How to improve the technological innovation ability of traditional production enterprises?

Traditional small and medium-sized enterprises refer to enterprises that are not mainly engaged in the research, development, production and management of high-tech and technological innovation products, and have low innovation ability. It can be divided into enterprises producing independent products and enterprises supporting large enterprises [1]. Enterprises that support large enterprises often get technical guidance from large enterprises because their technology is based on the needs of large enterprises. Therefore, their focus is not on innovation as their life, but on innovative small and medium-sized enterprises; Small and medium-sized enterprises that produce their own products, most of which are too busy or unwilling to engage in, are indispensable to society and can only be produced by small and medium-sized enterprises. Such enterprises are connected with the ever-changing market at one end and the upstream enterprises at the other, so they should pay attention to both the market and the technological progress of enterprises.

Traditional small and medium-sized enterprises with paper insiders account for the vast majority in China and play an important role in stimulating economic growth and attracting social employment; Therefore, according to its own characteristics and environmental conditions, it is very important to choose a reasonable strategic model of technological innovation for the development of traditional small and medium-sized enterprises.

1 difficulties faced by traditional small and medium-sized enterprises in China.

(1) Lack of technical innovation talents. Technical talents are often the key to enterprise innovation, but traditional small and medium-sized enterprises can't compare with large enterprises in salary level, welfare treatment, social status and development expectation, so it is difficult for traditional small and medium-sized enterprises to recruit suitable talents in the talent competition with large enterprises. Even those who are trained and promoted by themselves are easily poached by large enterprises through generous treatment.

(2) Technological innovation is risky and bears little capacity. Traditional small and medium-sized enterprises can't bear the risks related to innovation. Once innovation fails, the loss of early innovation investment is unbearable. And even if the innovation is successful, it is uncertain whether the result can be accepted by the market. Traditional small and medium-sized enterprises are relatively lack of market operation experience and limited commercialization ability of technological achievements, so it is difficult to bring technological achievements to the market on a large scale. Therefore, even if the product development is successful, it is difficult to obtain high returns.

(3) Insufficient investment in innovation funds and poor funding channels. Carrying out technological innovation activities requires a lot of resources, while traditional small and medium-sized enterprises lack financial resources. Under the new conditions, the stimulating effect of the national technological transformation cycle on the technological progress of enterprises began to decline, because the national economy is getting bigger and bigger, more and more enterprises need large-scale investment, and it is difficult for state funds to form the capital agglomeration effect as in the past. Therefore, the shortage of funds makes the innovation activities of traditional small and medium-sized enterprises face greater difficulties. Enterprises no longer rely on state investment as in the past and have to raise funds themselves. However, under the current level of enterprise profit retention, traditional small and medium-sized enterprises can not make a difference in technological innovation investment through their own accumulation, and the external financing environment of enterprises is not conducive to traditional small and medium-sized enterprises to raise funds. Therefore, from the internal and external point of view, the traditional small and medium-sized enterprises have insufficient investment in technological innovation [2-3].

2. The basic analysis of the strategic model of enterprise technological innovation

Technological innovation strategy is an important overall or decisive plan of enterprises in the field of technological innovation, which has the characteristics of overall, long-term, hierarchical, risk and compliance. Technological innovation strategic model is an important part of technological innovation strategy, which can be divided into leading strategy, following strategy and imitation strategy according to the technological competition situation [4-5]. Leading strategy is committed to being in a leading position in technology in peer competition; The strategy of following and imitating is not to take the lead in developing and adopting new technologies, but to follow or imitate them immediately after they are developed and adopted. The two modes have their own advantages and disadvantages, and enterprises should make reasonable choices according to their own characteristics.

2. 1 Basic characteristics of two strategic models

2.2 Analysis of the advantages and disadvantages of two strategic models

2.2. 1 Advantages and disadvantages of leading strategy

The advantages of the leading strategy are: the leader forms a comparative advantage position by formulating technical standards, which increases the cost for latecomers to enter the market; It is easy to gain a unique market reputation and new technical barriers, so that you can establish a good relationship with users and form a monopoly position.

The disadvantages of the leading strategy are: the success rate of developing new technologies and products is low; Lack of suitable ready-made skilled workers and new technologies when put into production; Selling new products in the market may have a long period of market silence, which is risky. At the same time, because leaders must invest a certain amount of technology development costs, lack of cooperative investment partners to share risks and reduce development costs, they often need to open the product sales situation alone, and the cost of leaders is higher.

The conditions for choosing this strategy are: enterprises should have independent R&D; D organization, with strong R &；; D ability and strong financial resources. Enterprises should be able to foresee the potential demand of the future market in technology, protect the patents of innovative products and technologies, and carry out mass production.

2.2.2 Advantages and disadvantages of following and imitating strategies

The advantages of following and imitating strategy are: learning from the experience and strengths of leaders can reduce the investment and cost of R&D; At the same time, by analyzing the shortcomings of the leaders and seeking better solutions to meet the market demand, it is possible to gain a differentiated competitive advantage from the latecomers.

The disadvantages of following and imitating strategies are: followers and imitators often need to pay a huge price to change the preconceived stereotype of leaders in consumers' psychology and slowly enter the market; If the market capacity is limited, it is difficult to obtain a high enough market share to enjoy economies of scale; Moreover, the patent protection of technology and products by leaders limits the application of this strategy.

The conditions for choosing this strategy are: enterprise R & amp；; D organization should have strong flexibility, be able to grasp the research direction and achievements of other enterprises in time and quickly, and use, improve and improve them quickly and skillfully.