a future product, he can already appreciate this proposal from the point of view of his needs and preferences. It's one thing - to believe that some installation can be "minimized" into the portable unit, and another thing is to see the finished installation, evaluate its dimensions, weight, convenience of transportation and use.

The demonstration of prototypes also makes it possible to establish feedback with buyers, which is important. The device may not be enough mobile, or not enough productive, or too noisy for certain operating conditions. Such information can only be obtained from future users of goods or services.

The demonstration of new products must necessarily be focused on the current state of concomitant technologies and human expectations. The following examples are very significant. The video is a telephone combined with a video camera and a monitor. Now the video conferencing system is no longer surprised, but many do not know that the concept of the video font was proposed by AT & T in the mid-60s. last century. Experienced samples were a rather cumbersome device that was allowed to transmit a fixed black and white image of the interlocutor in addition to providing a regular telephone connection. More was impossible due to the insufficient bandwidth of the then telephone lines. With the advent of color image systems, this barrier has only increased. Even when the image compression systems appeared in the world, the video phones still passed only a fixed image, at best, allowing you to transfer video at a speed of 10 frames per second, which is completely insufficient for a full-fledged video message. Compact, light and reliable video cameras and suitable monitors appeared much later, in the late 80s. An experienced video font sample was ahead of his time for 20 years.

Another obstacle that to this day limits the widespread dissemination of video phones in everyday life, remains a purely psychological aspect. Most potential users want to see the interlocutor, but do not want to see them themselves. Therefore, video link remains a lot of professional video conferencing, where the image is an additional transmission channel of important information, and not just an additional function of the phone.

The second example. The beginning of the 1970s. Praveen Chaudhari, vice president of IBM science, invented high-speed streaming data using a solid-state laser. Overwritten magneto-optical discs using ferromagnetism effects have won recognition much later, in the early 1990s. In the 1970s. This technology was not so in demand: solid-state lasers were still too expensive, there were no need for storage and operational access to large arrays of information, and the exhaust and affordable technology of tape magnetic drives were widely used for storage of archives.

Solved and successfully solved by inventors of magneto-optics The problem of increasing the signal-to-noise ratio over the appearance of available solid-state lasers. Yes, and the need for the market in compact rewritable and capacious media has arisen only with the advent of personal computers in the market, and it's funny that IBM considered the development of personal computers with an unprotected direction.

The compromise between two poles is a fundamentally new functionality of technology and current market expectations - is among the tremendous set of solutions, each of which has its costs and risks. In some cases, it is worth immersed in additional studies that will move into the development of technology somewhat further than was originally scheduled, in others - it is necessary to urgently look for a compromise at the level of the market proposal, it is possible to simplify the proposal to the detriment of the functionality, since at the moment the market is simply not ready To something more.

Stage of Promotion

Very few inventions, ideas and technologies, regardless of how well and deeply they are worked out and demonstrated, are automatically accepted by the market and receive their "deserved" place on it. It is not that simple.

Analyzing the stories of unsuccessful commercialization projects, several researchers immediately received approximately similar data. With respect to about 75% of these projects it becomes clear that they are unsuccessful, only after creating experienced samples and attempts to sell small series of goods. About 40% of the remaining projects reach the most expensive stage - the stage of promoting new goods to the market, and failure comprehends them on this, most expensive from a financial point of view.

The reason for the failures of these projects lies in the field of market relations. Approximately a quarter of all new products and services disappear from the market due to the advent of unpredictable market factors. It was mistaken in the sales forecast, consumer preferences did not take care of the preferences of consumers, cheaper goods replaced appeared, more advanced technical solutions were presented, etc. It was almost impossible to foresee. The elimination of any new product market is a high-profile project, an event with a high degree of market uncertainty.

As if deep managers and marketers, neither analyzed the market conjuncture during the development of the product, to predict the reaction of consumers to the appearance of new items is almost impossible. Technological innovations inherent in the problem of all new consumer concepts - they are forced to create a new, previously not existing market.

