Contents Introduction ch.1 ch.2 ch.3 ch.4 ch.5 Conclusion Literature App.1 App.2
3. System OF
innovational project risk factors.
We make the assumption that risk is a divergence of actual results of the realized projects from planned ones independently on the sign of this divergence. Such an assumption corresponds to the interpretation of risk as a root-mean-square deviation of a variate from its mean value.
According to economics, risk factors are the sources of perturbations for innovational process. They cause appearance of divergences of actual innovational project results from planned results. Each risk factor can be attributed by a determining quality- a characteristic of the project which determines presence of a given risk factor most considerably.
During primary classification all the risks of an innovational project can be divided into human, production and commercial risks (see Appendix 1).
Human risks are caused by so-called human factor. It is not the news that personnel influence an innovational project to a high extent[x]. Dependently on the performing functions of the personnel human risks are divided into forecast risks, management risks and realization risks.
Forecast risks are associated with inadequate planning and forecasting of an innovation project performing and its results, conditions of the environment where a project is to be realized.
Management risks are displayed in ineffective project organization, insufficient level of the crew interaction[xi].
Realization risks emerge because of possible mistakes and miscalculation made by the staff (consciously or unconsciously) which realizes the project and reduces an invention to practice[xii].
All the human risks depend on the personnel’s experience and its motivation in a given innovational project. So these characteristics are the determining qualities for human risks.
Production risks are associated with possible divergence of the created product characteristics as scheduled in a plan. The higher production risks, the higher probability and value of possible divergences. Novelty and duration of an innovative project are the determining qualities for production risks. High novelty of a project supposes low-developed production methods and hence high productive risks. Increasing of production risks also corresponds to limitations imposed on the period of a project performing.
Commercial risks are revealed in probable divergences of economic results of a project from planned figures. Commercial risks have the most complicated structure comparing with other types of risk factors. To a definite extent of generalization commercial risks can be divided dependently on the level where they appear into the following groups:
Microlevel risks: performing of a project within general activity of a firm.
Mesolevel risks: action of the firm in the market.
Macrolevel:
functioning of the market within the economy.
Microlevel risks are divided into technological, social, legal and economic categories.
Technological risks: caused by changes in the technological level of the economy as a whole. These changes are associated with the situation when one technology replaces another (e.g. semiconductors replaced incandescent lamps). At a detailed view it is obvious that any innovational product can be considered as a set of attributes, each of that represents new idea or technology applied in this product[xiii]. These attribute-technologies behave in the market far more predictably than the products, which represent them. Every such an attribute has its own value that is displayed either in the profit gained because of raise by this attribute productivity or in a cost of needs satisfied by the attribute. An attribute-technology can be represented by one brand only, but in the long term its value becomes dispersed among several rival brands. It is useful to analyze a model of the attributes-technologies dispersion products of rival firms (see Fig.1).
Figure 1.
Suppose
that at the moment t1
4 firms (F1, F3, F4, F5)
mastered technology а0. One firm (F2) mastered technology
а1 that dominates over а0
being more effective and perfect. Technology а1 replaces а0
and devaluates it to a certain extent. Soon firms F3 and F4
become leaders as they mastered technology а2. Within such an
analysis technological risk for the firm developing technology а1
can be considered as the probability of mastering technology а2 by
other firms.
Social
risks:
are reflected in possible changes in consumers’ tastes, predilections and
favors, changes in consumer tastes and ways of its satisfaction. Social risks
are related to technological risks with the only difference that innovations
directed to production (production innovations) are more affected by
technological risks while consumer innovations (mass market oriented) are more
exposed to social risks. The point of both risks is identical: an innovation
loses its actuality and relevance because of external changes[xiv].
Legal
risks:
changes in legal environment where the firm is acting. The state is able to
modify “the rules of the game” that can influence the results of an
innovational project.
Economic
risks.
Fluctuations of interest rates, stock market indexes, inflation rates, exchange
rates and other economic indicators influence commercial effect of innovations.
In other words, commercial risks comprise wide range of traditional risks of an
investment project such as currency risks, interest-rate risks etc.
Obviously,
duration of a project is the determining quality for all the macrolevel
risks[xv].
Although, the increase of duration causes lowering of production risks, the
correlation between duration and macrolevel commercial risks is just the
opposite: the more duration is the more macrolevel risks are. The firm
performing an innovational project faces a dilemma: increasing project duration
it raises macrolevel risks and decreasing duration it raises technological risks.
