inma project

INMA ProjectSTRATEGIC MANAGEMENT

ww

w.p

roye

ctoi

nma.

com

| in

fo@

proy

ecto

inm

a.co

m |

+34

555

555

555

INMA ·project WPBS, March 2012

01

www.proyectoinma.cominfo@proyectoinma.com

+34 555 555

ww.proyectoinma.cominfo@proyectoinma.com

+34 555 555

INNOVATION STRATEGIC

MANAGEMENT IN THE SME SECTOR

INMA ·project WPBS, March 2012

03

Introduction

I. The problem genesis

1. Global challenges in the economy

2. The 2020 Strategy and its implications for innovation

3. Innovative challenges for the SME sector

INMA ·project WPBS, March 2012

04

1.Definition (lack of clear acceptable definition- relativistic approach)

2.Sources of innovation origin

3.Imperative of the innovation strategic management

4.Types of innovation strategies

II. The concept of innovation and innovativeness in the modern world

INMA ·project WPBS, March 2012

05

III. Innovativeness of enterprises

1. Competition and Competitiveness vs. innovation of enterprises

2. Internal and external factors of enterprises competitiveness

3. SWOT analysis of the competitiveness phenomenon

4.Sources of innovation in the enterprise

5 Areas of innovation in the enterprise

INMA ·project WPBS, March 2012

07

IV. Innovation strategic management In the SME sector

1.Management as a decision-making tool in a company

2.Competitiveness vs. strategic management in the SME

companies

3. Innovation management strategic process stages (analysis

of the environment and the inside of the company, strategy

design, implementation, monitoring)

INMA ·project WPBS, March 2012

12

4. Strategic diagnosis of the innovation potential in the

enterprise (barriers, threats and opportunities management)

5. Types of innovation management strategies in the

enterprise

5.1Traditional strategies (competitiveness, product,

process, alliance, Rubik's Cube concept, etc.)

5.2 .New strategies (open innovation strategies, network

strategies, niche strategy, blue ocean strategies,

clustering)

INMA ·project WPBS, March 2012

12

6. Criteria for selecting innovative strategies in the

enterprise

7. Implementation of the strategy and measurement of its

effects

8. The necessary resources in innovation management

(managers, lawyers, knowledge, skills, information,

equipment, systems, incentives, resources, capital,

training).

INMA ·project WPBS, March 2012

12

9. Implementation and execution of strategies

10. Control and monitoring – measurement of its effects

11. Innovation strategic management tools support

(benchmarking, CRM, scientific research, computer and

programming, libraries , books, planning, mission and vision etc).

12. Innovation and knowledge management Agent role

V. Case study

• Innovation strategic management In the industrial enterprises

• --//-- services enterprises

• --//-- business support (education, e-learning and e-knowledge)

• --//-- micro- enterprises

• --//-- small- enterprises

• --//-- medium- enterprises

INMA ·project WPBS, March 2012

13

INMA ·project WPBS, March 2012

14

VI. Forms of module

presentation:

• Electronic version (for trainer and trainees)• Paper version ( -//- )• Power Point version (for trainer use)

15INMA ·project WPBS, March 2012

Thank you for your attention

West Pomeranian Business School

March 2012