It is enough to remember an example with a zipper "zipper." People perfectly accounted for and without a "lightning": traditional buttons cope with their tasks for more than one century. Those who moved the "zipper" market, it took more than 20 (!) Years to form public recognition of a new clasp type. Moreover, the "lightning" was released on the market, not due to the real need for such fasteners against the background of discrediting ordinary buttons, but only on the wave of fashion industry and some new public ideas about modern clothing.

You can distinguish two main directions in promoting new products to the market. First, it should be focused on the conviction of society to take a novelty. It is necessary to work with public institutions, professional communities, the media. New proposals should be fashionable and popular. Creating special free centers where you can test the novelty, the free distribution of new products among professional users in order to obtain feedback and recommendations, the creation of educational units that will conduct new users to train - here are just a few obvious ways to conquer public recognition.

Secondly, the infrastructure of the consumption of your new product proposal should be taken into account, taking into account the technical development of the region, the culture of consumption of this type of goods. It makes no sense to promote new types of gas heaters in a negassed settlement. There must be not only the individuals and consumers themselves are ready for consumption, but also the overall level of technical and consumer culture should be quite high.

The existing infrastructure to a certain extent protects outacious technology. Recall how "tight" came at first the spread of home DVD players in Russia. All the counters were littered with original and counterfeit video cassettes, and DVD discs, firstly, it was quite expensive and, secondly, to find original discs, especially with the translation into Russian, was a whole problem. When the infrastructure for the spread of video monitoring switched, not without the help of "pirates", with video cassettes on DVDs, the market of DVD players literally affected the spirit. Funny that different countries They walked somewhat different ways. Soviet citizens, and subsequently, the Russians practically did not catch the so-called "video components". We had cassette video recorders, and after them immediately won the DVD players market. In a number of countries, there was practically no videotape era (for example, in some countries of Southeast Asia). There the video industry came immediately with video cameras, bypassing the era of the magnetic video. And the DVD era came to replace the CDs.

To make adjustments to well-established consumer preferences, great efforts are often required. First of all, these efforts should be argued by the potential of future sales of new techniques. It is necessary to substantiate the volume of the future market so that it is possible to attract additional resources for the fracture of the situation in the traditional market. The rationale for future sales is based on the identification of market needs and consumer expectations. The problem is that waiting itself and the need may exist only if there is an appropriate infrastructure. To break this vicious circle and solve the problem of "eggs and chicken" often succeeds, only attracting resources that exceed all previous costs of developing the technology itself.

Stage Stability

The purpose of any commercialization is to generate sustainable cash flows based on the application of knowledge and research results. It is necessary to be confident that the business built on new knowledge, firstly, exists long enough; secondly, it will take a significant or tangible market share; Thirdly, it will give the beginning of a new business in a remote future.

In the context of modern society, consumption emphasis in the new business should be done on building a system of regular consumption of your new product or a new service. Extremely indicate an example with household jet printers. It is no secret that a colored inkjet printer, which has enough good consumer characteristics capable of printing an image with almost photographic quality, is not so expensive. You can even say cheaply relatively with the value of the new set of replaceable cartridges for it. Or is it cartridges costly relatively with the cost of the aggregate itself? But this is not so important. The manufacturer may even give you a printer provided that you will later become spare cartridges to it. Thus, the manufacturer makes the main turn on the sale of not the printer itself, and the components and operational (consumable) materials.

The modern cinema provides its visitors to view new movies, passing popcorn and drinks to customers. Revenue of all modern cinemas from the sale of food and drinks exceeds the revenue from the sale of tickets. This is normal. This is a steady, competently thoughtful business.

1.4. Creating an additional cost. The increase in the value of innovation in the process of commercialization

In the previous paragraph, a sequence of the commercialization of a certain R & D result was considered from the idea of \u200b\u200bthe new product to build a sustainable business. It is obvious that as the investments in the project are growing in the listed stages, the number of people involved in it are growing, risks are reduced. All these factors indicate that the attractiveness of the project as it approaches the final increases, which means it is, conventionally speaking, becomes more expensive. What is the nature of the growth value of the project, what ultimately becomes more expensive?

