In crisis management, management strategy is critical. The main attention is paid to the problems of overcoming the crisis, directly related to the elimination of the causes contributing to its occurrence. The external and internal business environment is analyzed, those components that are important for the organization are identified, information on each component is collected and tracked, and based on an assessment of the real situation of the enterprise, the causes of the crisis are determined. Accurate, comprehensive, timely diagnosis of the state of the enterprise is the first stage in developing a strategy for anti-crisis management of the enterprise.

Analysis of external factors in order to identify the causes of the crisis. When analyzing the external environment, too much or too little information received can distort the true situation. Therefore, in order to form a clear and understandable picture of the development of the situation, it is necessary to correctly compare the results obtained and combine several stages of analysis into a single whole.

1. Analysis of the macroenvironment, which can be divided into four sectors: political environment, economic environment, social environment, technological environment.

2. Analysis of the competitive environment according to its five main components: buyers, suppliers, competitors within the industry, potential new competitors, substitute products.

Once you have sufficiently extensive information about the external environment, you can synthesize it using the method of creating scenarios - a realistic description of what trends may appear in a particular industry in the future. Usually several scenarios are created, on which one or another anti-crisis strategy of the enterprise is then tested. Scenarios make it possible to determine the most important environmental factors that the enterprise needs to take into account; some of them will be under the direct control of the enterprise (it will be able to either avoid the danger or take advantage of the opportunity). However, there will also be factors beyond the control of the enterprise; in this case, the developed anti-crisis strategy should help the enterprise make the most of its competitive advantages and at the same time minimize possible losses.

Analysis of the state of an enterprise in a crisis situation. Along with analyzing the external environment of the enterprise, it is important to conduct an in-depth study of its real state. Based on the results of this research and the vision of what the enterprise should become in the future, managers can develop an anti-crisis strategy to implement the necessary changes.

The weaker the position of the enterprise, the more critical analysis its strategy should be subjected to. A crisis situation in an enterprise is a sign of a weak strategy, or its poor implementation, or both. When analyzing enterprise strategy, managers should focus on the following five points.

1. The effectiveness of the current strategy. You need to try to determine:

o the place of the enterprise among competitors;

o boundaries of competition (market size);

o consumer groups that the enterprise targets;

o functional strategies in the field of production, marketing, finance, personnel.

2. Strength and weakness, opportunities and threats of the enterprise. As already mentioned, the most convenient and proven way to assess the strategic position of a company is SWOT analysis . Enterprise strength- this is what it succeeds in: skills, work experience, resources, achievements. Weakness- this is the absence of something important in the functioning of the company, something that it fails in comparison with others. Once strengths and weaknesses are identified, they are carefully studied and assessed. From the point of view of strategy formation, the strengths of an enterprise can be used as the basis for an anti-crisis strategy.

3. Competitiveness of prices and costs of the enterprise. The ratio of the prices and costs of the enterprise with the prices and costs of competitors must be known. In this case, strategic cost analysis is used using the value chain method, which reflects the process of creating the value of a product and includes various activities and profits. The connections between these value-creating activities can be an important source of enterprise advantage.

4. Assessing the strength of the enterprise's competitive position. Assessing the cost competitiveness of an enterprise is necessary, but not sufficient. The strength of the enterprise's position in relation to its main competitors is assessed by such important indicators as product quality, financial position, technological capabilities, and product cycle duration.

5. Identification of problems that caused a crisis in the enterprise. Managers study all the results obtained from a study of the state of the enterprise at the time of the crisis and determine what to focus on.

The second stage of strategic anti-crisis planning is adjusting the mission and system of goals of the enterprise.

A manager coordinating the policy of an enterprise that finds itself in a crisis situation must concentrate all the information obtained during the strategic analysis and decide whether the enterprise, within the framework of its previous mission, can overcome the crisis and achieve competitive advantages. Cleverly formulated mission, understandable and believed in, can be a powerful incentive to change strategy and may include:

• proclamation of beliefs and values;
• the products or services that the enterprise will sell (or the customer needs that the enterprise will satisfy);
• markets in which the company will operate:
• ways to enter the market;
• technologies that the enterprise will use;
• growth and financing policies.

A clearly formulated mission inspires the company's employees and motivates them to action, giving them the opportunity to take initiative. The mission forms the main prerequisites for the success of the enterprise under various influences on it from the external and internal environment.

Then comes the process of adjusting the system goals(desired results that contribute to overcoming the economic crisis). The manager compares the desired results and the results of studies of external and internal environmental factors that limit the achievement of the desired results, and makes changes to the goal system.

Each enterprise has a certain system of goals that arise as a reflection of the goals of various groups:

• owners of the enterprise;
• employees of the enterprise; buyers;
• business partners;
• society as a whole.

If mission- this is a vision of what the enterprise should be like in the future, then the system goals(long-term and short-term goals) are the desired results that correspond to the understanding of the goal.

Goals are the starting point of the strategic planning system, motivation system and control system used in the enterprise. Goals are the basis of organizational relations and evaluation of the work results of individual employees, departments and the organization as a whole.

In any organization there are several levels of goals. Goals higher level are broad-based and long-term oriented; they allow managers to weigh the impact of today's decisions on long-term performance. Goals lower level are focused on the short and medium term and are a means of achieving high-level goals. Short term goals explain in detail the results that need to be achieved in the near future, determine the speed of development of the enterprise and the level of performance indicators that need to be achieved in the near future.

In the life cycle of any enterprise, a crisis may occur, and it can arise at absolutely all stages of development. Crises can be different, but if the situation at the enterprise as a whole is already negative, then even a short-term and local crisis can lead to serious consequences. In order to prevent this, it is necessary to develop an effective management system containing measures to predict and prevent negative situations. Many researchers currently believe that any management should be anti-crisis. The main place in anti-crisis management is occupied by the enterprise development strategy.

If we consider the concept of strategy from a general perspective, then it is a long-term, specific direction of development of an enterprise, covering all aspects of its internal and external environment, which serves to achieve its goals. A feature of the strategy in crisis management is its clear focus on identifying and preventing the causes of the crisis, as well as on the correct actions of the enterprise in crisis situations. A properly formed strategy allows you to avoid many crisis situations or smooth out its course in the organization. In fact, it represents an action plan for a certain period of time, which allows you to avoid dangerous situations to the maximum extent and direct the organization along the path of growth and strengthening its position in the market.

As a rule, an organization at different stages of its existence faces various alternatives, some of which ensure the achievement of effective results, others lead to crisis situations and negative consequences.

Strategy allows you to focus on a certain range of opportunities and discard those that could be potentially dangerous for the sustainable development and functioning of the organization.

As a rule, strategy is formed by large-scale organizations and firms, whose activities are fundamentally based on strategy. For small organizations, which mostly provide household and business services, the main goal is survival in competition. But the large size of the organization also determines a large complex of areas considered when determining strategy.

The composition of the strategy in crisis management, as a rule, includes the following elements.

1. The scope of the organization’s activities and the main directions of its development. It is necessary to determine the characteristics of the market segment occupied for its effective analysis and the possibility of preventing crises.

2. Goals of the organization. For crisis management, goals in the long term are of greatest interest, since the direction of the organization’s development depends on them. Defining goals determines all further actions to develop the strategy.

3. Determination of methods and forms of achieving goals. This is an extremely important point, since here the search and selection of alternatives is carried out. The entire functioning of the organization depends on what the program for achieving results will be.

It is important to consider these methods from the point of view of safety for the organization's operations and feasibility in relation to available resources.

4. Personnel policy. Determines the internal structure of the organization’s personnel, the level of relationships between departments and divisions.

5. Organization of the production process. From the point of view of crisis management, this is a very important stage, since this includes the distribution of resources, assessment of the technical base, provision of the organization with modern technologies, etc. Often, crises in organizations caused by internal reasons arise due to complications in the production process due to the irrational use of available funds.

6. Assessment of the internal and external environment of the business. It is worth noting that the entire activity of the organization depends on the quality of the analysis, since the strategy is formed precisely on the basis of this data. Researching the business environment is of paramount importance both for organizations just entering the market and for organizations revising their strategy due to a crisis or for other reasons.

7. Development of a marketing program. In modern conditions, this is an integral component of any strategy, not to mention crisis management.

A strategy in crisis management 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.

The anti-crisis strategy is aimed primarily at identifying and eliminating the causes of crisis situations. The main place here is occupied by assessing the internal and external environment of a business in order to determine the most dangerous areas. The relevance and accuracy of information is of great importance, since determining the real position of the organization depends on this. Diagnosis of the business environment is the first step in developing an anti-crisis strategy for an organization.

Assessment and analysis of the external environment of the enterprise. This is quite a complex job, since it is necessary to analyze a large number of factors and identify the degree of their influence on the organization.

Often you have to deal with large amounts of information, which makes research difficult, but this is necessary for the reliability of the analysis. Another difficulty is the high dynamism of the external environment in the modern world, which allows us to talk about the relevance of the data obtained for fairly short periods.

In general, two components can be distinguished in the external environment – ​​microenvironment and macroenvironment.

Microenvironment assessment. The microenvironment includes economic entities that have a direct impact on the activities of the organization:

1) state;

2) suppliers;

3) consumers;

4) competitive environment;

5) human resources.

The state influences any organization in the form of various requirements and legislation (direct impact) and taxation (indirect impact).

Any organization carries out its production process based on the use of various resources. They enter the organization through suppliers. Therefore, an organization may be quite dependent on suppliers, especially if the resource provided is rare and small. The analysis in this case should be reduced to obtaining the maximum possible amount of information to create an optimal level of relationships and, importantly, ensuring a level of resource costs that would not cause a financial crisis.