Thus more thorough analysis shows one peculiarity. It is duration of production
stage of a project that signifies for production risks while duration of the
whole project signifies for macrolevel risks. Hence often-suggested scheme when
marketing and production stages of a project are realized simultaneously
apparently can promote decrease of macrolevel risks[xvi].
Mesolevel
risks are divided into suppliers’ risks, rivals risks and customers’ risks.
Suppliers’
risks
are associated with the probability for suppliers not to provide component parts
for an innovational product of necessary quality and amount in demanded terms.
This is the result of instability in technological supply chains. The more novelty
of the created product - the less reliable planned scheme of supplies and the
higher suppliers’ risks[xvii].
Customers’
risks
are caused by the presence of two perceptional barriers, which hinder customers
from buying an innovational product. The first perceptional barrier (type A)
appears when a customer transmits his negative experience or prejudices on a new
product. The second barrier arises when an individual has not an experience of
purchasing similar products before[xviii].
Novelty
of an innovative product is a determinant quality for customers’ risks as well
as for suppliers’ risks. Customers’ risks are very high when a product is
brand new.
Rivals
risks
are determined by unknown behavior of that firm rivals in the market. Unlike
technological risks (macrolevel), rivals risks represent actions of definite
competing firms affecting success of an innovational project realizing. High novelty
of a project causes high market uncertainty and high suddenness of rivals’
actions what means high rivals risks.
Special determinant quality – result – become crucial during considering microlevel risks. As a rule it is interpreted as ratio of project costs and project outcome. Though depending on purposes that a firm plans to achieve realizing the project “result” can change its connotative meaning (e.g. it can be market share etc.).
Under such an interpretation microlevel risks can be represented as probability of the variant when functioning of the project in the past, in the present or in the future doesn’t satisfy the firm. Hence the following risks can be separated:
Risks of the future. They imply a probability that an innovational project will cease to correspond with firm mission[xix].
Risks of the present. Problems with project financing take place during its performing.
Risks of the past. The result of project realization upon its finishing has not justified hopes for this project.
[x] See Siegel, D., Waldman, D.
and Link, A. (2000), Assessing the impact of organizational practices on the
productivity of university technology transfer offices: An exploratory study,
NBER Working Paper No. 7256.
[xi] Analysis of management
risks influence on project results - see Shenhar, A.J. From theory to
practice: project management styles // IEEE Interactions on Engineering
Management. 1998. Vol.45. Num.1 pp.33-48.
[xii] More detailed research of realization risks - see.
Madhavan, R. and Grover, R. From embedded knowledge to embodied knowledge:
New product development as knowledge management. // Journal of Marketing. 1998.
Vol.62. Num.4:
pp.1-12.
[xiii]
Титов А.Б., Алексеев А.А. Методология
априорной оценки коммерческой
эффективности инноваций на основе
структурных маркетинговых исследований.//
Известия СПбУЭФ, 2000, №4. – С.50-60.
[xiv] Influence of changes in customers' needs on
innovational project - see. Moriarty, R.T. and Kosnik, T.J. (1989).
High-technology marketing: Concepts, continuity and change // Sloan
Management Review. 1989. Vol.30. Num.4.
pp.7-17.
[xv] Influence of project
duration on its results - see. Smith, P.G. and Reinertsen, D.G. Developing
products in half the time.
[xvi] Коробейников О.П., Трифилова А.А., Коршунов И.А. Роль инноваций в процессе формирования стратегии предприятия // Менеджмент в России и за рубежом, 2000, №3. – С. 29-44.
[xvii] Analysis of suppliers
risks – see Littler, D., Leverick, F. and Bruce, M. Factors affecting the
process of collaborative development: A study of
[xviii] Евстефеев Д.С. Продвижение инноваций: Учеб. пособие / Под общ. ред. Ф. – Й. Кайзера, Г.Г. Богомазова, З.А. Сабова. СПб., 2001. – С. 29.
[xix] About risks of matching
with mission of a firm - see Cooper, R.G., Edgett, S.J. and Kleinschimdt,
E.J. Portfolio management for new products.
Contents Introduction ch.1 ch.2 ch.3 ch.4 ch.5 Conclusion Literature App.1 App.2