Analysis of anti-crisis strategy. Classification of anti-crisis strategies

Introduction

1. Risk management and types of anti-crisis strategies.

1.1 The essence of anti-crisis risk management.

1.2 Types of anti-crisis strategies.

2. Basic methods of crisis management.

2.1 Reengineering as a method of crisis management.

2.2 Restructuring as a tool for crisis management.

Conclusion.

Bibliography.

Discipline: crisis management.

Topic: "Crisis management strategies"

INTRODUCTION

The issues of anti-crisis management of Russian organizations and the search for ways to improve their financial health have recently become increasingly relevant. Crisis management is a necessary institution for a normally functioning market economy. THE INTRODUCTION of the institute of crisis management in Russia was due to the need to build a market-oriented legal system.

The problem, however, is how to make crisis management effective in Russia. The study of the problems of functioning of business entities in the Russian economy, the reasons for their bankruptcy and the experience of financial recovery as a necessary stage should include consideration of the organization’s passage through a chain of states - stability, crisis, overcoming critical situations, development in a new capacity. In other words, it is important to consider the underlying processes and external incentives - both the prerequisites that led to the destabilization of the enterprise, its bankruptcy, and the factors that determined the emergence of a new quality of the subject, its ability to function normally in a dynamic external economic environment.

In the context of these circumstances, the study of anti-crisis strategies and management methods in a crisis organization is of particular importance. It is important to study the main directions of restructuring the organization’s management system, anti-crisis strategies and management methods in a crisis organization, incl. through

Reengineering.

The purpose of this work is to study anti-crisis strategies and methods of managing a crisis organization .

1. Risk management and types of anti-crisis strategies

1.1 The essence of anti-crisis risk management

Anti-crisis risk management is the process of preparing and implementing measures, the purpose of which is to reduce the risk of making an erroneous decision and reduce the possible negative consequences of undesirable developments during the implementation of the adopted anti-crisis decisions. The risk management process can be represented as a certain sequence of actions. The main objectives of the risk management system include:

1) identification of potential sources of danger and identification of the main types of risks;

2) determining the likelihood of risks occurring and assessing possible losses if they materialize;

3) making decisions to reduce or prevent identified risks;

4) formation and implementation of risk control procedures;

5) eliminating the negative consequences of risks on the organization’s activities;

6) elimination of identified violations in the organization’s activities that increase the riskiness of ongoing operations;

7) development and implementation of measures to improve the quality of risk management and control.

The main areas of integration of the risk management system into the organization’s management system include the following:

1) refusal of fragmentation of risk management (when each division of the organization independently manages risks) and a focus on integration, namely, coordination by management of the organization’s systemic risk management process;

2) transition from episodicity (risk management occurs when the manager deems it necessary) to continuity of the risk management process;

3) mandatory comprehensive coverage by risk management of all types of risks in different areas of the organization’s activities.

The organization's risk management process diagram includes the following components:

Information about the activities of the organization, about the business and external environment, data about the functioning (input - the initial components of the business process (material and technical resources, finances, information, personnel, etc.);

Ensuring an acceptable level of risk when carrying out activities (output is the result of a business process);

Strategy and tactics of the organization (controlling influence - regulatory and regulated influence on the business process (management procedure, established standards, requirements, deadlines, etc.);

The company's management personnel, including senior management (resources - means used to carry out the process).

Overall, risk management is an additional metric that needs to be considered when developing any business strategy.

Types of risk management strategies organizations are:

Risk-free strategy (allows you to avoid the negative consequences of the development of a risk situation in the case where the probability of risk and the consequences of its impact have a significant impact on the company’s assets);

Risk-taking strategy (the organization does not provide for any special actions in relation to a certain type of risk, the organization does not conduct a systematic market analysis, assess risk factors and consciously takes risks. The strategy does not seem optimal, since it contradicts the goal of entrepreneurship - making a profit);

Strategy for preventive impact on risk (creation of conditions that exclude the emergence of risk factors, development of a set of measures aimed at reducing the likelihood of damage);

Strategy for subsequent impact on risk (creating conditions to minimize the impact of the consequences of a risk situation on the organization’s activities).

The choice of risk elimination strategy is determined by the overall business strategy of the organization. Thus, the risk-taking strategy and the risk-preventive strategy are used when the organization seeks to conquer the market. A risk-free strategy and a risk-taking strategy are used by an organization focused on maintaining its current position in the market or ensuring its financial stability.

Anti-crisis strategy is a strategy that optimizes the behavior of an organization in conditions of recession, a steady decline in the main financial indicators of the organization’s activities and the threat of bankruptcy.

Strategy in crisis management is a kind of guarantee of the stable development of the organization. Of course, we cannot say that the strategy allows us to completely avoid crisis situations. It only allows you to reduce the likelihood of their occurrence, and if they do occur, to ensure that they are overcome as quickly and painlessly as possible.

In addition, the strategy allows you to reduce the time it takes to make a decision on methods to overcome the crisis, which is an extremely important factor and will be discussed later.

The response to a crisis may be to choose a cost-cutting strategy or a turnaround strategy. The classification of anti-crisis strategies is shown in Fig. 1.

Rice. 1. Classification of anti-crisis strategies

Let's consider the features of using anti-crisis strategies.

In the theory and practice of crisis management, five main types of cost-cutting strategies are used to stop the decline in profits:

1) organizational changes;

2) financial strategies;

3) cost reduction;

4) reduction of assets;

5) creation of profit.

In these conditions, efforts should be concentrated on those activities and areas in which the organization has the greatest experience.

Cost reduction strategies are based on the assumption of organizational survival. Correctly estimating expenses involves analyzing historical financial data, as this is the best starting point for predicting future expenses.

The characteristics of these strategies are as follows:

1. Organizational changes - the introduction of material incentives for wages, which can help achieve certain goals.

2. Financial strategies. Weak financial controls and ineffective cash flow management tend to characterize organizations in decline. The following changes can be made in this area:

Introduction of an effective cash flow forecasting system;

Changing the structure of debt obligations by entering into agreements with key creditors to change the timing of payments, and in some cases, to transfer interest and principal payments to other financial instruments (for example, converting bonds into common shares or convertible preferred shares);

Development of mechanisms for estimating expected sales volumes by product groups.

3. Cost reduction. Obviously, in order to increase and further increase cash flow, it is necessary to reduce costs. In times of crisis, cost reduction is one of the most effective tools that an organization can use to stabilize its financial position.

For example, Marina Osipova (financial director of the Dionys Club company (Moscow) proposes to take the following measures to reduce the organization’s costs during the crisis: tightening procedures for authorizing expenses, motivating staff to reduce costs and reducing costs not related to the organization’s core activities. Within of the listed activities, the following procedures must be performed:

Formation of the organization's budget. If budgeting was not carried out at the time of the financial crisis, it can be recommended to limit ourselves to drawing up a master budget (forecast balance, cash flow budget and income and expenses budget), budgets of key production departments, as well as creating budgets for receivables and payables and the movement of raw materials. ;

Horizontal and vertical integration. Horizontal integration involves seeking procurement opportunities jointly with another buyer. Vertical integration implies closer work with suppliers of key raw materials (timely fulfillment of contractual obligations, financial transparency, etc.); analysis of the possibilities of outsourcing expensive processes. You should evaluate which components are profitable to produce yourself and which are cheaper to purchase from other manufacturers. For example, most organizations that have their own boiler houses transferred them to the ownership of city administrations, since their maintenance and service were too expensive;

Tightening control of all types of costs. It has been noticed that when an organization, for example, begins to record outgoing long-distance calls from employees, the total number of calls decreases due to a decrease in conversations on personal issues;

Optimization of technological processes. Optimization issues can be resolved when discussing production technology and product quality by the financial director and production director;

Reducing labor costs. Bonus schemes should be developed for the organization’s personnel and motivated to reduce costs. A scheme in which part of the saved costs is paid to the employee can be adopted as a basis.

4. Reduction of assets:

Their rationalization suggests that production can be reduced and concentrated in smaller areas;

Selling a successful division is a way to get a better price as well as increase cash flow.

5. Creation of profit - structural changes in the operation of the enterprise, search for new competitive advantages. Using these strategies requires a long implementation time to achieve a tangible impact on organizational performance. Creating income in a short time can be the result of the following actions:

Improvement in the management control system;

Improved inventory management;

Revision of the production organization system and transition to the “just-in-time” method;

Intensifying sales efforts.

Turnaround strategies have proven effective in crisis management, they are based on cost-cutting strategies and typically involve changes in the marketing or repurposing of existing products or services while simultaneously developing new ones.

Turning strategies include:

1) changes in pricing;

2) reorientation to specific customers and specific products;

3) development of a new product;

4) rationalization of the product range;

Is the product perceived by customers as being sold at lower prices than competitors;

What will be the reaction of competitors;

Will the product's appeal improve in certain market segments?

1. Why do people buy a product (service)?

2. Are there opportunities for customization, segmentation and competitive advantage?

3. What is the potential revenue and growth potential and gross margin?

4. What is the extent and type of competition in this segment or niche, and the potential for marketing countermeasures?

New product development may be a necessary turnaround option when an organization loses competitiveness in updating or improving a product. Product improvements can help an organization focus on specific market segments that have not previously been relatively strong.