Attracting consumers is the main means of achieving the main goal of any organization - making a profit. The consumer market influences the structure of the organization, its strategy and attitudes. When assessing consumers, it is necessary to take into account many factors and features:

1) demographic characteristics: age, gender, field of activity;

2) socio-psychological characteristics: tastes, preferences, interests of consumers;

3) the degree of consumer awareness about the market and product;

4) volume of purchases by clients;

5) consumer sensitivity to the price of the product, etc.

Assessing the competitive environment is now even becoming a separate area. This is especially true in modern market conditions. When developing an anti-crisis strategy, it is very important to assess all possible competitors. This is also of such great importance because now many competitors are resorting to illegal actions, which can lead the organization to crisis and even bankruptcy. The main difficulties that may arise due to competition: a crisis caused by a lack of resources; crisis caused by lack of demand for products; loss of the organization's image.

In addition, an anti-crisis strategy should imply not only protection from competitors, but also the organization’s own actions in competition. To do this, it is necessary to examine the strengths and weaknesses of competitive individuals and organizations.

Assessment of the macroenvironment. These include factors that indirectly affect the organization:

1) political;

2) economic;

3) social;

4) technological.

The political factor is assessed from the point of view of stability and changes in bills.

Analysis of the economic situation allows us to obtain data on the distribution and availability of resources on the market. Here it is important to analyze not only the domestic economy, but also the entire world market as a whole. Social factors are the level of income of the population, the level of wages, the presence of certain groups in society (poor, middle, rich segments of the population), etc.

Technology assessment is necessary to create an appropriate technological level in the production units of the organization.

Assessment and analysis of the internal environment. The internal environment of an organization is a complex complex consisting of many elements:

1) management;

2) financial department;

3) production department;

4) marketing department;

5) staff;

6) transport department.

When developing an anti-crisis strategy, each element must be carefully examined to identify challenges and opportunities.

After diagnosing the business environment, the strategy itself is developed. This process is also accompanied by a revision of the organization's mission and guidelines. An anti-crisis strategy must contain an optimal set of measures to bring the organization out of the crisis, taking into account all available opportunities. Most often, during the period of overcoming a crisis, it is necessary to make significant adjustments to certain departments and communications of the organization.

But this can only be done on the basis of data on the state of the business, which is the basis for developing an anti-crisis strategy.

An anti-crisis strategy may include various areas: reducing costs, eliminating some departments, reducing production volumes, attracting additional resources, etc. But in any case, this is a set of measures that lead to a positive result only if the chosen anti-crisis strategy is correctly implemented.

The implementation of the strategy includes several stages:

1) approval of the chosen anti-crisis strategy, its coordination with the goals of the organization;

2) informing the organization’s employees and carrying out preparatory work in order to more quickly and effectively implement the anti-crisis strategy;

3) ensuring the organization’s monetary level necessary to carry out changes (borrowing funds, loans, etc.);

4) bringing production and other processes to a level corresponding to the chosen strategy.

The scale of the changes depends on the size of the crisis and the reasons that caused it. If you have to make a decision to change the organizational structure of an organization, then, for obvious reasons, this will require more time and effort. 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 on the management apparatus of the organization. We are talking not only about superiors and management, but also about middle and lower level managers, on whom the direct result often depends. This is due to the fact that the strategy implementation process is usually divided into several reporting periods, after which a meeting is held and a report is made on the results achieved.

In practice, in the interim, managers often have to make independent decisions, the rationality and effectiveness of which depends on their professional level. This level is determined not only by skills, but also by skills acquired as a result of past experiences. Many organizations prefer to hire younger employees, but those with experience are preferable to the organization.

In addition, for the successful implementation of an anti-crisis strategy, close interaction and cooperation of various departments and levels of the organization is important, since in the near future the main task that must be solved is overcoming the crisis.

In the process of implementing the chosen anti-crisis strategy, the timeliness and availability of information often decides a lot. In modern conditions, information departments are specially opened in organizations, which are designed to provide all the necessary data to other departments and monitor reporting. Strategy is a plan, but it is impossible to predict and plan situations and processes with absolute accuracy. Therefore, it is so important to monitor the progress of the strategy at all its stages and, if problems arise, to use alternative options. This is another distinctive feature of the anti-crisis strategy - it must have a so-called fallback option. The fact is that during the implementation of the chosen strategy, various difficulties may arise that will reveal gaps in planning. It is clear that we must not stop in the middle, but take decisive measures to solve these problems. This is possible during planning and strategy development, when the weakest points are noted.

The key to effective implementation of the anti-crisis strategy is constant monitoring of the progress of its implementation. It is quite possible that additional resources will be required or, conversely, the planned costs will be higher than the real ones.

The last stage in the implementation of the strategy is summing up and assessing the results of the strategy. Of greatest interest is the compliance of the results obtained with the set goals and objectives in the anti-crisis strategy. This is an assessment of the effectiveness of the chosen anti-crisis strategy.

If an organization monitors the state of its internal environment and changes in the external environment, then it is able to detect threats to the business in a timely manner and take measures to prevent them. Thus, the degree of crisis occurrence in such organizations is significantly reduced. But it is impossible to insure yourself completely. In a crisis, the main difficulty is the time factor, since a strictly limited period of time is often given to restore a stable situation. Therefore, when developing an anti-crisis strategy, it is necessary to plan all processes so that their implementation can be carried out in parallel and take as little time as possible. Often the situation develops in such a way that there is simply no time to prepare the basis for innovation and drastic measures have to be taken, which has a negative impact primarily on the organization’s employees.

Personnel resistance is the most common issue when implementing strategic changes in an organization. To solve it, it is necessary to combine psychological measures with stimulation and encouragement of employees. The psychological factor is that many employees are worried about their future position in the organization. Management needs to take care to provide guarantees to employees. When it comes to incentives, management needs to be extremely careful, since in a crisis situation, funds, as a rule, are always insufficient. Typically, in medium and small organizations there are fewer such difficulties with employees than in large-scale ones. Therefore, in large organizations you have to use power and authority to achieve results.

Often, external specialists are invited to implement an anti-crisis strategy, especially since in modern conditions there are special agencies and firms to provide such services; These are various kinds of consultants and specialists. They can also be involved in the development of the anti-crisis strategy itself. However, it would be best if the invited specialists do not directly guide the entire development and implementation process, but provide only consulting services.

The process of implementing an anti-crisis strategy should be considered in detail in advance: it is necessary to draw up a schedule, appoint responsible persons, distribute responsibilities and tasks between departments and divisions. In practice, deviations from the schedule are always observed - to a greater or lesser extent. Before implementation begins, it is necessary to carry out preparatory work, during which it is necessary to firmly distribute responsibilities between subordinates. If major changes are planned in the personnel composition of the organization, then it is best to make them at the initial stages of strategy implementation. As a rule, new employees are brought in who need to ensure the required level of interaction with the rest of the staff in order to quickly get up to speed.

In order to consider marketing in the light of crisis management, it is necessary to give its overall assessment. Marketing activities come down to market research of supply and demand and the subsequent development of an organization’s program for action in the market.

The main goal of marketing is to determine the size of demand for a product, which is expressed in the sales volume of this product and the share it occupies in the market. The main principle is focus on the client, his interests and needs. However, marketing is not limited to just researching and creating a demand market. In reality its value is much higher. For example, advertising, which is one of the main means of attracting consumers, is also an integral part of the marketing service.

Currently, marketing is an integral part of crisis management. The organization's strategy, its pricing policy, production and output volumes, product range expansion are only a small part of the application of marketing. During a crisis, when it is so important to develop an effective anti-crisis strategy, much attention is paid to marketing research as a means of diagnosing the market opportunities and positions of an organization, its strengths and weaknesses, as well as studying opportunities and threats from the market.

In order to ensure the necessary level of crisis management, it is necessary to consider a set of marketing tools, which are essentially factors of the market infrastructure.

1. Product– products and services produced by a company and offered to consumers.

The manager must have information about the market need for the product and its relevance. If a crisis in an organization arose due to a lack of demand for a product or service, then it is worth reviewing the offered range. This is relevant for those organizations that produce seasonal goods - as a rule, the production of one type of product (for example, ice cream) in the winter is reduced several times for obvious reasons. This allows you to supply current products without losing money.

2. Price- This is the amount of money that the consumer pays for the product.

In the field of crisis management, the pricing policy of an organization is very important, since the stable financial position of the company largely depends on it. A competent pricing policy is possible only by studying consumer demand and the supply of competing firms.

3. Place of the product on the market– this includes methods of distribution of goods on the market, which represent the occupation of the most advantageous positions in terms of accessibility for the buyer.

4. Advertising– influencing the consumer in order to attract him to purchase a particular product. In recent decades, advertising has assumed enormous proportions and, if properly managed, can even help overcome a crisis situation.

The use of these tools in a specific market and for specific types of goods allows us to determine the actual marketing potential of the organization and the threats to it from the market, which is extremely important when developing a crisis management strategy.

An organization's marketing capabilities are assessed using market concepts such as price, supply and demand. It is their combined consideration that reflects the effect of economic laws on the market and their possible impact on the state of the organization.

In addition to market research, marketing, when developing an anti-crisis policy, also considers the internal environment of the organization, namely:

1) technical and technological potential;

2) resource potential;

3) information technology;

4) personnel work;

5) features of the production process;

6) level of management and control.