Such unique knowledge is formed at each stage of commercialization. When moving from idea to a laboratory pattern, knowledge gets an additional cost. Knowledge about how laboratory installation works, to demonstrate the feasibility of the new technology, all this costs certain money. At the time of this transition, knowledge from the individual (the idea is always born in the head of one person) goes into the category of collective. As a rule, laboratory settings are created by a group of specialists. Of course, single-owned inventors today are still found, but they constitute Mizere in comparison with the teams of research centers that generate new knowledge in the conveyor mode.

Transition from the stage of cultivation to the stage of demonstration, i.e., the construction of an experimental sample also introduces additional cost to the project. An experienced sample can already be demonstrated to future users, changes are promptly made by the results of working with users. All this information in the form of reports (formalized knowledge) and personnel experience (informalized knowledge) makes the project even more expensive. The projects sold at this stage are already rated at times and dozens times more expensive than at the stage of the idea or laboratory sample.

The advancement stage is characterized by first sales. Here, knowledge from the category of technical is gained in the form of knowledge of commercial. The project team is no longer only knowing that it sells, but also how to sell, to whom at what price. This knowledge is essential. Without it, the transition to serial production and sustainable business is impossible. The sales experience of a small series of products can save the project team from serious errors when moving to the substantiation of mass production. Knowledge of collective or group goes to the organizational category. An organization that has experience selling products already in itself acquires the cost.

After sold first trial lots of products, the team is preparing a substantiation of mass production in order to move to sustainable business. When such a substantiation is prepared, the company (or project) adds again in price. It is clear that knowledge about how to build a stable modern business is very expensive, about two orders of magnitude more expensive than it would cost the business at the stage of an experimental sample.

Model 1: 10: 100

So, promoting the commercialization project entails the increase in the value of knowledge. In parallel, this is growing and attracting resources into the project. Traditionally, three characteristic milestones are distinguished when significant resources must be attracted to the project. These are the transitions from the stage of the idea to the laboratory pattern, from the laboratory sample to the experimental pattern and from the prototype through the sale of a small series to the substantiation of the serial release.

If we take for a landmark, for the conditional unit the amount of resources required to create a laboratory sample based on a technical idea, the cost of transition to the next stage of the demonstration (i.e. the volume of relevant resources necessary to create a prototype) will be about 10 times more. These are the costs and registration of technology deficiencies, and on the design of the design, and on the implementation of layout solutions, and on the development of ergonomics.

For further development of the project - the transition from the prototype and small series to substantiate mass production - investments are required, which can be estimated at about 100 conventional units.

A characteristic proportion is visible, which from year to year is repeated in the overwhelming majority of commercialization projects, - 1: 10: 100. This ratio is well illustrating the financial relationships of partners in the framework of the project. The share of the author's share is well traced, which as the project has been promoted steadily falls. This is obvious because, as the project develops, more and more technical, but commercial specialists are increasing. Thus, it is clear that the objective share of the author, if he does not participate in the project in any way, except the carrier of the technical concept, and does not attract additional resources to the project, amounts to the 7th cost of the future stable business. However, it is worth remembering that with the development of the project and business, the absolute income of the author and other participants grow and 1/111 stable business, it will probably be much larger than that the amount for which the author could sell a "naked idea".

Curves "Enthusiasm - Time" and "Cost-Time"

In fig. 1.3 shows an example characterizing the high degree of chaotic moods in the team in the project implementation process. This curve along the time axis passes consistently all stages - from generating ideas to creating relative to a stable business. The high degree of concern to the team reflects the high instability of the technological business at the formation stage. This illustration, of course, is qualitative, the axes do not have any scales and scales.

Fig. 1.3. Curve "Enthusiasm - Time

If you fulfill the project manager for the commercialization of R & D results or technology, you need to keep in mind that such leakage of staff interest is most negatively affecting its performance and ultimately may affect the overall results of activities.