Product line rationalization (reduction) can be useful in focusing an organization's efforts on more sustainable market segments. In order to implement this strategy, the organization must:

Realistically assess the company's expenses;

Determine which of the individual goods (services) are the least (or most) profitable.

In the face of the threat of bankruptcy, strategies for overcoming the crisis are applied, the goal of which is to minimize the damage. This is achieved by selling off assets and cutting costs.

Divestment can be carried out through a franchise agreement, transfer of contracts, sale of business units or the entire organization, division and separation, exchange of assets.

A management buyout is typically carried out by the organization's management team, which may include employees, organizations that provide the majority of the equity capital, and banks and other institutions that lend money to the organization. The buyouts are financed through a combination of capital provided by managers, institutional shareholders and debt.

Strategy Partners Group consultants analyzed the global experience of organizations overcoming the crisis and strategies for overcoming the crisis that turned out to be the most successful. As practice shows, success or failure in overcoming a crisis is largely determined by how the organization answers 4 key questions.

1. What is the scale of the disaster?

2. How to be prepared for any future?

3. How to improve profits and cash flows?

4. How to respond to strategic changes?

Strategy Partners Group consultants give examples of 10 successful strategies for overcoming the crisis, taking into account the element of the strategy that turned out to be key. These are the companies Korkunov, Subaru, Arrow, YTL Power, San Miguel, Alaska Milk Corporation, HAN A Electronics, Best Buy, Samsung Electronics.

The choice of anti-crisis strategies depends on a number of reasons. Firstly, on the nature of the changes occurring or expected (their speed, scale, sustainability). Secondly, on the general situation in the industry (market size, intensity of competition, market growth rate and stage of market development, number of competitors and their capabilities, etc.). Thirdly, from the strengths and weaknesses of the organization.

2. Basic methods of crisis management

2.1 Reengineering as a method of crisis management

Reengineering is the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in key performance indicators for modern business such as costs, quality, service levels and responsiveness.

A process is a set of interrelated or interacting activities that transform inputs into outputs. The desired result (goal) is achieved more effectively when activities and related resources are managed as a process.

The work of the entire organization can be represented as a set of various activities to transform the expectations and requirements of consumers into the products they need.

Three groups of process improvement options are shown in Fig. 2.

Rice. 2. Process Improvement Options

1. Improvement according to J. Deming - constant improvement, which means that process efficiency indicators increase relatively slowly, growth comes at interest rates, risks are almost zero.

2. Process redesign - changing the process technology, adjusting the sequence of operations, while maintaining some features of the old process, efficiency indicators increase by 10%, but the probability of risk is also quite significant.

3. Reengineering— liquidation of the old process, construction of a new one. If a new process has been designed correctly, efficiency increases by factors rather than percentages. But the probability of risk events is many tens of percent (often up to 70% for major transformations).

The difference between a post-industrial (innovative) economy, say, and an economy of a traditional or industrial type is that one of the laws of dialectics is fulfilled - the law of the transition of quantity into quality. In other words, the process of creating innovations, fundamentally new, effective business processes in management has become almost continuous, and thanks to the accumulated amounts of knowledge in different areas, the possibilities for introducing innovations have increased significantly, and the profitability of the commercialization process has also increased. Innovativeness has become a defining characteristic, the dominant parameter of an organization's competitiveness.

Conducting a high-tech business in a fairly highly competitive, information-rich, changeable and at the same time organized environment requires organizational managers to be flexible, highly professional, dedicated, and to focus management efforts on increasing the size of organizations, which will increase the competitive advantages of organizations due to effects of scale and learning.

As practice shows, a modern high-tech organization spends most of its efforts not on generating an innovation, which is automatically accepted by the competitive market and even guarantees the entrepreneur a temporary monopoly profit, but on overcoming environmental resistance.

Doing business in high-tech markets involves increased risks, a longer payback period for investments, and requires the involvement of a wide range of participants. The technological environment is inert, especially if the demand for traditional products increases. One of the ways for an organization to independently overcome environmental resistance is to integrate forward—either independently or by purchasing organizations to develop production operations at the next level.

Thus, choosing the right business model (product, market niche, strategy, set of business functions, business processes) from the point of view of long-term profit generation plays a significant role in the market system.

Thus, the Russian company “Center for Technical Diagnostics “Intros-Co”, which sells diagnostic equipment for pipelines, was faced with the problem of expanding sales: customer service departments began to use its devices to provide external services. We had to create our own service centers.

An example of an initially correct strategy: the Russian company Consultant Plus determined that in conditions of huge unmet demand for legal information and low technological capabilities of the target segment, an offline service delivery model would work best. The emphasis in the strategy is on the development of regional representative offices, and the bulk of the profit is received upon achieving a quasi-monopoly position, which makes it possible to increase the return on fundamentally new effective business processes in management that were not previously available in the organization, i.e. reengineering.

The properties of reengineering include the following: rejection of outdated rules and approaches and starting the business process from scratch, which allows one to overcome the negative impact of existing economic dogmas;

A radical change in the way business is done - if it is impossible to remake your business environment, then you can remake your business;

Significant change in performance indicators (an order of magnitude different from previous ones).

Cases of application of reengineering are the following:

The organization is in a state of deep crisis;

The current position of the organization may be considered satisfactory, but the forecasts for its activities are unfavorable;

Prosperous, fast-growing and aggressive organizations whose task is to rapidly increase their lead over their closest competitors and create unique competitive advantages.

The basic principles of reengineering are presented in Fig. 3.

Rice. 3. Basic principles of reengineering

It is not that reengineering was invented by scientists; rather, it was discovered by them in a number of successful companies that intuitively used its basic properties. The most famous authors of the idea of ​​reengineering are M. Hammer and J. Ciampi, “Reengineering Corporations: A Revolution in Business” (1993). Currently, reengineering has been adopted by almost all companies in the world. Hammer's slogan is widely used: "Use computers not only to automate, but also to reconstruct existing business processes."

2.2 Restructuring as a tool for crisis management

Restructuring- This:

A comprehensive transformation of the activities of an organization (enterprise, company), consisting of changing the structure of production, assets, liabilities, as well as the management system in order to increase sustainability, profitability, competitiveness, overcome unprofitability, and the threat of bankruptcy;

Transformation of the organizational structure of organization management;

Changing the internal structure of the organization and its management system, as well as implementing a set of measures in order to increase the efficiency of using internal scientific, technical, production and economic potential. The issue of restructuring is relevant when an organization is faced with a decrease in the efficiency of its activities, as well as a change in the economic environment, technological development and increased competition.

To change means to make something different, to change something that was before, to amend something existing.

Change is a gradual or stepwise process of taking an organization to a new level using existing ideas and concepts; a process of renewal (transformation) of an organization based on the introduction of innovations into organizational processes.

At the present stage of economic development, it is indisputable that organizations, in order to survive in market conditions and maintain effectiveness, efficiency, productivity, and competitiveness, need to make changes to their activities in all areas, including in the field of management, which are determined by the level of modern management . Changes affect the life cycle of organizations and are a necessary condition for development.

Many sectors of the modern economy change their operating conditions very quickly. Since scientific and technological progress determines the emergence of new technologies, on the basis of which new types of products and services are developed. Due to the introduction of new production technologies and product changes in the infrastructure sectors of the economy, new markets appear.

At the same time, spontaneous processes occur within organizations that destroy structures and management systems, violate process standards, and reduce controllability.

A successful organization is constantly in flux. Under pressure from external and internal circumstances, commercial organizations are forced to change their own strategies, systems and management structures. Otherwise, their effectiveness in an increasingly competitive environment may be jeopardized.

Those who manage to get ahead of competitors and be the first to offer the market new, more effective management solutions, as a rule, receive additional competitive advantages.

Organizations need to initiate the process of introducing change in order to meet market demand and increase shareholder value. They often need to initiate and implement changes in order to maintain the stability of the organization and maintain balanced and continuous development.

Change management is a process that makes it possible for an organization to modify any part of its structure in order to thereby function effectively in a constantly changing environment. It includes activities designed to support, accept and approve necessary and agreed upon modifications and changes. Its purpose is to control change while maintaining the integrity and quality of service provided in a production environment.

In practice and research, increasing attention is being paid to the analysis of methods and organizational capabilities of change management, or “change management.”

At first glance, everything seems to be known about how to properly manage change. At the same time, practice shows that numerous organizations continue to fail and find themselves in a situation where they need to leave the market or change owners.

Objects of change in the organization are shown in Fig. 4.

Rice. 4. Objects of change in the organization

1) in the basic structure - the nature and level of business activity, legal structure, ownership, sources of financing, international operations and their impact, diversification, mergers, joint ventures;

2) in the objectives of the activity - strategy, product range and range of services provided, new markets, clients and suppliers;

3) in the technology used - equipment, tools, materials and energy, technological processes, office equipment;

A) in management structures and processes - internal organization, labor processes, decision-making and management processes, information systems;

5) in organizational culture - values, traditions, informal relationships, motives and processes, leadership style, attitudes and behavior of staff;

6) in people - management and staff, their competence, motivation, behavior and efficiency at work;

7) in the performance of the organization - financial, economic, social and other indicators for assessing the organization’s relationship with the environment, fulfilling its tasks and taking advantage of new opportunities;

8) in business circles and in society - the prestige of the organization. The business activity of the organization is characterized by:

The breadth of product markets, including the availability of export supplies;

The reputation of the organization, expressed, in particular, in the fame of clients using the organization’s services;

The degree of fulfillment of planned indicators, ensuring the specified rates of their growth (decrease); level of efficiency in resource use.