These are the structures on which the qualitative and quantitative characteristics of the product depend; they are also examined for possible complications so that they can be eliminated in a timely manner.

But still, the main task of marketing in crisis management is to study the external market environment of the organization, primarily the microenvironment. We are talking about such important entities as suppliers, competitors, partners. A lot depends on their competence and reliability, especially when the organization is in crisis. It is necessary to analyze existing connections and relationships and create new, profitable conditions.

A big plus will be the study of competitors' strategies, their tactics and behavior in the market.

The tasks of crisis management also include monitoring the state of the level of development of equipment and technologies to maintain the competitiveness of the organization and improve product quality. This observation is also part of the marketing function; This includes not only scientific and technological development, but also social, political, cultural changes, to which the organization is very sensitive during a crisis.

As you know, information plays a special role in crisis management. Marketing services are called upon to investigate the state of the situation in individual markets (including global ones), in regions of the country and around the world. In addition, it is necessary to take into account the fact that in the modern world the degree of competition is very high, therefore it is important to study not only the market and various factors that make up the socio-economic environment, but especially important is the analysis of the management technology itself: management systems, planning, forecasting, HR work, advertising skills, etc.

Developing a strategy in crisis management is a complex and time-consuming process in itself. Marketing strategy is one of the guiding activities of an organization, since it determines the behavior of the organization in the market, which has to withstand many negative environmental factors. The goal of a marketing strategy is for the organization to occupy the most advantageous position in the market, as well as a set of measures to ensure the achievement of this position. This goal can generally be called the fundamental basis of a marketing strategy; in addition to it, other tasks can be set that are dynamic and, in the process of implementing the strategy, are adjusted in accordance with real market conditions.

A marketing strategy in its formation goes through 4 main stages:

1) analysis of the organization’s marketing capabilities - assessment of the organization’s strengths and weaknesses, its advantages from functioning in the market in question, possible threats and risks;

2) selection of operating markets - consideration of the positive and negative aspects of the market, its consumer composition, the need for products in which the organization specializes and, of course, analysis of supply and demand;

3) development of the main provisions of the marketing program - the formation of a pricing policy, methods of introducing a product to the market and its subsequent distribution, organizing control over the sale of products, defining an advertising campaign;

4) approval and implementation of marketing programs - justification of the formed programs from the point of view of crisis management and the overall strategy of the organization.

Since it is necessary to consider marketing strategies in the field of anti-crisis management, it should be noted that they occupy a significant place in the overall anti-crisis strategy and are often decisive in the question of how the organization will overcome the crisis.

Marketing strategies are most conveniently classified by characteristics; In view of the above, we can present the following classification.

1. Market strategies:

1) a strategy aimed at occupying a larger market share;

2) strategy aimed at obtaining (capturing) competitive advantages;

3) strategy related to the development of a new market.

Market strategies are focused on the organization achieving a sustainable and most advantageous position in the market. The main criterion for assessing an organization's position in the market is its share in this market.

2. Integration strategies:

1) macroeconomic strategy;

2) microeconomic;

3) regional;

4) intra-industry;

5) intersectoral;

6) production strategy;

7) strategy for the non-production sector.

3. Anti-crisis strategies:

1) strategy aimed at preventing bankruptcy;

2) strategy for overcoming a crisis situation;

3) a strategy designed to eliminate the consequences of the crisis.

4. Factors of production strategies:

1) strategy of production factors;

2) strategy of financial factors;

3) strategy of investment factors;

4) strategy of personnel factors;

5) strategy of information factors.

The above strategies (integration, anti-crisis and production factor strategies) are essentially the preparation of the socio-economic and legal framework for the planned major transformations.

5. Marketing strategies:

1) commodity;

2) price;

Of course, this is not a complete list of existing strategies - these are the main types.

You can also distinguish strategies depending on the size of the organization, market structure, etc.

Marketing is not only a system for monitoring and analyzing the market environment, but is also a management system.

Of course, this is not a priority management structure in the organization, but it should be noted that depending on the stage of crisis management, certain marketing means are used.

In light of this, we can distinguish 3 main states: pre-crisis management, crisis and post-crisis.

1. Pre-crisis management. At this stage, the main objectives of marketing are to prevent a crisis situation and build basic strategic plans.

The main controls are:

1) strategies aimed at preventing crises;

2) strategic plans of the organization, business plans, preparation of advertising campaigns;

3) formation of basic marketing strategies (market and strategies through marketing);

4) development of labor incentive and motivation programs;

5) diagnostics of the state of the business environment and risk factors;

6) development of a decision-making program.

Such methods make it possible to study the main socio-economic trends, gain experience, which in future periods provides a faster and more effective response to the emergence of various situations in the market and, with the help of various management tools, allows one to avoid negative consequences.

2. Crisis management. The main goal is the fastest and most painless way out of the crisis. Controls:

1) anti-crisis strategies and programs to overcome the crisis;

2) strategies aimed at reducing the negative impact of the crisis on the state of the organization;

3) plans and strategies developed for each specific situation (if the crisis is deep enough);

4) programs to minimize costs;

5) diagnostics of the most unstable structures.

In the field of marketing management, priority is given to situational programs, since they are more adapted to specific conditions and, therefore, are more effective.

3. Post-crisis management. The emphasis is on rehabilitation and stabilization of the organization:

1) stabilization programs;

2) strategies aimed at updating problem areas;

3) strategies aimed at assessing the strengths and weaknesses of the organization, as well as searching for new market opportunities;

4) innovative business structures.

In crisis management, an important place belongs to such marketing tools as information and communication structures.

Information currently occupies a leading position in management, especially in anti-crisis management, where timely and accurate assessment of the situation is so important.

Since marketing itself involves market research, it is clear that the quality of the information received comes first, since anti-crisis strategies are developed and decisions are made on the basis of the data received.

Communication- This is the way information flows through which connections are established. In crisis management, communications are a means of assessing and moving information primarily for marketing services; more precisely, communication is the main means of marketing for working with information. External types of communications are mainly used - direct interaction with market structures, the media, and the population.

Of course, there are also internal communications - these are relationships between departments and divisions of the organization), but priority still belongs to external ones. When working with information, the methods of its use and processing are of great importance. The effectiveness of use depends on the organization’s equipment with technical means and the latest developments, which significantly reduce processing time and improve the quality of the data obtained.

In crisis management, the role of effective communications increases sharply, since the correctness and direction of actions depend on the reliability and timeliness of information. Speaking about marketing means in anti-crisis management, one cannot fail to mention advertising as the most common and effective means of communication. Advertising is a type of communication that operates in the market and ensures the movement of goods to the consumer by providing information about the main characteristics of the product - of course, the most positive ones. Advertising establishes a relationship between producer and consumer, thereby being a means of management that ensures the development of production and market relations.

In order to reveal the main provisions of the New Deal, it is necessary to give a general assessment of the American economy at that time.

In the 1920s there was increased growth in industry and trade in America. However, there was a significant problem - there were not enough funds for circulation. In 1929, the cash amount was $1,910 million, despite the fact that the GNP volume was $104 billion. In order to somehow speed up the process of cash turnover, various methods began to be used, the most widespread among which was consumer credit. However, this only made the situation worse, as banks issued loans without leaving reserves. As a result, on October 29, 1929, a crisis called the Great Depression broke out. More than 2,000 banks went bankrupt with a total volume of deposits of about $2.8 billion. US GNP fell from $104 billion to $56 billion in just 4 years, from 1929 to 1933.

In 1932, the Democratic Party, led by F. D. Roosevelt, won the presidential election; he proposed a series of reforms to the country called the New Deal. The economic situation in the country was such that the need for reform of the credit and financial sector was obvious. At the instigation of Roosevelt, the “Emergency Banking Act” was proposed to Congress. Its main provisions were as follows:

1) banks were provided with loans from the Federal Reserve System;

2) the opening of banks was allowed only if their condition was assessed as “healthy”;

3) the Minister of Finance was given the right to prevent mass withdrawal of deposits;

4) a ban on the export of gold was introduced;

5) a special decree was introduced, according to which US citizens were required to hand over gold reserves in excess of $100;

6) at the same time, the issue of new banknotes not backed by gold was allowed;

7) following this, the government of F. Roosevelt imposed an embargo on gold circulating between the United States and other countries.

On June 16, 1933, the Banking Law was adopted, the basis of which was the separation of the deposit and investment functions of the bank; This law created the Federal Deposit Insurance Corporation. By early 1934, approximately 80% of all US banks had insured their deposits, given the desire of most depositors to have such protection. The law established the following: deposits up to 10 thousand dollars are subject to insurance by 100%, from 10 to 50 thousand dollars - by 75%, and over 50 thousand dollars - by 50%.

January 1934 was marked by the devaluation of the dollar, which reduced the gold content by 41%. A special position in the New Deal reform system belonged to the establishment of the Civilian Resource Conservation Corps. At the suggestion of F. Roosevelt, Congress passed a law sending unemployed urban youths to work in forest areas.

In the early summer of 1933, camps were built for 250 thousand young people aged 18 to 25 from families receiving assistance, as well as unemployed veterans. By 1935, the camps were doubled in size - to 500 thousand people.

The total number of people who visited them is over 3 million Americans. As a result, forest plantations were created - 200 million trees were planted, a significant number of reclamation structures, bridges and much more were built.

The Industrial Recovery Act also deserves attention.

According to it, entrepreneurs in every industry were invited to voluntarily unite and develop “codes of fair competition” that:

1) would establish the size of production;

2) would determine the level of wages and the length of the working day;

3) would distribute sales markets between individual competitors.

