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4. Implementation of marketing and organisational innovations in 2010 to 2012

Unlike product and process innovations, implementation of marketing and organisational innovations was nearly as commonplace in manufacturing and services. In marketing innovations, the design of the product is slightly more in focus in manufacturing, while in services the competitive tool can be pricing development slightly more often than in manufacturing.

Organisational innovations, which 30 per cent of enterprises reported they had implemented in 2010 to 2012, were mainly directed at business practices or reorganisation of responsibilities and decision-making. Those who had implemented marketing innovations, 27 per cent of enterprises, most often reported innovations related to sales promotion. In large enterprises, design and packaging, as well as pricing, were also objects of innovation.

Figure 11. Prevalence of organisational innovations by size category of personnel 2010–2012, share of enterprises

Figure 12. Prevalence of marketing innovations by size category of personnel 2010–2012, share of enterprises

When viewed by industry, for example, paper industry, energy and waste management, and financial intermediation and insurance service enterprises reported implementation of organisational innovations clearly more often than marketing innovations. By contrast, in the garment and textile industry, as well as, for example, radio and television activities, implementation of marketing innovations was more common than organisational innovations in 2010 to 2012.

Figure 13. Prevalence of marketing and organisational innovations by industry in manufacturing 2010–2012, share of enterprises

Figure 14. Prevalence of marketing and organisational innovations by industry in services 2010–2012, share of enterprises

Source: Innovation 2012, Statistics Finland

Inquiries: Mervi Niemi 09 1734 3263 (9.6.2014 => 029 551 3263), tiede.teknologia@stat.fi

Director in charge: Hannele Orjala

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Updated 5.6.2014