In a broad sense, business activity is assessed by data on the dynamics of the most important economic and financial indicators of the organization over a number of years, a description of future capital investments, ongoing economic activities, environmental measures and other information about the organization’s activities that are of interest to possible indicators of the financial statements and included in the explanatory note to the financial statements .

Organizations are forced to constantly adapt to the environment in which they exist. They themselves also generate changes in the external environment, developing and releasing new products and technologies to the market through the mechanism of investment.

All sources of investment are divided into three main groups: own, attracted and budgetary.

The organization's own funds are formed mainly through depreciation charges. The Russian accounting system allows depreciation charges to be carried out evenly (the so-called linear depreciation) or to use an accelerated depreciation mechanism, using one of three methods: declining balance, the sum of the numbers of technically useful use of equipment, depreciation in proportion to the volume of work.

All three methods in the first three years of equipment operation make it possible to obtain significant amounts of depreciation charges, which are reflected in accounting. At the same time, for tax purposes, amounts of accelerated depreciation are not taken into account. To fully calculate profits, an enterprise must recalculate its costs according to straight-line depreciation rates. Therefore, the accelerated depreciation mechanism does not provide a tax advantage, and organizations practically do not use it.

The issue of attracting investment is key for all domestic production. Funds can be raised through several lines. For example, use domestic Russian corporate capital. A number of enterprises, including the Ural automobile plant, are already using money from large oligarchic structures. But there are also traditional investment bank loans.

Change management, as a multidisciplinary science, requires both creative marketing to communicate change and a deep understanding of leadership styles and group dynamics. As part of organizational transformation projects, change management synchronizes the expectations of different groups, organizes communications, integrates teams and manages the education and training of people.

Change management uses concepts such as leadership, effective communication and acceptance of the need for change to develop precise transition strategies to overcome the inevitable resistance to change. An effective change management plan must address all of the above aspects of change. This can be achieved in the following ways:

Initiators and implementers must be sure that change is truly necessary;

It is necessary to analyze what resistance may be encountered when making specific changes. To do this, you need to talk with people to find out their attitude to the planned changes, and you should carefully consider objections - they may not be unfounded, and therefore useful;

Try to minimize resistance by paying special attention to employees who resist change. Discussing the situation with them can, if not eliminate, then completely weaken resistance.

Thus, change management is considered as a conscious, purposeful impact on the part of subjects, bodies on people and economic objects, carried out with the aim of directing their actions and obtaining the desired results.

A distinction should be made between organizational restructuring, reform and reorganization.

Reorganization refers to the transformation, restructuring of the organizational structure and management of an organization while maintaining its fixed assets and production potential.

Reforming an organization means improving the system and principles of its construction, operation and development, the implementation of which leads to an improvement in the final results of its current and long-term (long-term) activities.

Restructuring is the reform of an organization plus the restructuring of financial instruments (restructuring of its assets, liabilities, liquidation of wage arrears, reorganization, bankruptcy, etc.).

Reform concerns normally operating organizations, while restructuring affects organizations in crisis. In order not to engage in a very complex and risky restructuring, one should regularly and systematically engage in reforming the organization, and not bring it to a crisis state.

The restructuring involves changes in the production program and related innovations in the following structures:

Production;

Functional;

Informational.

Restructuring can be partial or global. Partial restructuring covers individual aspects of the enterprise’s activities or one of them, for example:

Capital restructuring;

Changing the organizational structure of the organization;

Change of control system, etc.

Global, or radical, restructuring covers all or almost all types of economic activities of an enterprise, ensuring its transition to a new qualitative level.

Restructuring should not be viewed as a one-time project. The effect of restructuring is limited in time and, depending on its depth and scale, as well as the external and internal conditions of the enterprise, can vary over a wide range. Taking this into account, partial restructuring, which turns out to be very effective, should not be opposed to global restructuring, but should be considered as a certain stage, a stage of a broader restructuring.

The most typical functions of restructuring are:

Development and development of new types of products;

Strengthening the competitive position;

Overcoming the crisis;

Restoring solvency;

Restoring financial stability. Organizational restructuring is a structural change to ensure the effective allocation and use of all resources of the organization.

The implementation of restructuring pursues the following goals.

Reaching break-even production volume and maximizing profits;

Optimizing the organization's capital structure and ensuring its financial stability;

Achieving transparency of the financial and economic state of an economic entity for owners (participants, founders), investors and creditors;

Using market mechanisms to attract funds, ensuring the investment attractiveness of the organization and its individual divisions;

Creation of an effective mechanism for managing the organization's resources.

To achieve these goals, it is necessary to solve the following tasks:

Optimization of the organizational structure of the organization to involve representatives of all levels of management in the development and implementation of measures to reduce costs and increase the competitiveness of manufactured products;

Increasing the degree of market specialization of the organization, its focus on specific markets, as well as the ability to adapt to constantly changing market conditions;

Optimization of the tax and financial planning system;

Facilitating access to external investment resources;

Search for additional opportunities to load fixed assets and employees of the organization; increasing business sustainability and managing property risks;

Solving logistics problems through the widespread use of advanced logistics methods and increasing incoming quality control requirements;

Clarification of administrative management functions in the field of financial management, personnel management, operational regulation of production processes, etc.;

Creation of a flexible and sustainable system of strategic management of the organization;

Implementation of a management information system, which involves maintaining consolidated accounting, financial and management reporting in the organization;

Carrying out diversification of production. Diversification is an expansion of the range, a change in the type

Products produced by the organization, development of new types of production in order to increase efficiency, increase economic benefits, and prevent bankruptcy. This diversification is called production diversification.

An assortment is a composition, variety, set of types of products, goods, services manufactured in production or on sale.

Restructuring will lead to success if the following two conditions are met simultaneously:

The desire and will of the organization’s management to carry out radical changes in the structure of authority and areas of responsibility of management;

Organizational cohesion that combines structural rigidity, labor and technological discipline and behavioral flexibility.

Effective restructuring requires the following prerequisites:

The organization must have a strategic development goal;

Management must have an information and analytical system for management, operational control and analysis of the economic activities of divisions and the organization as a whole.

Risk of possible bankruptcy;

Sabotage of the general strategic line of development of the organization by individual employees;

Possibility of corruption;

Psychological unpreparedness of both the center and the unit to work in new conditions;

Control over cost levels using a management accounting system.

On a quarterly basis, management must analyze the progress of the organization's restructuring program, highlighting specific activities included in the program, but not implemented as scheduled and not providing the expected economic effects. For each case, the main reasons for such facts and the necessary measures to compensate or prevent the negative impacts of the internal and external environment are identified (indicating specific responsible and guilty persons).

The main directions of restructuring the organization's management system include:

Bringing the organization out of a crisis state, which requires active participation in the management of the general director;

The nature of the organization’s activities, the need to solve a large set of problems in the field of sales, which require the creation of a flexible marketing system organized according to the product principle;

Weak focus on the end consumer, which dictates the need to create a marketing department in the organization;

Ensuring effective management of the organization, which requires a clear separation of the functions of the financial service and accounting department;

Creation of a full-fledged personnel service under the supervision of the HR Director, especially in terms of motivation and certification of personnel, as well as the search and training of highly qualified personnel in conditions of excess personnel and at the same time a lack of qualified personnel;

A rational approach to analyzing the organization’s activities and planning its own activities for the future, which can be organizationally ensured by creating a department for long-term (strategic) planning with its subordination to the financial director in an environment of tougher competition.

The proposed changes to the organizational management structure will make it possible to implement a whole range of priority measures aimed at increasing the efficiency of the organization (Fig. 5).

Rice. 5. A set of priority measures aimed at increasing the efficiency of the organization

Development and adoption of accounting policies for internal use, automation of accounting, creation of a financial planning system, linking them into a unified contract accounting system; introducing the position of a financial manager (or distributing his functions) and creating a financial planning and analysis unit;

Introduction of technologies for justification and management of the implementation of development projects;

Preparing staff for restructuring and teaching them effective working methods.

New requirements for organizing work with personnel include:

Assessment of available resources (existing personnel and tasks of modern business);

Assessing future personnel requirements based on the objectives and developing a program to meet future personnel requirements;

Planning and implementing career development for promising employees.

The possible consequences of organizational restructuring can be summarized as follows:

1. During the restructuring process, it is necessary to preserve a fully managed and maximally risk-protected core of the organization, which could become the basis for a future cycle of reintegration processes.

2. Some of the risks of restructuring are directly related to the intensity and direction of scientific and technological progress in this industry. There is a possibility that the organization will not be able to adapt and withstand industry competition. Therefore, the key points of restructuring should be the analysis and forecast of competitive advantages.

3. Fragmentation of the organization somewhat narrows the possibilities for extracting systemic effects, which gives rise to a number of competitive risks.

4. Poor controllability of unconsolidated production poses a serious danger. Charters and contracts provide organizations with a number of tools to minimize the risk of this danger.