The Industrial Recovery Act also affected labor relations:

1) workers were given the rights to participate in collective agreements and trade unions;

2) three main working conditions are defined:

a) minimum wage of 12–15 dollars per week;

b) maximum working day – 8 hours;

c) child labor is prohibited.

The New Deal also addressed agricultural issues. The government proposed that farmers reduce their acreage and livestock numbers, but at the same time guaranteed payment of interest on farm debt of no more than $2 billion.

In agricultural policy, the New Deal was also implemented in the law of 1938, which introduced the Concept of the “always normal breadbasket”:

1) maintaining the price level by not destroying surplus products, but preserving them, paying farmers an advance on account of agricultural products that have not yet been sold;

2) the policy of dumping abroad when exporting wheat, cotton and other goods, encouraging farmers by issuing import bonuses.

F.D. Roosevelt's special pride is the fact that he managed to convince the US Congress of the need to create a special River Valley Administration. Tennessee (TVA). The state of affairs in this large region was deplorable. The state corporation TVA had to establish electricity production (based on the construction of a cascade of hydroelectric power stations), cope with soil erosion, and carry out massive forest plantings. TVA performance results:

1) the creation of 20 more dams in addition to the 5 that previously existed in Tennessee;

2) creation of navigation on the river;

3) growth in income of the region's population;

4) improvement of agriculture, soils and forests.

Following the recovery in the American economy in 1933, there was a dramatic change in the structure of federal spending: for the first time, a social budget appeared at the federal government level.

By implementing the New Deal reforms, Roosevelt's team hoped to renew the country's economy and save it from such crises. But it is impossible to talk about the complete achievement of these goals.

Ludwig Erhard (1897–1977), scientist and politician, second Chancellor of the Federal Republic of Germany, is deservedly called the “architect of the German miracle.” The state of the economy of West Germany in the post-war period was in a very negative state - almost the entire industry was destroyed, the financial situation was generally in a terrible situation. The amount of money in circulation was many times greater than cash commodity reserves. Inflation reached 600% compared to pre-war levels. In addition, the housing crisis has worsened.

In such conditions, L. Erhard developed and carried out reforms aimed at leading the country out of the deepest economic and social crisis. The theoretical basis of anti-crisis reforms was the concept of a “social market economy” developed by L. Erhard.

L. Erhard proceeded from the idea of ​​a strong state as a “constituting”, “managing” and “regulating” force capable of shaping society. The state actively participated in economic processes, but the direction and nature of the intervention were strictly focused on the formation of a market economy based on private ownership of the means of production, protected by the legislative system of power. The state provided support to industries that were experiencing difficulties, especially the coal and electrical industries, as well as metallurgy. Investors and entrepreneurs were provided with tax benefits.

In July 1948, a monetary reform was carried out. The goal was to get rid of devalued money and create a hard currency. The decree introduced new money - Deutschmarks. Each resident received 40 marks. Half of the available savings and cash were allowed to be exchanged at a ratio of 1: 10, and the other half was frozen and exchanged at a rate of 1: 20. Ultimately, the size of the money supply (cash and bank deposits) was reduced by more than 14 times.

Then price reform was carried out. In accordance with the Law on the Principles of Economic Structure and Price Policy, prices were released, the administrative distribution of resources and numerous regulatory documents that had previously regulated economic relations were abolished.

After some time, legislative acts on credit and tax policy, anti-monopoly and anti-cartel decrees, etc. were also adopted.

L. Erhard took decisive measures to strengthen the position of Germany in the world market. And he succeeded - exports almost tripled. Regarding the domestic market, measures were taken to protect it from external competitors. Much attention was paid to the development of small and medium-sized businesses. It should be noted that indicative (contractual) planning also played a positive role in overcoming the crisis in Germany.

According to the researchers, the basis for success was laid in the following factors:

1) a high level of preparation of planners who used the entire accumulated stock of economic science;

2) multiple alternatives in the choice of methods and tools when implementing these plans, the absence of dogma and narrowness of approaches;

3) the firmness and consistency of the professional government apparatus, which purposefully implemented the adopted programs;

4) development of broad national consensus regarding the main goals of socio-economic development for the short and long term.

The anti-crisis reforms carried out by L. Erhard would not have been so successful without the active support of the public and the participation of citizens in the process of making and implementing decisions on socio-economic issues. In accordance with the law, an expert council was created in Germany on the prospects for the overall economic development of Germany, which developed the necessary initial proposals for the government to make economic and political decisions.

The outstanding American manager Lee Iacocca, Chairman of the Board of Directors of Chrysler, became famous for the fact that in the early 1980s. saved one of the Big Three corporations operating in the US automobile industry from collapse.

First, it is necessary to give a general assessment of the state of the company at the time Lee Iacocca began operations. The upper management structures lacked organizational consistency and elementary discipline.

There was no complete management system for making decisions, holding meetings, etc. There was also no financial control system. As a result of all this, a spirit of uncertainty and conflict reigned among the employees. In addition, there was no control over the preservation of industrial secrets, which led to the development of industrial espionage on a fairly large scale.

The corporation was faced with another major issue - the lack of orders from dealers; There was not enough space at the factory sites to accommodate new cars, while at the same time the corporation's cash was rapidly dwindling.

Iacocca began his activities by searching for a specialist in the field of finance. It was Gerald Greenwald. However, Greenwald applied for a higher position and offered to replace himself.

Steve Miller, who was his chief financial manager. Next, Hal Sperlich was invited to help resolve personnel issues. The next stage was the search for a highly qualified specialist in the field of car quality. Iacocca brought in Hans Matthias, Ford's chief designer who specialized in quality control, for the job. Over the course of a year and a half, he significantly strengthened the discipline in organizing production at Chrysler enterprises. Another specialist in this field, George Butts, who had already served in the corporation before the arrival of L. Iacocca, played a major role in improving the quality of cars. A special quality control department was created for Butts.

In addition to product quality issues, it was urgently necessary to establish logistics services. Paul Bergmoser was invited for this work, thanks to whom the corporation created a fairly effective logistics system. Next, Lee Iacocca took up marketing issues. Thus, Lee Iacocca’s work was to create a cohesive team of highly professional specialists capable of solving problems of increased complexity in critical situations. Iacocca was guided by the principles of unity, personal participation in the selection of the team, creating strong relationships within it, giving it independence and relative freedom.

As a result of studying the chapter, the student should:

know

• basics of strategic analysis of the organization;
• classification of risks and methods of their management;
• stages of development and implementation of an anti-crisis strategy;

be able to

• highlight different types of anti-crisis strategies;
• apply organization risk management technologies;
• develop measures for the implementation and monitoring of the anti-crisis strategy.

Concept and typology of anti-crisis strategies

The etymological basis of the term “strategy” is the Greek words “stratos” (στρατωσ – army) and “aro” (αεγω – lead), i.e. I lead the army to victory. In new centuries, hot wars on the battlefields were joined by economic wars for sources of raw materials, cheap labor and markets. Both in economic wars and in the competitive struggle of firms and corporations for survival and leadership, their own specific strategies began to be developed.

Strategy is a set of basic decisions aimed at achieving the general goal of the company and based on an assessment of the market situation and its own capabilities, as well as other factors and environmental forces.

The role of strategy for the development of a company is very important. It provides the core for building a business. Strategy is important for everyone: senior executives, executives, managers and shareholders. The lack of a clear company strategy can discourage potential investors.

Main elements of strategy are:

• system of strategic goals;
• a set of assumptions about the development of key environmental factors and the actions of competitors;
• a list of priorities (guiding principles) of activities and mechanisms for allocating resources;
• internal and external restrictions on activity - limits of financial resources, acceptable risk, etc.;
• key success factors (KSF), i.e. those moments that potentially allow a company to achieve superiority over competitors1.

An organization's strategy is a system of interrelated and interdependent strategies at various levels:

• corporate;
• business, or business strategy;
• functional;
• operating rooms.

In Fig. Figure 3.1 shows the strategic pyramid, which includes four main levels that reflect the structure of the concept of the overall strategy of the organization.

Rice. 3.1.

K – corporate strategy, D – business strategies of the organization, F – functional strategies, O – operational strategies

On first level a strategy is developed for the entire organization, taking into account activities in all its business areas - corporate strategy. Corporate strategy is a strategy that characterizes the general direction of the organization’s growth and the development of its production and sales activities. Strategic decisions at this level are the most complex, as they concern the enterprise as a whole. It is at this level that the product strategy of the enterprise is determined and agreed upon. One of the goals of corporate strategy is the selection of business units of the enterprise (strategic business units) into which investments should be directed.

Corporate strategy includes solutions:

• on the distribution of resources between business units based on portfolio analysis;
• diversification of production in order to reduce economic risk and obtain a synergy effect;
• changing the structure of the organization;
• mergers, acquisitions, entry into certain integration structures.

In organizations operating in the same field of activity, the overall strategy is a strategic pyramid consisting of three levels, since in this case the corporate strategy coincides with the business one.

In a non-diversified (single-product) company, corporate strategy coincides with business strategy.

Second level Hierarchies in the strategy pyramid are occupied by business strategies (business strategies), which are aimed at ensuring long-term competitive advantages of specific businesses (business units). This strategy is often embodied in business plans and shows how the enterprise will compete in a specific product market, to whom exactly and at what prices it will sell products, how it will advertise it, how it will achieve victory in the competition, etc. Therefore, such a strategy is called a strategy for ensuring competitive advantage.

On third level a strategy is developed for each functional service within each business area; such strategies are called functional (among them are production strategy, investment, financial, personnel, innovation, marketing strategy, etc.).