To somehow compensate the uncertainty of the collective, you can use various methods and methods. The most common is the distribution of part of the shares or shares in a small company between key employees, the fate of the whole project depends on whose actions (or inaction). Such specialists, as a rule, make up the backbone of the team of a small enterprise and develop business together since its foundation. However, it should be borne in mind that in the process of development of the project you will need more and more qualified employees, who will also have to somehow motivate. There is a situation that is best described by the expression "mine of slow motion", - when the "old" employees are co-owners of the business and new employees are involved in their help, who do not promise a share in future income. If these employees are at the same level of the authority, if the company has occurred, problems with motivation are possible ("they, as co-owners, work for future income and may suffer, and I need to feed the family").

It should be remembered that all people are different, all of their values \u200b\u200band their own system of priorities, as well as their limit of patience. Look carefully in fig. 1.3 - any failure can cause a key employee due to the loss of interest in the project. As the right to be right, success will be less and less dependent on personal enthusiasm, the company will overcome experiences, regulations, instructions. There will be less and less indispensable specialists - "carriers of unique knowledge."

In fig. 1.4 The possible qualitative scenarios for changing the cost of new technology and a small company, which is built on this technology. Curve 1 reflects perfect option. For example, the history of the Sony Walkman project was developed: the idea born in the head of one employee raised the wave of enthusiasm in the company, and this project was rapidly turned into a whole direction of the very profitable activities of the Corporation. Reverse Example - Curve 3. For example, Sony Corporation, which has invested a lot of funds in the development and promotion of a mini-CD, the so-called minidisk. The same fate suffered the joint development of Sony and Philips corporations - digital audio cassette. Some technologies have time to "litter" in the market (significant investments are obvious.

in advertising, promotion), but it is very soon forgotten. Most likely, the fate go on Krivoy 3 is waiting for modern products and solutions such as WAP technology, which has been actually unclaimed with the appearance of "ordinary" Internet browsers with support for more progressive and convenient GPRS technology. It is important to divide the "dead-end" technologies, for some reason did not have time to conquer the planned market volumes, and technologies that successfully fulfilled their mission and simply gave way to new items. Such can be attributed, for example, cardiac cards and then magnetic diskettes, YHS video tapes.

Fig. 1.5. Changing business value

1 – perfect project; 2. – typical project; 3. – unsuccessful project

But in reality, projects are always far from extremes. Most of the projects that develop and achieve ultimately success are going on the curve 2. Yes, there are ups and downs, but the main thing is to strive for the result. In fact, curve 2 reflects the stochastic nature of the innovation market, this curve is quite adequately combined with Fig. 1.4. It can be said in the Mathematical Plan, these dependences are the character of "heavily dependent on the initial conditions", that is, their behavior is always ambiguous and can radically change under the influence of insignificant, at first glance, factor.

1.5. Innovation: Classic Errors and Correction

Each wave of innovative activity broke on the same stones. The bulk of the problems is generated by the collision of two mutually exclusive desires - to receive a vital profit of profit from the already existing business and develop new ideas that the future of the company will probably determine.

The company's managers declare that they need more and more innovation, and then ask: "And who else does it?" They say they are looking for new ideas, but they are ready to dismiss everyone who comes to them with these ideas. Corporations, for individual outstanding exceptions like Intel and Reuters, will not understand that new units created to develop innovative products are rarely beneficial to the main business.

Strategy errors: Plank too high, frames too narrow

Each leader dreams of innovative hit. But in pursuit of sensation, the manager sometimes reject the ideas that seem at first glance too modest, and employees who are not engaged in large projects feel like people of the second grade.

Time, the magazine division of Time Warner, did not solve the launch of new editions, because the guide set too high to the bar: if you invest money, then something like People or Sports Illustrated. Until 1992, while the reign of the reign did not accept Don Logan, the new magazines have almost disappeared. After Logan proposed a new innovative strategy, the division created (or bought) about 100 journals, increasing its income repeatedly. Let not every new market met with delight, but Time employees learned what the lucky innovators know: to achieve great success, do not be afraid to risk and tolerate defeats.