One of the means to counteract risk is the system for planning production and sales of the organization's products. The planning system should cover all subsidiaries through provisions on mandatory deliveries, agreements on intra-company interaction, etc. This is also facilitated by a unified marketing system in the organization. All activities for marketing support of products must be centralized within the framework of the overall marketing policy.

A significant place is occupied by auxiliary and service production, formed on the basis of energy, repair, tool and communications departments. Since these divisions are designed to ensure the engineering viability of the entire organization, and there are practically no opportunities for support services to enter the external market (outside, for example, a plant) due to fierce competition, they are characterized by an all-Russian tendency to later transition to the status of centers of financial responsibility .

Thus, the restructuring of the organization will ensure:

Stabilization of the financial and economic situation;

Individualization of tax and civil liability;

Increased labor productivity;

Reducing fixed production costs;

Redistribution and increasing the efficiency of using human resources and production potential;

Increasing the investment attractiveness of the allocated business units;

Ensuring the competitiveness of manufactured products and the organization as a whole;

Expansion of the product range and development of new markets for products;

Increasing the responsibility of each manager and employee for the final results of their work.

An example of a successful recovery from a crisis is the enterprise OJSC Altai Mining and Processing Plant. The order of reorganization was as follows:

Development of an enterprise development strategy;

Withdrawal of assets to asset-holding enterprises (through an auction);

Development of budgeting (according to international standards);

Development of personnel motivation systems;

Attracting credit financing;

Development of new ore processing technologies, obtaining technical specifications, certificates, development of new products for oil workers;

Building precise relationships with product consumers;

Search for strategic buyers.

Thus, a bankrupt enterprise, as a result of the development and use of a set of anti-crisis measures, was transformed into a normally functioning enterprise with an established system of production and sales. New technologies have been created and new trademarks have been registered. Licenses and certificates for products have been obtained.

Conclusion

So, a crisis situation is a critical situation that, if measures are not taken to eliminate it, could have a significant impact on the profitability of the organization, its reputation or ability to conduct its business. To overcome crisis situations, appropriate anti-crisis strategies and management methods.

In the course of writing this course work, anti-crisis strategies and management methods in a crisis organization were examined, the main directions of restructuring the organization's management system were examined, and anti-crisis strategies and management methods in a crisis organization were studied through reengineering.

Aksenov E.P., Roshchina I.V., Kazakov V.V. Management reengineering in the context of reforms // Finance and Credit. 2010.

Ansoff Ya. Strategic management. Classic edition. St. Petersburg: Peter, 2009.

Anti-crisis management: Textbook. 2nd ed. reworked and additional / Ed. prof. EM. Korotkova. M.: INFRA-M, 2010.

Anti-crisis management: Educational and methodological manual. Compiled by: I.A. Marcheva. Nizhny Novgorod: Nizhny Novgorod State University, 2012.

Antonov T.D., Ivanova O.P., Tumin V.M. Strategic management of an organization: Textbook. allowance. M.: INFRA-M, 2015.

Antonov T.D., Ivanova O.P., Tumin V.M. Organizational risk management: Textbook. allowance. M.: INFRA-M, 2015.

Foreign practice of crisis management: Educational and methodological manual/Compiled by: E.A. Feinschmidt. M., 2012.

Kovalev V.V., Volkova O.N. Analysis of the economic activities of the enterprise. M.: Prospekt, 2015.

Shatalov V.A. Restructuring in the anti-crisis management system. M.: Norma, 2015

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Introduction……………………………………………………………………………….4

1. Anti-crisis strategy of the enterprise………………………………………...6

1.1 Enterprise crisis: concept, forms, causes……………………………6

1.2.Stages of development and implementation of the organization’s anti-crisis strategy…………………………………………………………………………………..10

Types of strategic alternatives for an enterprise…………………………….…23

2. Anti-crisis strategy of the Federal State Unitary Enterprise “Karachevsky Plant “Electrodetal”......27

Characteristics of FSUE “Karachevsky plant “Electrodetal”……………..27

Analysis of the financial and economic activities of the Federal State Unitary Enterprise “Karachevsky Plant “Electrodetal”………………………………………………………………………………….

2.3.Analysis of the process of development and organization of the anti-crisis strategy of the Federal State Unitary Enterprise “Karachevsky Plant “Electrodetal”………………………………………………………32

3. Directions for improving the anti-crisis strategy of the Federal State Unitary Enterprise “Karachevsky Plant “Electrodetal”……………………………………………………………35

3.1 Development of proposals for crisis management at the Federal State Unitary Enterprise “Karachevsky Plant “Electrodetal”………………………………………………………35

3.2 Calculation of the effectiveness of activities……………………….37

Conclusion…………………………………………………………………………………......41

References……………………………………………………………..42

Applications…………………………………………………………………………………..43

Introduction

At this time, Russia is at the first, transitional, stage of development of market relations. A market economy is the result of a long historical process. The tasks at this stage are: achieving material and financial balance of the national economy; changing stereotypes of creation and behavior; training of new personnel; development of management strategy.

Only a little more than 10 years have passed since the beginning of radical market reforms in Russia. Naturally, a new management policy in Russia could not objectively appear in such a short period of time.

Over the years of formation, many problems have accumulated in modern Russia, without solving which it would be pointless to talk about further integration of our business into the world community. These are problems: training managers in accordance with international standards; understanding of the essence of management by Russian leaders; inability to make decisions; low professionalism and many more serious problems that require a lot of attention. Managers must correct the shortcomings inherent in the domestic market mechanism. The main thing is competitiveness. And we will develop in the global market system.” This is one of the most serious problems in this transition period.

The biggest mistake of modern managers is that very little time is devoted to issues of the overall strategy of the enterprise, increasing the competitiveness of the enterprise in the market, creating conditions for the professional training of workers, and involving workers in production management.

The purpose of this course work is to reveal the anti-crisis strategy of the enterprise on the basis of theoretical and practical data.

Coursework objectives:

1. Reveal theoretical issues on anti-crisis management of an enterprise.

2. Conduct an analysis of the anti-crisis strategy of the Federal State Unitary Enterprise “Karachevsky Plant “Electrodetal”.

3. Suggest ways to improve the plant strategy.

The object of research for this course work is the Federal State Unitary Enterprise “Karachevsky Plant “Electrodetal”, since until recently it was in a very difficult situation and for this course work there are extensive opportunities for analyzing the plant management strategy.

1. Anti-crisis strategy of the enterprise

1.1 Enterprise crisis: concept, forms, causes

A crisis in the broadest sense of the word means a change from an increasing development trend to a decreasing one. It is an integral characteristic of a market economy. Based on this premise, any management is anti-crisis, and the content and methods of effective (conventional) and anti-crisis management do not differ.
Obviously, starting from it, it is difficult to find a specific definition of crisis management. Consequently, it is necessary to “narrow down” the concept of crisis, to differentiate its phases.

The phases of the crisis differ in content, consequences and necessary measures to eliminate them.

The first is a decrease in profitability and profit volumes (crisis in the broad sense). The consequence of this is a deterioration in the financial position of the enterprise, a reduction in sources and reserves for development. The solution to the problem can lie both in the field of strategic management (revision of strategy, restructuring of the enterprise) and tactical management (reducing costs, increasing productivity).

The second is unprofitability of production. The consequence is a decrease in the enterprise's reserve funds (if any - otherwise the third phase immediately begins). The solution to the problem lies in the area of ​​strategic management and is implemented, as a rule, through enterprise restructuring.

The third is the depletion or absence of reserve funds. The company allocates part of its working capital to pay off losses and thereby switches to reduced reproduction mode. Restructuring can no longer be used to solve the problem, since there are no funds to carry it out. We need prompt measures to stabilize the financial position of the enterprise and raise funds for restructuring. If such measures are not taken or fail, the crisis moves into the fourth phase.

The fourth is insolvency. The enterprise has reached that critical threshold when there are no means to finance even reduced reproduction and (or) pay for previous obligations. There is a threat of production stoppage and (or) bankruptcy. Emergency measures are needed to restore the solvency of the enterprise and maintain the production process.

Thus, the third and fourth phases are characterized by non-standard, extreme operating conditions of the enterprise, requiring urgent forced measures. The key point here is the occurrence or impending insolvency. It is this situation, in our opinion, that should be the object of crisis management. Let us dwell on the definition of insolvency in more detail.

Economic formula of the crisis. Here the crisis is considered as an immediate threat to the survival of the enterprise. There are two aspects - external and internal.

External is the ability of the enterprise to mobilize the necessary amount of working capital to fulfill its obligations to creditors - payment and servicing of debts.

Internal - in the ability to provide the volume of working capital required to conduct business activities. Maintaining the amount of working capital at the appropriate level is carried out at the expense of cash and equivalent resources of the enterprise. Thus, in an economic sense, a crisis means a shortage of funds to support current economic (production) and financial (creditors) needs for working capital.

The current financial need for working capital (TFC) is determined as the amount of payments to be made at the time of calculating the formula for debt repayment (including interest on them), as well as fines and penalties (in case of late payments) for the planned period. Covered by cash or mutual offset transactions acceptable to creditors in terms of content and conditions.

The current economic need for working capital (TCC) is the difference between the amount of production and non-production expenses for the planned period, on the one hand, and the volume of the enterprise's production reserves within the limits provided for by the estimate, on the other. In other words, if according to the estimate, the monthly consumption of raw materials A is 10 million rubles, while there is only 8 million worth of it in the warehouse, then the TCP is 2 million rubles. If there are 12 million worth of raw materials in the warehouse, then there is no need for working capital (a “negative” need does not arise).