Fourth level are occupied by operational strategies formed for the main working units (departments in functional services, individual production facilities, workshops, sales areas and regions).

All levels of the strategic pyramid are interconnected - operational strategies act as a kind of foundation for functional strategies; business strategies are supported by functional strategies and, in turn, support corporate strategies. Naturally, there is also a feedback: corporate strategy determines the basic principles for the formation of the organization’s business strategies, the nature of which affects the content of functional strategies, which, in turn, determine the composition of operational strategies.

The variety of strategies that organizations use are various modifications of several basic strategies, each of which is effective under certain conditions and the state of the environment. There are four basic strategies.

• 1. Limited growth strategy(growth in gross income, or market share, is several percent per year). This strategy is the least risky and can be effective in industries with stable technology. It involves defining goals based on the achieved level.
• 2. Growth strategy(growth is tens of percent per year) - a strategy typical for dynamically developing industries, with rapidly changing technologies, as well as for new organizations that, regardless of their field of activity, strive to quickly take a leading position. It is characterized by the establishment of an annual significant excess of the level of development over the level of the previous year.

This is the most risky strategy, i.e. As a result of its implementation, you may suffer material and other losses. However, this strategy can also be identified with perceived luck, a favorable outcome.

Growth can be based on its own resources, as well as on the basis of combining the efforts of the enterprise with other organizations.

Growth strategies are characteristic of proactive crisis management.

3. Reduction strategy. It assumes the establishment of a level below that achieved in the previous (base) period. This strategy is most typical for emergency crisis management. However, it can also be implemented if a company needs to regroup forces after a period of prolonged growth or due to the need to maintain potential, improve efficiency and ensure survival.

Combination strategy (combined strategy) includes elements of growth and contraction strategies in various combinations. This strategy is aimed at consolidating the company's activities. This strategy, like the reduction strategy, is characteristic of emergency crisis management.

The anti-crisis strategy is aimed at strengthening the company's position in the market and increasing its ability to respond to destabilizing factors in an anti-crisis manner, as well as minimizing losses in the event of a crisis situation.

Thus, from the point of view of crisis management, the entire set of possible organizational strategies can be divided into two groups:

• 1) strategies that ensure crisis prevention based on the creation and development of the organization’s competitive advantages within the framework of proactive crisis management;
• 2) strategies that ensure survival in a crisis situation and minimization of potential losses within the framework of emergency crisis management.

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

1.3 Types of strategic alternatives of the enterprise…………………………….…23

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

2.1 Characteristics of the Federal State Unitary Enterprise “Karachevsky Plant “Electrodetal”……………..27

2.2 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.

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

In the development of any organization, there is a possibility of a crisis. 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 do not change the essence of the enterprise as a profit producer; they can be eliminated with the help of operational measures. 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. When the inevitability of a crisis becomes clear, the impossibility of eliminating or slowing it down, the crisis management strategy focuses on the problems of overcoming the crisis, all efforts are concentrated on ways and means of exiting it.

Finding ways out of the economic crisis is directly related to eliminating the causes that contribute to its occurrence. A thorough analysis of the external and internal business environment is carried out, those components that really matter to the organization are identified, information on each component is collected and monitored, and based on an assessment of the real situation of the enterprise, the causes of the crisis are determined. Accurate, comprehensive, timely diagnosis of the state of the enterprise is the first stage in developing a strategy for anti-crisis management of the enterprise.

Analysis of external factors in order to identify the causes of the crisis.

When analyzing the external environment, a large amount of information received can only lead to confusion. However, incomplete analysis can distort the true situation. In order to form a clear and understandable picture of the development of the situation, the results obtained must be correctly compared, bringing together several stages of analysis into a single whole:

· analysis of the macroenvironment, which can be divided into four sectors: political environment, economic environment, social environment, technological environment.

· analysis of the competitive environment according to its five main components: buyers, suppliers, competitors within the industry, potential new competitors, substitute products.

Having received sufficiently extensive information about the external environment, it can be synthesized by creating scenarios. Scenarios are realistic descriptions of what trends may occur in a particular industry in the future. Usually several scenarios are created, on which one or another anti-crisis strategy of the enterprise is then tested. Scenarios make it possible to determine the most important environmental factors that the enterprise needs to take into account, some of them will be under the direct control of the enterprise (it will be able to either avoid the danger or take advantage of the opportunity). If there are factors beyond the control of the enterprise, the anti-crisis strategy being developed should help the enterprise make the most of its competitive advantages and at the same time minimize possible losses.

By studying the external environment, managers focus their attention on finding out what threats and what opportunities the external environment is fraught with. A fairly popular method, also used to analyze the external environment, is the SWOT method, described in detail in the literature on strategic management.

Along with analyzing the external environment of the enterprise, it is important to conduct an in-depth study of its real state. Armed with this knowledge and a vision of what the enterprise should become in the future, the manager can develop an achievable crisis strategy to effect the necessary changes.

The weaker the current position of the enterprise, the more careful critical analysis its strategy should be subjected to. A crisis situation in an enterprise is a sign of either a weak strategy, or its poor implementation, or both.

When analyzing enterprise strategy, managers should focus on the following five points.

1. The effectiveness of the current strategy.

First you need to try to determine the place of the enterprise among competitors, then the boundaries of competition (market size) and the consumer groups that the enterprise is targeting; finally, functional strategies in the field of production, marketing, finance, and personnel. An assessment of each component will give us a clearer picture of the strategy of an enterprise experiencing a crisis, and the assessment is carried out on the basis of quantitative indicators. These include the enterprise's market share, market size, profit margin, loan size, sales volume (decreases or increases in relation to the market as a whole), etc.

2. Weaknesses, opportunities and threats for the enterprise.

The most convenient and proven way to assess the strategic position of a company is SWOT analysis. Strength is what the company excels at. It can be in skills, work experience, resources, achievements (best product, perfect technology, best customer service, brand recognition).

Weakness is the absence of something important in the functioning of the company, something that it fails in comparison with others. Once strengths and weaknesses are identified, both lists are carefully studied and evaluated. From the point of view of strategy formation, the strengths of an enterprise are important because they can be used as the basis of an anti-crisis strategy. If they are not enough, enterprise managers must urgently create the basis on which this strategy is based. At the same time, a successful anti-crisis strategy is aimed at eliminating the weaknesses that contributed to the crisis situation. Market opportunities and threats also largely determine the anti-crisis strategy of an enterprise. To do this, all industry opportunities that can ensure the potential profitability of the enterprise and threats that negatively impact the enterprise are assessed. Opportunities and threats not only influence the state of the enterprise, but also indicate what strategic changes need to be made. A crisis strategy must take perspectives that match opportunities and provide protection against threats. An important part of the SWOT analysis is the assessment of the strengths and weaknesses of the enterprise, its opportunities and threats, as well as conclusions about the need for certain strategic changes.

3. Competitiveness of prices and costs of the enterprise.

It must be known how the company's prices and costs compare with those of its competitors. In this case, strategic cost analysis is used. The method by which this analysis is carried out is called the “value chain” (Figure 1).

Figure 1. - Value chain

The value chain reflects the process of creating the value of a product/service and includes various activities and profits. The connections between these activities can be an important source of enterprise advantage. Each activity in this chain is associated with costs and, in turn, with the assets of the enterprise. By relating production costs and assets to each individual activity in the chain, it is possible to estimate their costs. In addition, the prices and costs of an enterprise are influenced by the activities of suppliers and end consumers. Managers must have a good understanding of the entire value creation process, so the value chain of suppliers and end customers must be taken into account. The process of determining costs for each activity is tedious and complex, but it provides an opportunity to better understand the cost structure of the enterprise. In addition, it is necessary to conduct a comparative assessment of the enterprise’s costs and the costs of its competitors for its main activities. In this way, it is possible to identify the best practice for performing a certain type of activity, the most effective way to minimize costs, and, based on the analysis obtained, begin to improve the enterprise’s cost competitiveness.

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

Assessing the cost competitiveness of an enterprise is necessary, but not sufficient. The strength of the enterprise's position (how weak or strong it is) in relation to its main competitors is assessed by such important indicators as product quality, financial position, technological capabilities, and product cycle duration. The ratings show the company's position in comparison, where it is weak and where it is strong, and in relation to which competitor.

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

Managers study all the results of the state of the enterprise at the time of the crisis and determine what to focus on. The data obtained during the study of the crisis state of the enterprise can be systematized and presented in the following form.

Without a clear formulation of the problems that caused the crisis in the enterprise, without their awareness, it is impossible to begin to develop anti-crisis measures for the enterprise. Either minor changes are made to the strategy, or the strategy is completely revised and a new one is developed.

Revision of the mission and system of goals of the enterprise.

The next, no less important stage of strategic anti-crisis planning is the adjustment of the enterprise’s mission and system of goals.

Analysis of the state of an enterprise in a crisis situation.

1. Strategic performance indicators of the enterprise (market share, sales volume decreases/increases, profit margin, stock return, etc.)

2. Internal strengths and weaknesses, external threats and opportunities

3. Competitive variables (product quality/characteristics, reputation/image, production capabilities, technological skills, sales network, marketing, financial position, costs compared to competitors, other)

4. Conclusions about the position of the enterprise in comparison with competitors

5. The main strategic problems that must be solved by the enterprise

A manager coordinating the policy of an enterprise that finds itself in a crisis situation must concentrate all the information obtained during the strategic analysis. He must think about whether the company, within the framework of its previous mission, will be able to overcome the crisis and achieve competitive advantages. If necessary, the mission must be adjusted. A well-crafted mission that is understood and believed in can be a powerful driver for changes in strategy. This may include the following:

1. Proclamation of beliefs and values.

2. The types of products or services that the enterprise will sell (or the customer needs that the enterprise will satisfy).

