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this regard, there was such a thing as marketing innovation. However, the use of this phrase leads
to a number of misunderstandings. First of all, it is necessary to decide which innovations are in
question - technological, food, social? Next, the question arises about the ownership of
marketing - the creation of an innovative product or an event for the successful introduction of
innovations to the market?
It should be noted that the marketing of innovations in the food market or the services
market has been sufficiently studied and predicted to date. Whereas, industrial marketing, not
having the same high popularity as marketing of FMCG and broad demand, contains much more
unsolved professional question and technology. However, the importance of marketing
development in the industrial sector of the economy is obvious; especially the careful approach
requires the marketing of innovative products and technologies.
As practice shows, over the past few years, thanks to state development programs
(namely, the program for industrial and innovative development of Kazakhstan in 2010-2015 and
2015-2019), an increasing number of enterprises in the industrial market consider marketing and
innovation as the main tools to increase market competitiveness and increase Profit from the
main activity.
The President and the Government of the Republic of Kazakhstan set goals for further
innovative development, which directly stipulate a turn to innovative activity not only for the
entire pyramid of executive power, including akimats of all levels, but also for enterprises of
various organizational and legal forms and sizes. To stimulate innovative activity of enterprises,
new special mechanisms are being used. For example, the akims of oblasts will be assessed by
the head of state on a number of statistical indicators, including indicators of the solution of
issues of innovative development in the entrusted region.
The year 1997 (the adoption of the "Kazakhstan-2030" Strategy) and the year 2003 when,
with the adoption of the Strategy for Industrial and Innovative Development (until 2019), new
emphases in politics regarding the innovative future were launched as the beginning of the path
of innovative development of Kazakhstan. In this regard, interesting data on innovation activity
(Figure 1).
First of all it is dynamic of increasing of level of innovation activity. As can be seen the
level of innovation activity have a positive trend.
Figure 1.level of innovation activity
The same situation we can see in dynamic of increasing of costs for product and process
innovation in industry.
4,3
5,7
5,7
8,0
8,1
8,1
0,0
1,0
2,0
3,0
4,0
5,0
6,0
7,0
8,0
9,0
2010
2011
2012
2013
2014
2015
Level of innovation activity
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Figure 2.Costs for product and process innovation in industry
Do not forget that in many industrial enterprises historically such tactics of management
have developed: the complexity of a technical product is the main reason that attention is focused
on its correct production, technical support, engineering process. That is, it is obvious that when
making managerial decisions, the focus is on technical values. In this situation, there is a clear
lack of the ability of the company to react flexibly and quickly to changes in the needs of
customers. In turn, this state of affairs inevitably leads to the main marketing error in the
industrial market - an attempt to change the client to innovation. What initially contradicts the
main mission of marketing is to satisfy the needs of the consumer. Technical experts of the
industrial sector, as a rule, believe that it is enough to create a truly high-quality product and
success in the market will be provided to it. However, statistics show that many technically ideal
innovative products do not gain commercial success (Figure 3).
Figure3.Results of the success of innovative projects in Kazakhstan in the period from
2011 to 2015.
As can be seen from the diagram in 2011, only 30% of innovative projects had
commercial success, in 2012 - 25%, in 2013 - the minimum indicator - 19%, in 2014 - 25% and
only in 2015, by the end of the first state program. The success rate increased to 46%. Whereas
in 2013 and 2014 the fact of the greatest commercial failure of innovative projects was observed
- 58% and 52% respectively. In 2015, 35% of innovative projects that have been commercialized
on the market have become economically failed [2]. The given data clearly illustrate the fact that
0,0
100 000,0 200 000,0 300 000,0 400 000,0 500 000,0 600 000,0
2010
2011
2012
2013
2014
2015
Costs for product and process
innovation in industry
0
20
40
60
80
2011
2012
2013
2014
2015
Results of the success of innovative projects by
years
Success
Average sales
Failure
Realization
