UNIVERSIDAD TECNOLOGICA GRAL.

MARIANO ESCOBEDO

ING. BUSINESS DEVELOPMENT AND INNOVATION

TECHNIQUES FOR INNOVATION

Diana Montejano Rodrguez

Number Register: i301410300

Group: 9 A BIS
Contenido
FIRST UNIT ........................................................................................................................................... 3
Differentiate the orientations in the management of innovation. ................................................. 3
RADICAL INNOVATION ................................................................................................................ 3
TECHNOLOGICAL INNOVATION ................................................................................................... 3
ORGANIZATIONAL INNOVATION ................................................................................................. 3
COMMERCIAL INNOVATION........................................................................................................ 3
INNOVATION MANAGEMENT ..................................................................................................... 3
Relate innovation management techniques with companies from different sectors and sectors. 3
SECOND UNIT ...................................................................................................................................... 4
Develop a tool for innovation management. .................................................................................. 4
Explain the techniques of innovation management with companies from different sectors and
sectors. ............................................................................................................................................ 4
Modern national technology adapter company. ........................................................................ 4
Technology-based company that produces goods and services for production. ....................... 4
Traditional SMEs technology adapters. ...................................................................................... 4
THIRD UNIT.......................................................................................................................................... 5
Distinguish the different techniques of innovation management and its application. .................. 5
Propose innovation management techniques, appropriate to the opportunities detected in the
company. ......................................................................................................................................... 5
COMPARATIVE TABLE.......................................................................................................................... 6
FIRST UNIT
Differentiate the orientations in the management of innovation.
Small changes aimed at increasing the functionality and benefits of the company,
but if they occur cumulatively can be an important basis for progress.

RADICAL INNOVATION
It implies a break with the already established, new products or processes that can
not be understood as a natural evolution of the already existing ones.

TECHNOLOGICAL INNOVATION
When technology is used as a means to introduce change.

ORGANIZATIONAL INNOVATION
Change in the direction and organization under which the productive activity of the
company is developed.

COMMERCIAL INNOVATION
Change in any of the marketing variables.

INNOVATION MANAGEMENT
The management of innovation is nothing more than the steps or strategies that
are followed to achieve a dramatic result: innovation.

Relate innovation management techniques with companies from different

sectors and sectors.
In this context is born the need to manage innovation and technology and not leave
them as spontaneous processes. Generally although they have tried to separate
both expressions they are used interchangeably, since their borders are not
perfectly delimited and it is tried to gather under a single denomination all the
subjects referring to the optimization of the use of the technology in the company.

The integration of technological management and its strategic nature has been
highlighted by Pavn and Hidalgo (1997) as the process aimed at organizing and
managing the available resources, both human and technical and economic, with
the aim of increasing the creation of new knowledge, generating ideas that allow to
obtain new products, processes and services or improve existing ones and transfer
those same ideas to the manufacturing and marketing phases.
SECOND UNIT
Develop a tool for innovation management.
In the management of innovation can use different methodologies and techniques
in the different phases that constitute the innovative process in order to deal with
the associated risk and manage the process in an appropriate manner to obtain
better efficiency. These methodologies and techniques are known as Innovation
Management Tools. Each of them has its own characteristics, its particular
application method and, depending on its most distinctive features, will be
implemented in different phases of the innovation process.

Explain the techniques of innovation management with companies from

different sectors and sectors.
Modern national technology adapter company.
These are companies that operate in markets subject to intense competition and
that have incorporated modern management techniques. Among them are certain
segments of export companies (fruits, wines, salmon and wood products) and large
service companies oriented to the local market. Its basic technological problem is
to adopt and / or adapt foreign technological efforts in order to increase the added
value of its products. This points to a good segmentation of markets through
product improvements and the incorporation of new technologies, which can also
reduce production costs.

Technology-based company that produces goods and services for production.

They are firms whose main focus is the development of technology. Represented
by sectors such as electronics, software and machines and equipment, product
innovation is its ultimate reason for existence. They are companies of discrete
relative size, many of them created by engineers coming directly from the
university or from large exporting companies that envision a business niche
associated with the offer of ad hoc technology. One of its main problems is access
to financing.

Traditional SMEs technology adapters.

The vast majority of Chilean companies belong to this segment. Characterized by a
great heterogeneity of practices not only innovative but of management and
administration. Its main problem are management issues where aspects of
innovation, particularly those of a technological nature, are not part of their
management decisions, since they must first close basic productivity gaps.
THIRD UNIT
Distinguish the different techniques of innovation management and its
application.
Product innovation consists in the creation of new products or services, or in the
improvement of the characteristics, features and quality of existing ones.

Process innovation involves the introduction of new production processes or the

modification of existing ones, and its main objective is to reduce costs.

Marketing innovation is the application of a new marketing method that involves

significant changes in the design or packaging of a product, its positioning, its
promotion or its pricing.

Organizational innovation is the introduction of a new organizational method in the

practices, the organization of the place of work or the external relations of the
company.

Propose innovation management techniques, appropriate to the opportunities

detected in the company.
There is no general rule about how to get to the "correct" list of processes in an
organization. The identification process can be carried out in many ways; An
analysis of the value chain with emphasis on the links and relationships between
activities can provide enough ideas for the identification of the main processes of
the company. It usually begins by asking the managers of the company to identify
the processes for which they are responsible and then in successive meetings,
taking into account that the objective is to describe the activity of the company in
no more than twenty processes, to purge the joint list until you get the desired
object. Typical processes are: development of new products, placing orders with a
supplier, creating a marketing plan, processing and paying a claim, etc.
COMPARATIVE TABLE