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JOURNAL OF INTERDISCIPLINARY RESEARCH
effective against business entities that have large financial
resources.
Another strategy described by B. Twiss is the strategy of
avoidance, in which the enterprise tries not to compete with the
entity operating in the same market. The author also drew
attention to the creation of the market, which refers to the
creation of new products thanks to which completely new
markets are being built. This situation is determined by the use
of technological innovations. The creator also distinguished an
independent strategy, which he referred to improving the
existing product, thanks to the use of innovation. The effect of
this is to replace the old product from the market.
An important element is also the acquisition of highly qualified
personnel by employing employees/specialists from competing
entities, thanks to which the company can use the knowledge of
a business rival.
The last strategy is the one referring to the acquisition of other
business units, which may involve the acquisition or merger of
smaller entities [21].
Ch. Freeman presented a different concept in which he included
six types of strategies. Freeman's idea is presented in table 1.
Table 1. Types of strategies according to Ch. Freeman
The type of
strategy
Characteristics of the strategy
Offensive
Its task is to become a leader thanks to
innovations such as the introduction of a new
product or the modification of an existing
one. This strategy is based on the following
factors (or their penetration): contacts with
representatives of special knowledge, own
research facilities.
Defensive
The company is not pioneering in the
production of a new product / process, but at
the same time it is trying to follow the wave
of technical innovations without lagging
behind. This type of strategy is active (like
offensive strategy) for innovation. The
company observes and follows innovation
pioneers in order to eliminate mistakes made
by innovation leaders. Thanks to this
approach, an economic entity can take over
part of the newly created market by
introducing an alternative to an innovative
product.
Imitating
It is associated with the delayed following an
entrepreneur using an offensive strategy. It
depends on market conditions in which an
imitating economic entity functions. In this
strategy, solutions proposed by a competitive
company should be quickly implemented.
The strategy builds the advantage by
achieving lower costs.
Subsidiary
In other words, it is referred to as a satellite,
associated with the acceptance by an
enterprise of the position of an active co-
operator or other type of position that
characterizes the enterprise as a subordinate
to a stronger economic entity. Practically no
own research works are carried out, no
attempt is made to implement changes with
the model of other entities. The partner's
knowledge is used.
Traditional
In this strategy the product / process is
practically not modified. The strategy is used
by companies that do not see the need to
change the product / process, because
customers are satisfied with the existing state
and competition does not put pressure on
changes.
Bargain
It is related to the use of opportunities that
arise in the event of a gap in the modified
production sphere. Such a gap has not been
noticed so far by the competition. The
company that first sees this situation can
function well for a long period of time. An
important factor is research and development
and long-term planning.
Source: [9].
It can be seen that both B. Twiss and Ch. Freeman analyzed
similar areas in part of their research. The table below presents
the similarities and differences between the two authors.
Table 2. Comparative analysis of the concept of innovation
strategy according to B. Twiss and Ch. Freeman
B. TWISS
CH. FREEMAN
The type of
strategy
Key words
The type of
strategy
Key words
Offensive
Big risk, big
profits
Offensive
Becoming a
leader
Defensive
Small risk,
small profits
Defensive
Following
the
pioneers
Purchase of
a license
The use of
knowledge
of other
enterprises
Imitating
Delayed
following
an
offensive
enterprise
Avoidance
No
competition
with other
companies
Subsidiary
The use of
partner's
knowledge
Market
creation
Introduction
of new
products
creating the
market
Traditional
No changes
in the
product
Independent
Improving
an existing
product
Bargain
The use of
the gap in
the
modified
production
sphere
Acquiring
qualified
staff
Acquiring
employees of
other units
Acquiring
other entities
Mergers,
acquisitions
Source: Own study based on: [21]; [9].
The above comparative analysis shows that the common
denominator for both researchers is the offensive and defensive
strategy. However, it is related only to the convergence of
names. B. Twiss and Ch. Freeman understood both strategies a
bit differently. The first one referred directly to profits, while the
second one to take a position on the market. A common ground
can be the strategy of avoiding and using the partner's
knowledge. In both cases, enterprises do not compete with each
other on the market. It can be said that B. Twiss's theory is more
aggressive, and two strategies may be testifying to this, which
concern the employment of competition employees and the
taking over of enterprises.
Within Twiss's offensive strategy, P.F. Drucker introduced the
four types of it that are associated with being the strongest and
taking a leadership position by the company. Undeveloped space
that can be used should be searched. Another approach is to find
and use a specialized ecological niche and economic change of
properties of the product, market or industry [15].
3.2
Innovation model of the fifth and sixth generation
An interesting view on the innovation process was presented by
R. Rothwell, who presented the fifth generation innovation
model [5], [2]. It shows that innovation is a multifactorial
process that operates due to the existence of dependencies
between external and internal factors. These elements are co-
organized by computer networks. A new factor appears in
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