Determining the threshold value of TCP, the impossibility of which is critical, depends on the industry and other characteristics of the enterprise. For example, in chemistry and metallurgy there is a minimum technologically permissible production volume, but not for metalworking. The volume of fixed (overhead) expenses also cannot serve as an unambiguous criterion for the threshold value of the need for working capital, since it can be adjusted. TCP is covered by cash or offset transactions acceptable to the enterprise in terms of content and conditions (i.e., delivery on time at an acceptable price of exactly those goods and services on which the enterprise’s funds would have been spent).

Cash - actual cash and cash equivalents (currently up to 85% of all settlements are carried out by mutual offset schemes). It is the amount of cash that is indicative of determining the crisis state of the enterprise.

Firstly, each offset transaction can be quite easily reduced to a monetary value (taking into account cost and time losses).

Secondly, specific short-term assets differ greatly in their degree of liquidity. Thus, accounts receivable may be hopeless, regardless of the formal deadlines and obligations for its repayment, and finished goods inventories may be dead weight. At the same time, their presence does not in any way ensure the real solvency of the enterprise, which is ultimately determined by cash.

Thus, the standard logic of economic and financial calculation does not apply here. When calculating the cash and equivalent funds of an enterprise, two factors are of fundamental importance - the structure of the enterprise's needs (raw materials, supplies, cash) and the time during which these needs must be satisfied.

Time factor. Time always has an economic price, but in a crisis it is calculated on completely different grounds than, say, when analyzing an investment project. Thus, a late payment in the amount of 500 minimum wages (minimum wage) after 3 months. may result in a collapse of all the enterprise’s obligations, even those that must be repaid in a few years. This circumstance determines the price of each day out of these 90, i.e. a kind of “relativistic effect” arises.

The price of time is taken into account in standard discounting procedures used in financial calculations. These procedures are based on reducing the value of future cash flow by a certain amount, which is dependent on the duration of waiting for the receipt of funds and the discount rate. The latter takes into account inflation rates and investment risk fees. Its magnitude is a key aspect of the time factor. The economies of developed countries are characterized by discount rates of 5-7%.

Another important, including from a psychological point of view, aspect of the time factor in a crisis is that a “fading” enterprise has no future. If after 3 months. the enterprise becomes a defendant in a bankruptcy arbitration proceeding, then any plans become abstract. If the enterprise overcomes the crisis, then it will have a future, significantly different from the “pre-crisis” one, which must be sacrificed in order to be saved.

The owners and management of most Russian companies are aware that the environment has become much more threatening for business than it was until recently. The end of 2008 was marked by a global economic crisis, which affected Russia along with other countries and continues to this day.

Of course, certain anti-crisis measures are being taken at the level of the federal government and regional authorities, but this does not remove from the agenda the need to develop an anti-crisis program for each individual organization.

Crises in microeconomic development, that is, crises in an organization, being an element or consequence of crises at other levels of the economy, are specific in content, causes and patterns of occurrence and development.

The causes of the crisis depend on its factors, so they are divided into external and internal.

External causes are a threat from outside, and since the socio-economic system interacts with many different subjects, the structure of external causes also has a rather complicated appearance.

Internal causes of a crisis include management, production and market factors.

The presence of at least one factor is already a pre-crisis state, but the greatest impact on the general condition of an enterprise or industry is exerted by difficulties in management structures. It is these difficulties that are most characteristic of modern business, preventing the normal (and effective) functioning of systems due to the occurrence of crises.

Business management is based on the development of a strategy, its adaptation to the specifics of the company and its implementation. A company's strategy is a comprehensive management plan that should strengthen the company's position in the market and ensure coordination of efforts, attracting and satisfying consumers, successful competition and achievement of global goals. The process of developing a strategy is based on a thorough study of all possible directions of development and activity and consists of choosing a general direction, markets to be developed, needs to be served, methods of competition, resources attracted and business models. In other words, strategy means the company's choice of development path, markets, methods of competition and business.

Correct goal setting helps to avoid many unforeseen situations that can lead to disastrous consequences. In order to never find himself in such situations, the head of an enterprise must clearly understand the tasks that his company faces in the near future, and also be able to correctly convey these goals to his employees.

Since crises relentlessly follow every stage of development of an enterprise and all its activities as a whole, any management must be anti-crisis, that is, it must take into account the dangers and possibilities of a crisis. It is most preferable to create anti-crisis departments at the enterprise that will directly deal with these issues.

In any activity, including anti-crisis activity, the main place belongs to strategy. The existence of an enterprise often depends on its choice; it is a decisive factor in a crisis situation. When a crisis approaches or occurs, all attention shifts to ways to overcome the crisis, smooth out the process and minimize damage to it.

The crisis state of the organization requires specialists to carry out certain measures in order to overcome the current circumstances. The correct use of funds and the development of actions necessary in a specific situation will allow us to return from recession to development and the planned growth rate of the organization’s performance indicators. The use of the latest management methods and anti-crisis procedures is imperative, as it is dictated by modern conditions.

An anti-crisis strategy is a kind of guarantee of the stable development of an organization. Of course, we cannot say that the strategy allows us to completely avoid crisis situations. It only allows you to reduce the percentage of their occurrence, and if they occur, to ensure that they are overcome as quickly and painlessly as possible. In addition, the strategy allows you to reduce the time it takes to decide on a method to overcome the crisis, which is an important factor.

Modern Russian and Western literature makes it possible to present an anti-crisis strategy as a strategic map consisting of 4-5 levels of development and implementation (Table 1.1.).

In the field of general management, there are many strategies, each of which, to one degree or another, contains an anti-crisis component. But by and large they can be combined into three groups:

Offensive (breakthrough strategies);

Defensive (survival strategies);

Strategies for downsizing and changing the type of business.

Table 1.1.

Modern multi-level presentation of anti-crisis strategy

like a strategic map

Offensive strategies are created, as a rule, on the basis of scientific discoveries and inventions, and are designed to occupy a leading position in the market or industry. To implement offensive strategies, large financial expenditures are required, they have a high degree of risk, but, as a rule, give excellent results. Such strategies are implemented through processes of production diversification, its cooperation or market intensification.

Diversification of production can be vertical, which involves penetration into the sphere of activity of suppliers or consumers, that is, into the previous and subsequent links of a large technological chain, and horizontal, which is associated with penetration into related industries in order to strengthen the economic sustainability of the organization.

Defensive or survival strategies are designed to ensure that a company maintains its existing market share and maintains its position in the market. These strategies are used if the organization's market position is satisfactory or if the organization does not have enough funds to carry out an active offensive strategy, because it is afraid of retaliatory measures from strong competitors.

Downsizing and shifting strategies are used in situations in which an organization needs to regroup after a long period of growth or due to the need to improve efficiency.

When a crisis occurs, a choice is made between a reduction strategy or a defensive strategy. The following reduction strategies are available: turnaround strategy, separation strategy, liquidation strategy, recovery and restructuring strategy, combined strategy.

Downsizing strategy is used when the survival of the organization is at risk. Reduction strategies, as a rule, are designed to carry out measures aimed at improving the financial position of the enterprise as an integral part of crisis management and bankruptcy. This assumes that there is a targeted selection of the most effective means, strategies and tactics.

Defensive strategies contain several main ways of protection: the first way is the steady strengthening of the competitive position; the second way is to clearly inform competitors of the intention to take serious retaliatory measures in the event of an attack. Reduction strategies and defensive strategies can be used simultaneously. Some defensive strategies play the role of a strategy for changing pricing, refocusing on customers and products, a strategy for developing a new product (service) - rationalizing the range of goods (services), focusing on sales and advertising.

In the context of a defensive strategy, there is a restructuring of all areas of the organization’s activities on the basis of strict centralization of its management. Typically, growth and moderate growth strategies are offensive in nature; offensive-defensive – combined strategy; purely defensive - a strategy of reducing activity.

In general, any anti-crisis measures of a strategic and tactical nature are effective if they help prevent the insolvency and bankruptcy of the organization, and subsequently prevent a severe economic crisis in a successfully operating enterprise.

Development technology and stages of implementation of the anti-crisis strategy

Developing an anti-crisis strategy means obtaining (formalizing) knowledge of how to achieve the strategic goals of bringing an enterprise out of the crisis and achieving economic growth and success.

The algorithm for developing an anti-crisis strategy includes the following steps.

An analysis of external factors with which the organization interacts is carried out in order to identify the causes of the crisis. A significant amount of acquired information when analyzing the external environment usually leads to confusion. However, insufficient analysis distorts the real situation. In order to form a distinct and clear picture of the development of the situation, the results obtained must be correctly correlated and combined into a single whole, several stages of analysis:

Analysis of the macro environment, it can be divided into four sectors: political, economic, social and technological environment;

Analysis of the competitive environment, which consists of five components: buyers, suppliers, competitors within the industry, possible new competitors, substitute products.

Having received information about the external environment, you can synthesize it using the method of creating scenarios. Scenarios are realistic descriptions of what trends might occur in a particular industry in the future. Scenarios identify the most important environmental factors that the organization needs to consider.