3. Markets in which the enterprise will operate:

o ways to enter the market;

o technologies that the enterprise will use;

o growth and financing policies.

A clearly formulated mission inspires and encourages action, enabling the company’s employees to demonstrate the main prerequisites for the success of the enterprise’s activities under various influences on it from the external and internal environment.

Then comes the process of adjusting the system of goals (desired results that contribute to overcoming the economic crisis). The manager compares the desired results and the results of studies of external and internal environmental factors that limit the achievement of the desired results, and makes changes to the goal system.

Each enterprise has a certain system of goals. They arise as a reflection of the goals of various groups:

· owners of the enterprise;

· employees of the enterprise;

· buyers;

· business partners,

· society as a whole.

If the mission is a vision of what the enterprise should be in the future, then the system of goals (long-term and short-term goals) is the desired results corresponding to the understanding of the goal.

Goals are the starting point of the strategic planning, motivation and control systems used in the enterprise. Goals underlie organizational relationships and evaluate the performance of individual employees, departments and the organization as a whole. In any organization there are several levels of goals, thus creating a hierarchy of goals.

Higher level goals are focused on the long term. They allow managers to weigh the impact of today's decisions on long-term performance. Lower level goals are focused on the short and medium term and are a means to achieve higher level goals.

Short-term goals determine the speed of development of the company, the level of performance indicators and the results to be achieved in the near future. The level of goals that the top management of an enterprise focuses on can be the cause of a crisis situation.

Very often, managers at Russian enterprises focus their attention on short-term financial goals, neglecting long-term ones.

The process of strategic planning ends with the formulation by methods of strategic analysis and planning of strategic alternatives for the enterprise's exit from the economic crisis and the implementation of a choice of strategy. The process of determining tactics for implementing the chosen strategy begins (operational planning). The next stages are related to the implementation of the anti-crisis strategy, assessment and monitoring of results.

Implementation of the chosen anti-crisis strategy

Tactical (operational) measures to overcome the economic crisis can be the following: reducing costs, closing divisions, reducing personnel, reducing production and sales volumes, active marketing research, increasing product prices, identifying and using internal reserves, modernization, attracting specialists, obtaining loans, strengthening discipline.

Strategic and operational planning are interconnected, and it is impossible to do one in isolation from the other. Tactical planning must be carried out within the framework of the chosen strategy. If operational measures to overcome the economic crisis are carried out in isolation from strategic goals, this may lead to a short-term improvement in the financial situation, but will not eliminate the underlying causes of the crisis.

The activities of managers in implementing the chosen strategy include the following tasks:

· final clarification of the developed anti-crisis strategy and goals, their compliance with each other;

· wider communication of the ideas of the new strategy and the meaning of the goals to employees in order to prepare the ground for increasing the involvement of employees in the process of implementing the anti-crisis strategy;

· bringing resources into line with the implemented anti-crisis strategy;

· making decisions about the organizational structure.

When implementing a new strategy, it is necessary to focus on how changes will be perceived, what forces will resist, and what style of behavior should be chosen. Resistance must be minimized or eliminated regardless of the type, nature or content of the change. The enterprise strategy is influenced and imposed certain restrictions by the existing structure and management system; management culture; skills and resources.

The reality for many businesses is that they do not achieve the optimal combination of structure, culture, and skills needed to be successful. The structure of an enterprise largely determines its ability to respond to changes in the external environment. If an enterprise has too rigid an organizational structure, it can become an obstacle to flexible adaptation to new real conditions, slow down the process of innovation and impede a creative approach to solving new problems and tasks. Basically, managers strive to avoid structural changes, which are usually accompanied by confusion and dissatisfaction on the part of the staff. As a result, the reorganization is postponed for as long as possible.

Management systems support or hinder the implementation of strategy. On the one hand, in enterprises where a bureaucratic management style flourishes, even the most simple decisions and expenses of lower-level personnel must be approved by a higher-level manager. If a person works for a long time in a structure of this type, he is unlikely to want to take on additional responsibility and initiative. In these conditions, excuses that this is not part of the job responsibilities will be a defense against new problems and responsibility. On the other hand, the lack of systems and documentation can lead to duplication of work already done or loss of information if an employee leaves or moves to another job within the enterprise.

Management culture can be a significant driving force. However, we should not forget that the management culture of an enterprise arose as a result of traditions that have a long history and cannot be changed in an instant. Problems may arise if the management culture comes into conflict with the enterprise's anti-crisis strategy. Different enterprises have their own management style. It may fit well into the company's strategy, or it may conflict with it. In some cases, the predominance of one style can lead to problems. It is believed that the autocratic style can only be useful in situations that require the immediate elimination of resistance when carrying out very important changes.

Skills and resources also have a great influence on the anti-crisis strategy, since their proper use is crucial for the successful operation of the enterprise. The manager must mobilize the enterprise's resources to the maximum extent and distribute them in such a way as to have the greatest effect. The mechanism for using the resource potential of the enterprise is brought into line with the ongoing anti-crisis strategy. New tasks must be brought to the functional units that manage the movement of resources within the enterprise. At the same time, it is necessary to carry out appropriate preparatory work to eliminate resistance on their part and convince them of the need for effective participation in the implementation of the new strategy.

At this stage, managers can compare what is required to implement the anti-crisis strategy with what the company has now. When comparing what is desired with what is actually achieved, managers can use a point system for assessing discrepancies. When conducting a comparative analysis, it is important to highlight exactly those points that can radically affect the success of the enterprise.

To determine the necessary strategic changes, it is proposed to use a table in which all assessed criteria are listed vertically (Figure 2). A wide variety of scales can be used in the analysis (for example, 0 points may indicate that the criterion does not differ significantly from the ideal option, and 5 points may indicate that the criterion being assessed should be radically revised).

The “Solution Options” column can be used to describe the specific actions required to achieve the desired options and should also be tested before anything is done.

Figure 2. - Assessing the extent of necessary changes in the enterprise strategy.

At the stage of implementing the anti-crisis strategy, senior management can revise the plan for implementing the new strategy if newly emerging circumstances require it.

The last stage of anti-crisis strategic management is the assessment and monitoring of strategy implementation. It is aimed at finding out to what extent the implementation of the strategy leads to the achievement of the enterprise's goals.

In accordance with the above, the scheme for anti-crisis strategic management of an enterprise is presented as follows (Figure 3).

Figure 3. - Scheme of strategy and tactics in crisis management

Organization of the implementation of the anti-crisis strategy

If an enterprise promptly monitors the emergence of an external threat and has sufficient time to develop an effective response, it can consistently eliminate all problems. But in a crisis situation, the implementation of changes must be carried out within a strictly limited time frame. Therefore, when planning an anti-crisis strategy, it is necessary to strive for maximum parallelism of work. The implementation of an anti-crisis strategy is most effective if it is combined with an already adapted structure and is subject to a balanced system of goals. However, in critical situations there is no time left to prepare the basis for strategic changes, then it is necessary to decisively change the existing management system, which has a painful effect on the work of staff.

Overcoming resistance requires the implementation of two groups of measures. Firstly, psychological - determining the cultural orientations of various groups of personnel based on their attitude to changes, creating reference points for the implementation of an anti-crisis strategy, limiting the influence on decision-making on the part of groups that are immune to changes. Secondly, systemic - the formation of a transitional structure of the enterprise that solves the problem of introducing changes without interfering with operational activities. In medium and small enterprises, which are characterized by good receptivity of personnel to changes, it is possible to consistently adapt the old structure, superimposing on it new project units responsible for the implementation of the anti-crisis strategy.

If the enterprise is of a significant scale and the staff has a negative perception of changes, it is necessary to use variants of the so-called dual structure, when the implementation of an anti-crisis strategy is separated from operational activities. This allows managers to provide support for changes in the departments that are involved in their implementation. Authorities are firmly used to quickly make the necessary decisions. At the same time, traditional systems of passing commands are destroyed and replaced by contacts between the manager and performers, bypassing some levels and hierarchies.

The involvement of outside specialists can provide significant assistance in implementing an anti-crisis strategy. They may be external consultants, new managers who previously worked at other enterprises, or managers from the company itself whose name is not associated with the previous strategy. There are ample examples that leading strategic change is a highly responsible and difficult task. Some new strategies may be easier to implement than others, especially if they do not require changes to general beliefs about how a business should compete in the marketplace.

1.3 Types of strategic alternatives for the enterprise

Once management balances external threats and opportunities with internal strengths and weaknesses, it can determine the strategy to follow. At this stage, management has already answered the question, “What business are we in?” and now ready to deal with the questions: “Where are we going?” and “How do we get from this point where we are now to the point where we want to be?”

An organization faces four major strategic alternatives. Although there are many variations of each of these alternatives, let's focus on choosing a general strategy. Let's look at each of these alternatives, the reasons why companies pursue one strategy rather than another, and the point at which a particular strategy is most likely to be successful. These four alternatives include: limited growth, growth, contraction, and a combination of these three strategies.

Limited growth. The strategic alternative followed by most organizations is limited growth. The limited growth strategy is characterized by setting goals based on what has been achieved, adjusted for inflation. The limited growth strategy is used in mature industries with static technology when the organization is largely satisfied with its position. Organizations choose this alternative because it is the easiest, most convenient, and least risky course of action. Management, in general, does not like change. If a firm has been profitable in the past by pursuing a limited growth strategy, it is likely to continue to pursue that strategy in the future.