Another common mistake is a closure on products. New ideas can be learned in various fields of activity - both in production, and in marketing. For example, Ocean Spray, which produced a cranberry Morse, made a bet on a new packaging - for a year and a half the exclusive right to sell Morse in the US market in Tetra packages cancer and overtook the largest US providers (including P & G and Coca-Cola).

Looking around and imitating successful competitors on the principle "We, too,", the company begins to spray its innovative energy for minor projects, which are just for the sake of immediate profits, which ultimately leads to high costs. Not trying to blame small, but frequent victories, the company misses many tempting opportunities. It is no better if it relocates with insignificant projects - when new ideas are only modest variations on the subject of an already existing product, this leads to a quantitative, not high quality growth that weakens the brand and misleads buyers.

Organizational errors: too hard management

Another kind of classic error is related to the control system. Companies are told to apply the same levers to innovative projects as the mature business: planning, budget, reports - and thereby staggering them. Uncertainty - an integral feature of innovation. Ocean Spray "Job" Ocean Spray managed to run a way to large American manufacturers because they had the funds were distributed per year ahead and they could not make a single step to the side after approval of the type of packaging.

Assessment of results for long-existing indicators is another danger to innovation. Mature companies do not just need plans - they need themselves that the leaders do not move away from these plans. Employees here, as a rule, pay for the exact execution of rigidly defined tasks, and make changes, imparting to the circumstances, is considered a bad tone.

Structural errors: total little, differences a lot

In order to avoid a collision of corporate cultures and conflict, priorities need to pursue a policy of peaceful coexistence, which competently building the relationship between the two structures. In this regard, General Motors performed a classic mistake when Saturn was founded - an autonomous company for the production of inexpensive compact cars. Saturn has not been subordinate to GM rules for some time. The new team was given a full scope for creativity in the development, production, marketing, sales and customer service in the calculation that GM will then take up the best ideas of the new company. But instead, Saturn after her successful start was introduced into GM, and many innovative solutions remained on paper.

The fact is that experimental and basic structures have little in common. Often, radical solutions do not fit into the framework of existing directions or innovators offer to be completely unexpectedly using available resources. If knowledge or technologies from other industries are needed for potential innovations, then the chance that companies will lose or ruin innovation increase. The leaders of the main organization may not catch the essence of the new idea and be afraid of it.

Even if a new enterprise is launched within the framework of an existing business, the collision of corporate cultures acquires the nature of the class struggle, since there are two classes of corporate citizens - those who are "fooling fool and enjoy life," and those who "rolling". NOVATORS - Employees of a specially created division - receive the status of creators of the future. They are free from the rules, they do not need to think about profits, they can be played not yet justified themselves with ideas. And from their colleagues require that they submit to the rules and earned the company money.

Personnel errors: weak management, bad awareness

The underestimation of the human factor and the insufficient attention also attention from the category of typical errors. Very often, top managers entrust the fate of innovation not to the best leaders, but the best technical experts. Thus, it is often overwhelmed with the opportunity to rally people psychologically, which is necessary to transform the "raw" ideas to useful innovations.

Groups selected without taking into account the factor of the combination of people are experiencing a variety of difficulties. It is necessary for the team members to have learned to trust each other and act together, and only in such an atmosphere and great insights.

If developers want their ideas to be recognized, they can not be closed in themselves. It is necessary to seek and win allies, who would perform from their positions, defended them at the leadership meetings, sponsored innovations at different stages of "growth". In order for the idea well to take, it is necessary to prepare the soil for this, and therefore innovators need to be understood by all words to explain what is her novelty. If we are talking about "subversive" innovation, then you need to soften the threat, you should assure such opponents that the novelty does not cancel the right to the existence of old products or technologies. It happens that Tehnari, instead of enlightening their listeners, we manage to manage all the heads. And then losing support: after all, saying "no" is always easier than saying "yes." Groups that surround their work secret and represent the public ideas already in finished form, face unexpected objections, and it happens that work on the project on it ends.