If there are factors that are beyond the control of the organization, the strategy being developed should help the organization make the most of all the benefits, as well as minimize possible losses.

When studying the external environment, managers must focus their attention on finding out what threats and what opportunities the external environment includes.

In addition to analyzing the external environment of the organization, it is important to conduct a thorough study of its real state. A crisis situation in an organization is a sign of either a weak strategy, poor execution, or both. Having all the indicators, the manager sees what the organization should become in the future and can develop an achievable anti-crisis strategy. When considering an organization's strategy, managers should pay attention to five main aspects.

1. The effectiveness of the current strategy.

First, you need to determine the organization’s place among competitors, then the size of the market and consumer groups that the organization is targeting; then we move on to the areas of production, marketing, finance, and personnel. Assessing each factor will give a clearer picture of the strategy of an enterprise that is experiencing a crisis.

2. Strength and weakness, opportunities and threats for the enterprise. The most significant way to assess a company's strategic position is SWOT analysis.

Analysis of the company's external environment allows us to identify key opportunities for business success to develop a strategy. Analysis of internal development factors allows us to identify the company’s key competencies for implementing a competitive strategy (strength, weakness, opportunities, threats).

Strength is what an organization is successful at. It lies in skills, experience, technology, excellent customer service, recognition.

Weakness is the absence of something significant in the functioning of the company, something that it cannot do in comparison with others. Once strengths and weaknesses are revealed, all components are carefully examined and evaluated. A significant part of the SWOT analysis is the assessment of the organization's strengths and weaknesses, its threats and opportunities, as well as conclusions about the need for strategic changes.

3. Competitiveness of prices and costs of the enterprise.

The company's prices and costs are compared with the prices and costs of competitors. This is how you can discover the best practice for performing a certain type of activity, the most effective way to minimize costs and, based on the analysis obtained, move on to increasing the organization’s cost competitiveness. The method by which this analysis is carried out is called the “value chain” (Fig. 1.1.).

Rice. 1.1. Value chain

The value chain reflects the process of creating the value of a service and includes a variety of activities and profits. This method makes it possible to check how each type of company activity corresponds to the best indicators in the industry.

Based on the information received, in the future, you can effectively plan the sequence of one or another type of activity, choose a method to minimize costs, and determine ways to increase the organization’s cost competitiveness.

4. Assessing the strength of the enterprise's competitive position.

To assess the situation, answers to a number of questions are required: will the company’s competitive position be strengthened or weakened while maintaining the strategy it currently applies, what position does the company occupy in terms of the main key success factors compared to competitors, and does the company have (if so, why) competitive advantage or is in a favorable position from this point of view. Quantitative assessments of competitive strength show a company's weak and strong positions, and also allow an accurate assessment of the company's ability to protect its market position.

5. Identification of problems that caused the crisis in the enterprise.

This direction allows us to summarize and study all the results obtained during the analysis and determine which specific problems associated with the development and implementation of anti-crisis policy are the most significant.

Thus, without formulating the problems that caused the crisis at the enterprise, without searching for their reflection in the ongoing economic activity, it is impossible to begin to develop anti-crisis measures at all levels.

The next, no less important stage is the diagnosis and forecasting of bankruptcy. At the same time, much attention is paid to improving the mechanism for predicting the insolvency of an organization in order to prevent bankruptcy.

In practice, quite a significant number of methods for predicting the insolvency of an organization have been developed. However, not all of them are ready to solve the problems of diagnosing the financial situation and assessing creditworthiness. Foreign models cannot always be adapted to the practice of the Russian accounting system, and this, in turn, leads to the subjectivity of the forecast.

Popular multifactor models for predicting the bankruptcy of an organization are the Altman model, the Taffler model, the Lees model, the Chester model, the five-factor model of Saifulin and Kadykov; four-factor model of the Irkutsk State Economic Academy.

The work of the Western economist E. Altman, who, using the apparatus of multiplicative discriminant analysis, developed a methodology for calculating the creditworthiness index, is very famous in this area. The creditworthiness index (Z) has the following form:

Z = 3.3 – K 1 + 1.0 – K 2 + 0.6 – K 3 + 1.4 – K 4 + 1.2 – K 5 (1)

K 1 – Pre-tax profit / Assets;

K 2 – Income / Assets;

K 3 – Equity capital (market valuation) / Raised capital (balance sheet valuation);

K 4 – Reinvested profit / Asset;

K 5 – Net working capital / Assets.

Critical Z index value< 2,675 предсказывает о возможном в обозримом будущем (2-3 года) банкротстве. Значение Z >2,675 – about a fairly stable financial position.

Altman identified an interval (1.81-2.99), called the “zone of uncertainty,” falling outside of which with a very high probability allows us to make the following assumptions regarding the company being evaluated: if Z< 1,81, то компания с очевидностью может быть отнесена к потенциальным банкротам, если Z >2.99, then the judgment is exactly the opposite.

Scientists from the Irkutsk State Economic Academy have proposed a four-factor integral model for predicting bankruptcy risk - the R model, which has the following form:

R = 8.38K 1 + K 2 + 0.054K 3 + 0.64K 4 (2)

K 1 – working capital / assets;

K 2 – net profit / equity;

K 3 – sales revenue / assets;

K 4 – net profit / integral costs.

The probability of bankruptcy of an enterprise in accordance with the value of the model R is determined as follows: R is less than 0 – the probability of bankruptcy is maximum (90 – 100%); R = 0 – 0.18 – probability of bankruptcy is high (60 – 80%); R = 0.18 – 0.32 – probability of bankruptcy is average (35 – 50%); R = 0.32 – 0.42 – probability of bankruptcy is low (15-20%); R greater than 0.42 – the probability of bankruptcy is minimal (up to 10%).

Timely diagnosis of these indicators allows you to avoid bankruptcy.

Objectives are the starting point of the strategic planning, incentive and control systems used in the organization. The strategic planning process ends with the formulation of methods for strategic analysis and planning of strategic alternatives for the organization to overcome the economic crisis and the implementation of the choice of strategy.

The anti-crisis strategy includes such areas as reducing costs, closing departments, reducing personnel, reducing production volumes, and attracting additional resources. But all these actions lead to a positive result only if the chosen anti-crisis strategy is competently implemented.

To implement a strategy, it is necessary to move on to the process of determining tactics for implementing the chosen strategy (operational planning).

The implementation of the anti-crisis strategy includes several stages:

Finally understand the developed anti-crisis strategy and goals, the level of their compliance with each other;

Communicate in detail the ideas of the new strategy and the meaning of the goals to employees in order to widely involve them in the process of implementing the anti-crisis strategy;

Align resources with the implemented anti-crisis strategy.

But regardless of the scale of the new strategy, it is necessary to ensure a high level of control over the progress of its implementation. It is also important to take into account that some obstacles to the implementation of the strategy may arise: lack of resources and funds, staff resistance, time constraints, etc. All these factors must be considered at the stage of developing an anti-crisis strategy and measures to eliminate them must be developed. Otherwise, the implementation of the strategy, especially those associated with major changes (for example, reorganization), may be delayed indefinitely, which will clearly not benefit the organization.

Much depends not only on the organization’s leadership, but also on middle and lower level managers, who often shape the immediate result.

For the successful implementation of an anti-crisis strategy, the interaction and cooperation of various departments and levels of the organization, which must set themselves the main task of overcoming the crisis, is no less important.

A strategy is a plan, the results of which cannot be predicted with complete accuracy. To do this, you need to carefully monitor the progress of the strategy, and if problems arise, be able to use alternative options. This is a distinctive feature of the anti-crisis strategy. When implementing a strategy, difficulties may arise that reveal gaps in planning. Then it is necessary to take radical measures to solve these problems.

The last and most important stage in the implementation of the anti-crisis strategy is the assessment and control over the implementation of the strategy. This stage helps to determine to what extent the implementation of the strategy will lead to the achievement of the organization's goals.

If an organization constantly monitors the emergence of an external threat, and also has the time necessary to develop an effective response, it can eliminate all problems. But in a crisis, there is a strictly limited period of time to develop effective measures. That is why it is necessary to strive for parallelism of work. And to do this, you will have to change the existing management system, which will have a painful impact on the work of employees.

External specialists can provide significant assistance in implementing crisis management. An “outside” consulting company is hired, which takes on the functions of an anti-crisis center, develops, and often implements an anti-crisis strategy. This model of behavior is optimal for companies that do not have human resources capable of developing and implementing effective crisis management. But they can also be employees of the company itself. The initial presence in the company of a strategic planning system and a pre-formed anti-crisis team or department is the best option.

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Ministry of Education and Science of the Russian Federation

Federal State budget

educational institution of higher professional education

Kemerovo State University

Faculty of Economics

Department of Management

Test

discipline: "Risk management"

on the topic: Classification of anti-crisis strategies

Completed by: Shubina L.N.

6th year student of General Education (6 years)

groups: EiUP-61

Head: Doctor of Economic Sciences, Professor

Ivanova O.P.

Kemerovo 2013

Introduction

Conclusion

Bibliographic description

Introduction

A characteristic feature of a market economy is that crisis situations can arise at all stages of the life cycle of an enterprise (formation, growth, maturity, decline). Short-term crisis situations can be resolved through prompt action. If the enterprise as a whole is ineffective, the economic crisis becomes protracted, even to the point of bankruptcy. The severity of the crisis can be reduced if we take into account its features and recognize and see its onset in time. In this regard, any management must be anti-crisis, that is, built on taking into account the possibility and danger of a crisis. In crisis management, management strategy is critical.