Height. The growth strategy is implemented through a significant daily increase in the level of short-term and long-term goals above the level of the previous year. The growth strategy is the second most frequently chosen alternative. It is used in dynamically developing industries with rapidly changing technologies. It can be followed by managers seeking to diversify (diversify the product range) of their companies in order to leave markets that are stagnating. In a volatile industry, lack of growth or failure to diversify can lead to atrophying markets and lack of profits. Historically, our society has viewed growth as a good thing. For many leaders, growth means power, and power is good. Many shareholders view growth as a direct increase in wealth. Unfortunately, many firms choose short-term growth, getting long-term ruin in return. Growth can be internal and external. Internal growth can occur by expanding the range of products. External growth can be in related industries in a vertical or horizontal growth firm (for example, a manufacturer acquiring a wholesale supplier or one soft drink firm acquiring another). Growth can lead to conglomeration, that is, the merger of firms into unrelated industries.

Today, the most obvious and recognized form of growth is corporate mergers. Recent mergers between Renault and American Motors, America Express, and Shearson provide impressive examples of management pursuing a growth strategy.

Reduction. An alternative, often referred to as a strategy of last resort, is the retrenchment strategy. In fact, for many firms, downsizing is a healthy way to streamline and refocus operations. Within the reduction alternative, there may be several options.

1. Liquidation. The most rational option for reduction is the complete sale of the organization's inventories and assets. In 1987, Air Atlanta, a regional air transport company focused on quality service, was forced by extreme competitive pressure to cease operations and liquidate all its assets in an attempt to pay creditors.

2. Cutting off excess. Firms often find it advantageous to separate certain divisions or activities from themselves. In the mid-20s, Revlon Group agreed to sell most of the enterprises producing eye care products for $576 million and is attempting to sell the remaining ones for another $100 million. The sale would give Revlon about 1. $7 billion in cash needed to make major acquisitions.

3. Downsizing and refocusing. In a sluggish economy, many firms find it necessary to cut back on some of their activities in an attempt to increase profits. In 1986, the Stop Epi Shop chain of grocery stores recorded a loss of $2 million from the reduction of its operations, but within a year the company made a profit of 118% for the second quarter of 1987. Management's goal was to reduce the number of operations to a manageable, hopefully profitable level.

Downsizing strategies are most often resorted to when a company's performance continues to deteriorate, during an economic downturn, or simply to save the organization.

Combination. The strategy of combining all alternatives will most likely be pursued by large firms that are active in several industries. A combination strategy is a combination of any of the three strategies mentioned - limited growth, growth and contraction. At the same time that Revlon Group was scaling back its operations by agreeing to sell most of its eye-care businesses, it was aggressively trying to acquire razor blade maker Zhilet with an offer of $5.41 billion ( growth strategy).

Anti-crisis financial management policies are also often highlighted. The policy of anti-crisis financial management is part of the overall financial strategy of the enterprise, which consists in developing a system of methods for preliminary diagnosis of the threat of bankruptcy and the inclusion of mechanisms for the financial recovery of the enterprise, ensuring its recovery from the crisis state. The implementation of the policy of anti-crisis financial management of an enterprise in the event of a threat of bankruptcy provides for: Periodic research of the financial condition of the enterprise in order to early detect signs of its crisis development, causing the threat of bankruptcy. Determining the scale of the crisis state of the enterprise, which can be identified as a “mild” crisis, a “deep” crisis and a “catastrophe”.

· Study of the main factors that determined (and will determine in the coming period) the crisis development of the enterprise.

· Formation of goals and selection of basic mechanisms for anti-crisis financial management of an enterprise in the event of the threat of bankruptcy.

· Implementation of internal mechanisms for financial stabilization of the enterprise. They are based on the consistent determination of models of management decisions, selected in accordance with the specifics of the enterprise’s economic activities and the scale of crisis phenomena in its development.

Selection of effective forms of enterprise reorganization. If the scale of the crisis financial condition of an enterprise does not allow it to be overcome through the sale of internal resources, the enterprise is forced to resort to external assistance, which usually takes the form of its reorganization.

2. Anti-crisis strategy of the Federal State Unitary Enterprise "Karachevsky Plant "Electrodetal"

2.1 Characteristics Federal State Unitary Enterprise "Karachevsky Plant "Electrodetal"

“Karachevsky plant “Electrodetal” is a state enterprise and belongs to federal property. “The Karachevsky Elektrodetal plant has been an enterprise in the electronics industry since its creation. At present, when such a specific division into industries in industry has been abolished and other production structures and connections have been introduced, the plant is an integral part of the industrial complex for the production of control systems.

The main activity is the production of the following types of products:

Electrical connectors for vehicles, automotive and tractor industries;

Electrical household appliances (juicers, irons);

Bicycle components (pumps, reflectors);

Haberdashery and lock and hardware products;

Fittings for pipelines;

Sports and medical simulators;

Residual current devices and devices for ensuring electrical safety.

In addition, the plant, having a large machine park, many types of industrial engineering (foundry, galvanic, metal machining, pressing, etc.), as well as highly qualified personnel, can provide services for:

1. Preparing the production of products, manufacturing components, assembly and testing;

2. Design and development of design and technological documentation for products;

3. Manufacturing of non-standard equipment (thermoplastics, woodworking machines), as well as equipment and testing devices;

4. Manufacturing of wood products (furniture, containers).

The plant was founded on June 25, 1958. The creation of the plant in the city of Karachev was due to its favorable geographical location, ease of communication with other regions, low-material-intensive production and the availability of labor.

The plant produced its first products in July 1959. These were rectangular plug connectors.

In 2000, the plant was renamed the Federal State Unitary Enterprise “Karachevsky Plant “Electrodetal”.

The activity of the enterprise is ensured by preliminary forecasting and planning. In market conditions, there is a contractual system of orders and purchases of materials, equipment and satisfaction of consumer requests. Basically, products are delivered on an advance payment basis, less often - through direct connections. Sometimes, in exceptional cases, a barter payment system takes place.

The company takes a leading role in the development of the industry and is the main organization for the production of electrical connectors in Russia. The range of these products contains more than 2000 toponyms and is very diverse. At the request of interested organizations, the enterprise develops and commercializes new types of products. In recent years, the enterprise, having carried out structural restructuring, has mastered a number of other production facilities.

Consumers include hundreds of enterprises in all regions of the Russian Federation and the CIS. The plant was awarded the “Leader of the Russian Economy” certificate.

In addition, the plant takes an active part in creating, maintaining the housing stock, social facilities, and improving the city.

Main technical and economic indicators of the Federal State Unitary Enterprise "Karachevsky Plant "Electrodetal":

The number of workers is about 1.5 thousand people;

The cost of fixed production assets is 3 billion rubles;

Growth in production volumes - 5%.

The growth of production volumes depends on the general state of the industry and has recently tended to increase. Particularly high hopes in this regard are placed on the technical engineering departments of the enterprise, which develop and put into serial production new promising competitive products.

Legal address of the enterprise: 242500, Russian Federation, Bryansk region, Karachev, st. Gorky, 1.

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

In a market economy, competent and effective management is among the priorities of any socio-economic system. Economic analysis is the most important element of an enterprise management system. With its help, strategies and tactics for the development of the enterprise are developed, plans and management decisions are substantiated, reserves for increasing the efficiency of production and sales are identified, and the results of the enterprise’s activities are assessed.

We will conduct an economic analysis of the production and financial activities of the Federal State Unitary Enterprise "Karachevsky Plant "Electrodetal"" by calculating and studying the dynamics of relevant indicators. The main sources of information for achieving this goal are the data presented in Form No. 1 “Balance Sheet”, Form No. 2 “Profit and Loss Statement” for 2007-2009. (Appendix A-B).

During the period from 2007 to 2009, there was a tendency towards a significant increase in the volume of commercial products. So in 2007 it amounted to 141,886 thousand. rubles, and in 2008 – 180,543 thousand rubles, in 2009 – 245,356 thousand rubles, in relative terms, the increase in the volume of commercial products in 2006 compared to 2007 was 21%. In 2009, the growth rate increased by 26% compared to 2008. Based on this, both the cost of this product and the share of material costs in it increased. The sales volume indicator also tends to increase from year to year; in relative terms, the growth rate was 22% and 26%, which is comparable to the production indicator and is due to their interdependence.

In 2008, the cost of fixed assets increased by 50%, this happened due to the receipt of fixed production assets (machinery and equipment, etc.) in the amount of 289,903 thousand rubles on the enterprise’s balance sheet. An increase in these indicators indicates that the company is gradually stabilizing its financial position and allocating more funds for technical equipment of production.

The average annual value of working capital balances increased by 9% in 2007 and 9% in 2008, due to an increase in the cost of raw materials and other valuables (by 7,288 thousand rubles in 2007, by 8,085 thousand rubles . in 2008), accounts receivable from customers (by 2,550 thousand rubles in 2007 and 895 thousand rubles in 2008), etc.

Due to the increase in these indicators, the total value of the enterprise’s property also increased (by 11% and 44%, respectively).

The average number of industrial production personnel in 2008 compared to 2007. decreased by 1%, and in 2009. compared to 2007 decreased by 1%. This is due to a change in the number of core production personnel (in 2007 it decreased by 72 people, and in 2008 it decreased by 10 people). The increase in wage costs in 2008 compared to previous years was 28%. Labor productivity indicators increased on average by 26% in 2007, by 27% in 2008. This is due to increased wages, improved working conditions, and the introduction and use of new technologies.