The story knows examples and successful innovations. Here four ways to victory.

Strategic measures Expand searches, increase the scale. Companies can develop an innovative strategy that will provide them with support at three levels of the innovation pyramid. At the top - several large projects that the company makes a bet. They ask the direction of future development and receive the lion's share of financing. Next - a set of promising ideas of medium caliber, they are developing the command created for this purpose. And finally, a wide range of not yet developed ideas and innovations involving gradual improvement of products. The pulses apply to the pyramid from top to bottom, but sometimes from the bottom up, because it happens that large innovations begin with the little things.

The innovative pyramid will help top managers better evaluate current developments, make adjustments if ideas are promising and require further development, and more clearly see what is happening at all three levels. The culture of innovation is developing when everyone has the opportunity to speak. While the groups of favorites are engaged in large projects, and temporary teams are the ideas of medium caliber, the remaining employees of the company also make ideas in a corporate piggy bank.

An innovator and the initiator of the project may be each. IBM in July 2006 held a three-day Internet Forum Innovationja, during which about 140 thousand employees and customers from 104 countries made about 37 thousand proposals. As a result, IBM received a huge amount of innovative raw materials.

Organizational measures Make more flexible planning and control. One way to ensure that innovative activity can actively develop not to the detriment of approved plans and budget is to leave reserve funds for unforeseen expenses. In this case, innovators do not have to be removed in a long box perspective ideas And wait for the next budget formation procedure or to go with a stretched hand to the "large" manual, looped on current income and income.

For innovative projects, special models of financing and cooperation with partners are needed, but it is still necessary to free them from some corporate rules. For example, innovations can be developed, promptly manufacturing prototypes and checking their pros and cons series Blitz tests; This means that applications for additional financing will appear faster than on the parent company.

Structural measures Arrange the collaboration of the main company and the new division. It is necessary to establish closer contacts between participants in innovative projects and all other employees. It is important that innovators and leaders of the maternal company regularly meet and conducted fruitful conversations. The maintenance of external relations should be one of the duties of innovative groups, but also the "main" managers should stimulate cooperation so that between them and innovators not only there were no friction and antagonism, but, on the contrary, the mutual respect is completely. Participants in the working meetings should exchange knowledge, talk about how to prevent the absorption of old products with new or to make the most effectively forming certain areas of activity based on the development of an innovative division.

The flexible structure of the organization contributes to close interaction, in which representatives of different divisions together are looking for solving problems. The success of the Multidisciplinary Retail Corporation Williams-Sonoma in Internet commerce is explained by the fact that its web innovators have come up with how in their developments to take into account the interests of the other divisions of the company. Howard Leicester CEO from the very beginning believed that Internet enterprises that exist on themselves are absurdity. In June 1999, Williams-Sonoma opened an online gifts store, and in November began to sell through the Internet kitchen furniture and related goods, supporting their "offline" business. After the trial projects were justified, a division of e-commerce was created, which was placed in a separate building. But the new division did not compete with the old departments, and invented how to improve and expand their work. To strengthen contacts with the whole company, the division took free to learn the rest of the staff to wisen on the Internet.

Personnel measures Choose leaders and encourage collaboration. For those companies that appreciate and develop organizational abilities of employees, more chances to create outstanding innovations. Williams-Sonoma quickly succeeded in e-commerce partly because he paid great attention to people. Shelly Nandcolar, the first head of the Internet commerce group, not only was considered the best specialist - he was a born leader. He understood the meaning of good relationships and therefore invited employees from various departments to himself, so that they could maintain contacts with former colleagues; In addition, he hired people from the side who miseled what was not cleaned of their own. Nandecolaar organized consulting councils from representatives of various departments, and these advice worked closely with his group. He came up with the position of the integrator, which established the connection between the working groups.

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Led Book Foreign Fragment Innovative business. Formation of models of commercialization of promising developments (N. V. Nechaeva, 2011) Granted by our book partner -

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