The need for strategic management of Russian enterprises is due to the following prerequisites. First, rapid changes in the external environment stimulate the emergence of new methods, systems and approaches to management. Secondly, active integration processes are observed in Russian business. Thirdly, the influence of the process of business globalization, in which national differences and preferences are erased and consumption is standardized. It is very important in this situation to determine the specifics and priorities for the development of organizations based on their comparative advantages, developing a strategy for working in a competitive environment.

1. The concept and essence of an anti-crisis strategy

Anti-crisis strategies are strategies that optimize the behavior of corporations in conditions of a downturn in the industry, a steady decline in the main financial indicators of the corporation and the threat of bankruptcy. They include a set of measures in the areas of planning, personnel management, finance, relations with support groups, as well as legal and other activities in order to protect the company from the threat of bankruptcy or significant recession and create the conditions for a turn towards corporate recovery. The decline in production, financial and other important indicators that determine the effectiveness of the company in the market is of a natural, deterministic nature; its causes can be examined and appropriate adjustments can be made in passion behavior to mitigate the effects of the decline.

Market forms of management in conditions of fierce competition lead to the insolvency of individual business entities or their temporary insolvency.

For example, according to Rossiyskaya Gazeta, with reference to Rosstat, the share of unprofitable organizations in Russia increased by 2.4 percent in January-July 2013 alone compared to the same period in 2012. Now the number of unprofitable organizations, according to his calculations, is 31.7 percent.

However, even if the economy stabilizes, one should not expect that there will not be such enterprises in the country. In the US, for example, about 50% of newly created small and medium-sized enterprises go out of business within one year. At the same time, bankrupts recognized by law account for only about 10% of all enterprises.

The above allows us to conclude that it is necessary to constantly carry out work on anti-crisis management.

For quite a long time, most Russian companies developed chaotically, resorting to tactics of primitive saving and seizure of resources. Now, a meaningful and proactive determination of the goals of certain actions comes to the fore.

One of the most strategically thinking Russian structures is the insurance company ROSNO, which has taken significant steps in goal setting and created its own pension fund. This is an unconventional move. According to the Ministry of Labor, pension funds collect about 3 billion rubles. contributions. Insurers estimate their fees for pension insurance programs to be approximately the same amount. This ratio can change dramatically in favor of pension funds. The government's version of Chapter 25 of the new Tax Code (PC) allows businesses to include contributions to the pension fund in their labor costs. This benefit is not provided for insurance companies. ROSNO's actions if the new PC is adopted will be very far-sighted. The State Pension Fund, arguing with insurers about benefits, advised them to create their own pension funds rather than seek benefits from the Government and the Duma. The ROSNO pension fund has already concluded non-state pension agreements with the ROSNO insurance company and a number of its subsidiaries.

As theory shows and experience confirms, a violation of solvency in modern conditions is a consequence of a discrepancy between the enterprise’s strategy and the trends in the development of the market situation.

2. Classification of anti-crisis strategies

In the economic literature, the classification of strategies from the point of view of economic growth is widely used. The grouping of strategies according to this criterion is as follows:

1) a concentrated growth strategy involves improving or releasing new products, as well as searching for opportunities to improve the company’s position in the existing market or move to a new market.

The specific types of strategies of the first group are the following:

A strategy for strengthening a market position in which a company does everything to gain the best position with a given product in a given market. This type of strategy requires a lot of marketing effort to implement. There may also be attempts to implement so-called horizontal integration, in which the company tries to establish control over its competitors;

Market development strategy, which consists in finding new markets for an already produced product;

A product development strategy that involves solving the problem of growth through the production of a new product that will be sold in a market already developed by the company.

In business practice, a positive example of the application of a concentrated growth strategy was demonstrated by Johnson's baby, a brand with more than a century of history. In the 21st century, it represents the ideal means of caring for a small child. All brand products are developed in close cooperation with pediatricians. Confirmation of the quality of Johnson products s baby is supported by the fact that all products of this brand undergo clinical studies and are tested in Johnson & Johnson laboratories. Johnson's baby products are divided into three groups, corresponding to three regimens for baby's skin care: diaper changing products, skin care products and bath products. The first group includes cleansing wipes, diaper cream and powder. All of these The products are hypoallergenic, help eliminate irritation and inflammation, which is why they are used both in maternity hospitals and at home from the first days of babies’ lives.

The second group includes more than 14 items, including the famous oil, baby milk (lotion), cream and cotton swabs.

Despite the fact that the brand's products were originally intended exclusively for the care of newborns, the company is also positioning them for women's skin care. Such repositioning allowed the company to attract new segments.

2) the integrated growth strategy ensures economic growth through the acquisition of property, as well as the creation of new production structures.

There are two main types of integrated growth strategies: - a reverse vertical integration strategy is aimed at growing the company through acquisition or strengthening control over suppliers. The company can either create subsidiaries that carry out supply, or acquire companies that already carry out supply. Implementing a reverse vertical integration strategy can give a company very favorable results due to the fact that its dependence on fluctuations in component prices and supplier demands will decrease. Moreover, supplies as a cost center for a company can turn into a revenue center in the case of reverse vertical integration;

The strategy of forward vertical integration is expressed in the growth of the company through the acquisition or strengthening of control over the structures located between the company and the end consumer, namely distribution and sales systems. This type of integration is very beneficial when intermediary services are expanding very much or when the company cannot find intermediaries with a high-quality level of work.

An example of the application of an integrated growth strategy: very tough competition has developed on the Moscow market of domestic meat products. The market is almost completely divided between six meat processing plants, and any increase in sales can only occur by winning market share from competitors. By the beginning of 1997, the leader in the meat products market was the largest Moscow meat processing plant, Mikoms. It accounted for 30% of the market. However, over 10 months, this share decreased to 17%, as a result of which Mikoms found itself in third place, behind Cherkizovsky MPK (market share 28%) and Tsaritsynsky MPK (market share 24%).

Such a sharp deterioration in the position of Mikoms on the Moscow market was caused by a combination of unfavorable circumstances. In particular, as a result of the reduction in livestock numbers and the transition to imported meat, the utilization of livestock slaughtering capacities has significantly decreased. Underutilization of these capacities had a negative impact on the economic performance of the plant. The plant's activities were also negatively affected by the huge debt of customers. The situation at the plant became so difficult that the question arose about selling the controlling stake controlled by the plant's management.

The new general director set a goal to bring the plant out of the crisis within six months. The main and most effective measure for the development of the plant, proposed by the general director, is the abandonment of the intermediary between the plant and wholesalers, which is the Mikoms Central Base, and the construction of two own markets, one of which will sell meat, and the other will carry out small wholesale trade . These measures led to a reduction in the retail price of the plant's products, since the intermediary was excluded from the chain of the plant and the final consumer.

When implementing these two strategies, the position of the enterprise within the industry changes.

3) a diversified growth strategy is implemented if the enterprise cannot develop further in a given market with sold goods within a given industry.

The main factors determining the choice of a diversified growth strategy are formulated:

Markets for the business being carried out find themselves in a state of saturation or a reduction in demand for the product due to the fact that the product is at the dying stage;

The current business provides an influx of money that exceeds the needs, which can be profitably invested in other areas of the business,

A new business can cause a synergistic effect, for example, through better use of equipment, components, raw materials, etc.;

Antimonopoly regulation does not allow further expansion of business within this industry;

Tax losses can be reduced;

Access to global markets may be facilitated;

New qualified employees can be attracted or the potential of existing managers can be better used.

The main strategies for diversified growth are the following:

The strategy of centered diversification is based on the search and use of additional opportunities for the production of new products that are contained in the existing business. That is, existing production remains at the center of the business, and new production arises based on the opportunities that lie in the developed market, the technology used, or in other strengths of the company’s functioning. Such capabilities may, for example, be the capabilities of the specialized distribution system used;

The strategy of related (horizontal) diversification involves searching for growth opportunities in the existing market through new products that require new technology different from the one used. With this strategy, the company should focus on the production of technologically unrelated products that would use the company’s existing capabilities, for example, in the field of supply. Since the new product must be focused on the consumer of the main product, its qualities must be complementary to the already produced product. An important condition for the implementation of this strategy is a preliminary assessment by the company of its own competence in the production of a new product;

The strategy of unrelated (conglomerative) diversification is that the company expands through the production of new products that are technologically unrelated to those already produced and sold in new markets. This is one of the most difficult development strategies to implement, since its successful implementation depends on many factors, in particular on the competence of existing personnel and especially managers, seasonality in the life of the market, the availability of the necessary amounts of money, etc.

In the passenger sector, Arriva, an operator owned by the German Federal Railways, operates as an independent enterprise and has a prominent position in the UK passenger rail market, despite operating only two franchises in the country.

Arriva's strategy reflects the notion that different markets have different requirements: operates bus passenger services in 12 European countries; railway - in six countries - Great Britain, Denmark, the Netherlands, Germany, Poland and Sweden, everywhere with support in terms of operating income. Some contracts, such as those in the UK, require the company to take on revenue risks. A number of contracts stipulate payments in favor of the company associated with a decrease in income, and the risks remain the responsibility of the administration with which the contract was concluded. In the Netherlands, both parties bear risks on the revenue side.

Arriva is also broad-minded in its acquisition policy. At first glance, it seems strange that a bus and rail company has acquired a rolling stock repair depot in Crewe. However, upon closer examination, it turns out that by that time the company already had experience in the maintenance and repair of rolling stock, including for other operators, for example in Germany, where it has a large Arriva Werke Nord plant in Neustrelitz. As a result of stable growth over 10 years, the number of personnel in the company's railway sector has now reached 6,385 people. (not counting joint ventures and other partnerships), the operating rolling stock fleet totals 565 units.

Arriva Deutschland is currently one of the largest private railway operators in Germany:

has a fleet of more than 200 trains;

each of its branches in Germany owns its own railway infrastructure, which it itself maintains and uses for passenger and freight services;

receives fees from other freight operators for access to 552 km of its lines;

has 12 depots in Germany that service the rolling stock of Arriva and other operating and leasing companies;

carries out maintenance of Osthannoversche Eisenbahnen trains (the majority of its shares were acquired by Arriva in 2007), rail grinding trains and other track machines for the nearby Schweerbau company, which specializes in track laying, maintenance, repair and reconstruction work.

Arriva does not apply a single technology in managing rail transport, does not operate the same type of rolling stock everywhere and does not have a uniform operating strategy throughout Europe, since each country is unique. The diversification of the company's activities contributes to the growth of modernization and overhaul work for one of Arriva's divisions and thereby offsets the risk of lower earnings in other sectors.

Arriva won the competition for the important Crosscountry franchise due to recognition of its expertise and credibility. Freezing the price of fuel for the entire fleet of diesel rolling stock for the entire period of the franchise makes base costs relatively predictable.

Having more than two years' experience of owning rail infrastructure in Germany, Arriva does not consider it useful to apply it to the UK, for example in sparsely populated Wales, finding vertical integration acceptable on closed networks. The company is carrying out selected station and building upgrades in Wales as part of the national station development program, with the same quality but at significantly lower cost than UK rail infrastructure company Network Rail (which, however, , is providing Arriva support in this matter).

Arriva finds it reasonable to have a separate infrastructure company providing services to operators. If the amount of fees for using infrastructure can be disputed, considering them too high, then the principle itself is correct. Network Rail's relationship with operating companies is improving.

Arriva's advancement in the rail transportation market was not without setbacks. Income from passenger transportation in 2008 accounted for 39% of the company's total revenues. Continental Europe Rail revenues increased by 11.6% (excluding new acquisitions). Further development is planned without acquiring other companies, but through obtaining new contracts or creating joint ventures. Even during a recession, the company's growth strategy is having an effect. Having been present in Europe for over 10 years, Arriva has developed a diversified base of operations. One of the reasons for pursuing this strategy was to spread the risks. As time has shown, even during a recession, this approach guarantees financial stability.

4) a production reduction strategy or liquidation strategy is implemented when an enterprise needs a regrouping of forces, structural restructuring or liquidation.

An example from business practice. One of the large segments of the Russian personal computer market is government departments and organizations. It should be noted that at present Russia has unexpectedly turned out to be the world leader in the growth of computer sales, so the state segment, as one of the fastest growing, is a tasty morsel for PC manufacturers. However, foreign companies are barred from entering this segment, since, according to government regulations, most Russian departments are obliged to purchase equipment only from domestic manufacturers. In this regard, the American company Hewlett-Packard (HP) began assembling computers at the facilities of the Russian company Aquarius, which has all the certificates and licenses required by government officials and security forces and can not only assemble PCs from HP components, but also sell them. If the project develops successfully, HP plans to increase its share in the Russian PC market.

anti-crisis bankruptcy sale

Conclusion

An enterprise is successful only if it is in a state of consistent and steady development. Therefore, a full-fledged crisis management strategy is a strategy for creating, capturing and maintaining a certain market niche, a strategy for competitive advantage in the long term. The survival strategy is carried out in a short time, new decisions are deliberately implemented in an undemocratic way. Management is concentrated in the hands of a few individuals who are endowed with all the necessary legitimate power to carry out the planned changes energetically and in a short time. Strategy is the principle of effective adaptation to environmental changes. External environmental conditions change quickly, so it is very important to receive prompt feedback from the outside world in the form of indicators that would characterize the future - for example, indicators of market share growth, increased customer satisfaction. After all, proactive action is much more effective than action to eliminate the consequences. The development and implementation of anti-crisis strategic enterprise management are key problems in stabilizing the Russian economy. An anti-crisis management strategy makes it possible to recognize a crisis in time and, taking into account its peculiarity, reduce its severity.

Bibliographic description

Main literature

1. Balashov A.P. Anti-crisis management / A.P. Balashov. - Novosibirsk, 2010. - 346 p.

2. Zharkovskaya E.P. Anti-crisis management /E.P. Zharkovskaya, B.E. Brodsky.- M.: Omega - L, 2011.- 358 p.

3. Korotkov E.M. Crisis management. / E.M. Korotkov. - M.: Publishing House "INFRA-M", 2008. - 280 p.

Periodicals

4. Belyaeva E.N. Choosing a strategy for enterprise development: diversification of railway transport / E.N. Belyaeva // Economics of Railways. - 2011. - No. 7. - P. 19-40.

Internet sources

5. Internet magazine “Your Business” [Electronic resource]. -Access mode: http://www.nejo.ru/matrica-ansoffa.html, free. - Cap. from the screen. - (Access date 12/10/2013)

6. Management in Russia and abroad [Electronic resource]. -Access mode: http://www.mevriz.ru/articles/2002/2/1015.html, free. - Cap. from the screen. - (Access date 12/10/2013)

7. Russian newspaper [Electronic resource]. - Access mode: http://www.rg.ru/2013/09/24/kompanii-site-anons.html, free. - Cap. from the screen. - (Access date 12/10/2013)

8. Strategies for integrated growth [Electronic resource]. -Access mode: http://www.inventech.ru/lib/strateg/strateg0059/, free. - Cap. from the screen. - (Access date 12/10/2013)

9. Central Scientific Library [Electronic resource]. -Access mode: http://www.0ck.ru/menedzhment_i_trudovye_otnosheniya/antikrizisnaya_strategiya.html, free. - Cap. from the screen. - (Access date 12/10/2013)

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Crisis situations, like no other, require a strategic approach to finding a way out of them. Typically, the following groups of rules forming the anti-crisis strategies of enterprises are distinguished:

Rules for adequately assessing the results of an enterprise's activities. Then, based on these assessments, the directions of development of the enterprise are determined and appropriate plans are formed.

Rules for the relationship between an enterprise and the environment. Then, based on these rules, the product and market policy is determined, that is, what, to whom, when, how much and at what price to sell.

Rules for the formation of relationships and procedures within the enterprise. Then, based on these rules, the internal structures of the enterprise are formed, that is, the number of necessary elements (departments, workshops, teams, individual managers and performers), the levels they occupy and the connections between them.

Rules for the daily activities of the enterprise. These rules allow you to structure the current and operational activities of employees, ensuring the most effective results.

Above, when considering strategic management, anti-crisis strategies were called defense strategies, although defense strategies are a narrower concept, since they usually form defense. Anti-crisis strategies, in addition to defense, also provide for a subsequent transition to a new quality.

A special feature of the anti-crisis strategy is its limited duration (for machine-building enterprises 1-3 years, for others even shorter) and content. Such a strategy is considered implemented as soon as the enterprise enters into balanced functioning and a stable state is outlined. In this sense, an anti-crisis strategy should be considered as a means of achieving a specific goal - overcoming the crisis.

In principle, each organization has its own complex trade-off goal, which is the result of overlapping:

The goals of society as a whole (macroenvironment);

Business community (business environment);

The owners of the organization and especially its main owners;

Hired personnel.

The goals of top management in the organization are especially important, since they are the result of a balance of interests of owners and employees, since both of these groups - each individually and both together - determine the fate of the general director, which is especially acute in a crisis situation.

In relation to a business organization, the structure of goals can usually be presented as follows:

The highest level is occupied by the official goals that the enterprise declares and tries to achieve in a favorable environmental situation. Accordingly, the realization of these goals is also sought in the environment.

The middle level is occupied by actual goals determined by the operational activities of the enterprise. Accordingly, the implementation of these goals is sought within the enterprise in the processes of organizing production activities.

The lower level is occupied by detailed goals, that is, those related to the operational activities (performing individual operations) of the enterprise. Accordingly, the implementation of these goals is also sought within the enterprise, but is determined by the specific methods (operations) of production used in the enterprise.

Anti-crisis strategies focus on the actual goals of the enterprise, since, on the one hand, the management of the enterprise can manage operational activities, and on the other hand, it is operational activities that are capable of bringing the enterprise out of an unstable state, stage by stage. As a result, the anti-crisis strategy is a program document containing the following language:

Actual (operational) final and intermediate goals;

Resources and ways to achieve these goals (personnel, resources, property relations);

Technologies for solving problems to bring an enterprise out of crisis (changes in the structure of the organization, in the behavior of personnel, in methods of production, financial and marketing and sales activities, etc.).

Finally, Table 7.1 provides a comparison of conventional and anti-crisis strategies for a manufacturing enterprise.