The capital productivity indicator shows how many products in value terms were produced in a given period per 1 ruble of the cost of fixed assets. In this case, capital productivity indicators increased by 25% in 2007; 2008 decreased by 109%, which indicates a decrease in the effective use of fixed assets.

Capital intensity is an indicator inverse to capital productivity. It characterizes the cost of fixed production assets per 1 ruble of marketable products. The observed decrease in capital intensity in 2007 by 33% means savings in capital involved in production, although in 2008 this effect was reduced.

The capital-labor ratio characterizes the cost of fixed assets per employee of the enterprise. The level of this indicator increases from year to year (2007 – 175; 2008 – 186; 2009 – 376.84).

The material intensity of commercial products tends to decrease and in 2008 its value was 0.25, i.e. its level decreased by 15% compared to previous years, which indicates a more economical use of materials in the production of products.

Due to the increase in product sales volumes, sales profit also increased by 88% in 2007. and 55% in 2008 An increase in the level of non-operating income and a decrease in non-operating losses led to an increase in the level of balance sheet profit to 6,052 thousand rubles. in 2008

The negative relative deviation of the indicators of profitability of production and turnover in 2006 indicates minor difficulties in carrying out the economic activities of the enterprise, although these difficulties were overcome and the profitability indicators in 2008 became positive.

Thus, after analyzing the technical and economic indicators of the financial and economic activities of the FSUE Karachevsky Plant Elektrodetal, we can conclude that the enterprise is currently operating quite stably, is constantly increasing production rates, and employee salaries are increasing. That is, the plant is trying to take a strong position in the industrial market.

2.3 Analysis of the process of development and organization of the anti-crisis strategy of the Federal State Unitary Enterprise "Karachevsky Plant "Electrodetal"

The Elektrodetal plant is currently using one of the four main strategy alternatives - growth. For the past few years, the plant has been in a pre-bankruptcy state. But, since the plant is a state-owned enterprise, it was not allowed to go bankrupt completely. And so, with the approval and support of the state, instead of the less risky limited growth, the general director and his deputies chose the more risky growth of production. The growth strategy is the second most frequently chosen alternative. The growth strategy is implemented through a significant annual increase in the level of short-term and long-term goals above the level of previous years. Growth can be internal and external. The plant chose internal growth. This growth occurs through the expansion of the range of goods and, in general, all production. But, since the territory of the plant is huge, the growth mainly occurs in the range of goods. So, in 2-3 years the enterprise increased from 3,000 types of products to 5,000 products.

Management hopes to achieve annual production growth rates with the help of government funding and its own financial resources. The growth rate, as decided by management, should not be lower than 20% per year. Of course, this growth will be achieved through R&D with government support.

To achieve this, the plant management is taking various measures: economic, technical and others.

Economic measures:

· formation of production records taking into account new products;

· reduction of accounts payable;

· sale of surplus equipment;

· renting out unnecessary premises (gym, dormitory, ski lodge, pig farm);

· sale of unused material resources from OMTS and CIS warehouses;

· expansion of sales of tool production and sales of the special “Mechanical Engineering” workshop;

· resolving issues related to obtaining loans on a preferential basis;

· determination of pricing policy depending on customers (government order - 30% and private order - 30%, etc.)

· carrying out strict regulation of the number of workers at the enterprise;

· increase in wages (by 30%);

application of new methods of motivation - additional payments when working in the field of R&D;

· advanced training of employees;

· expanding sales through: increasing participation in exhibitions, provision on the Internet and the involvement of special advertising companies.

Technical measures:

· based on R&D, new technologies are introduced (initially new
technologies undergo various tests, and then based on the results of the tests
are introduced into main production).

· high-precision diamond processing, machines with numerical control programs, and electrochemical processing methods began to be used more widely.

· increase in products for the automotive industry.

· carrying out restoration work on old equipment (repairing old equipment with little money).

To carry out R&D, the plant needs: many different projects, additional equipment for workplaces, the acquisition of new computers and computers. The acquisition of new computers and the provision of information on the Internet led to additional training for workers to successfully use the computer and the Internet. Currently, the plant is updating its machine park, installing CNC and computer-controlled equipment (for example, computer-controlled laser marking installations for finished products).

Based on all this, we can draw a conclusion. These measures help reduce the plant’s dependence on the state. Also, these measures allow you to increase profits by 10 million rubles. which, in turn, will make it possible to resolve social issues of the collective and the city, eliminate accounts payable, and bring wages to the proper level.

3. Directions for improving the anti-crisis strategy of the Federal State Unitary Enterprise « Karachevsky plant "Electrodetal"

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

The growth strategy cannot fully function at this plant, even with government support. With this strategy, if it fails, big problems can arise, but there is state support, this will only again lead to huge financial dependence on the state. Before moving on to choosing a strategy, you need to take the following measures:

1. Concentrate all remaining production in the main operating premises and workshops.

2. Introduce austerity of everything from which you can get at least some benefit.

3. Use available resources in strict economy.

And only after this can we proceed to choosing a strategy that would best suit the structure of the plant. A combination strategy would be best suited for the plant. It consists of a combination of limited growth and contraction. The reduction strategy will consist of cutting off excess reduction and refocusing. Reduce excess: rent out non-production space as intensively as possible; get rid of faulty old equipment by any means, including scrapping; carry out strict reporting of all workers and fire those who are less useful (this is necessary for the further survival of the plant).

As for reorientation, since the plant was considered part of the defense industry, and the products were mainly strictly for military needs, the most important part of the strategy was the reorientation of products for domestic needs. This reorientation is already underway, but at a slow pace. The so-called state order still accounts for 30% of all production. Management must select from all household goods those that most closely match the production profile to the production technologies at the plant and to the available equipment. Accordingly, the share of own funds will increase.

As for the strategy of limited growth, many large enterprises try to adhere to this strategy. Things are going well at these companies and they, not wanting big changes, are slowly increasing production. But for our plant this strategy is needed from a completely different angle. Since the plant is half a state-owned enterprise, the state cannot provide enough funds to increase production. And for limited growth, slow growth, there should be enough cash. Of course, this is a slower path, but less risky. During a crisis, big changes must occur in an enterprise. Here are some of the main changes:

In goal setting. For an enterprise in a crisis situation, maximum profit (profitability) ceases to be an objective function. The goal should be to preserve the enterprise, personnel, and minimize losses.

Development priorities change in favor of current results, even if this is associated with losses in achieving strategic goals, but allows the enterprise to survive until the economic and legal conditions change.

It becomes extremely important to increase the efficiency of making and implementing management decisions, even if this is associated with a decrease in their effectiveness.

Changing the system of incentives (motivation) for personnel activities. At any cost it is necessary to retain that part of the personnel that has a decisive influence on the quality of products and the competitiveness of production. But this part has already served its purpose. It is necessary to attract younger, proactive labor resources. But in order to attract these personnel, it is necessary to introduce new incentive methods. If management does not have the necessary financial resources for various bonuses and supplements, then the chief manager and his assistants must motivate employees in other ways. Here are some of them:

1. Honor board (it has not been updated for a long time).

2.You can organize various competitions between workshops or
simple workers. Even with a small cash prize, but it should
increase interest in work. After all, the competitive spirit is present in
any competition.

3. Agree with another plant with a similar profile of activity about the exchange of experience between employees through excursions to this plant. Workers must adopt all the best and certainly apply these new methods at work, which in turn should increase the quality of products and the efficiency of work.

The idea of ​​the plant joining some large concern also has a right to exist. Naturally, on favorable terms. The plant can produce various components for the concern. But the concern will need to invest considerable money in the plant, which in turn should quickly pay for itself. This will also help in the area of ​​decision making, since managers will have to consult with their partners, and, as we know, “two heads are better than one.”

All these events are useless without competent and properly leveled advertising. Therefore, it is necessary to have qualified marketers at the enterprise, who must present and bring the products to the consumer, and interest him in purchasing. Advertising must contain information about the manufacturer so that the buyer immediately knows and understands who he is dealing with. The objectives of advertising also include presenting information about the quality of products.

3.2 Calculation of the effectiveness of measures

In general, we can conclude that the costs spent on the project should be fully justified and by the end of 2009 a sufficient amount of profit will be received.

Since the development of this project began, the company has done a lot. In April 2008, an advance payment of 240,000 rubles was received. The contract amount is 840,000 rubles. The final payment will be made at the end of June upon completion of the work; it will amount to 600,000 rubles.

You can calculate the effectiveness of implementing a given project for an enterprise. The results of the efficiency calculation will clearly show the benefits for our enterprise from the implementation of this project, and the need to continue work in this direction.

So, the estimated sales revenue is 840,000 rubles;

Amount of VAT 18% = 128,136 rubles;

Contract amount excluding VAT 18% = 711,864 rubles;

Wages have been accrued for 3 months (April-June) and contributions for social needs, which amount to 252,000 rubles;

Let's also consider other indicators necessary to calculate efficiency:

Material costs – 280,000 rubles;

Fixed assets amount to 52,652 rubles;

Depreciation of fixed assets is equal to 2,772 rubles;

Costs from the current account - 1,186 rubles;

Property tax is 2% of the amount of fixed assets and amounts to 1,053 rubles.

Knowing these indicators, you can calculate the amount of costs incurred, which are calculated from the sum of such indicators as accrued wages, unified social tax, income tax, costs of materials, depreciation of fixed assets, costs from the current account. It turns out that the amount of costs incurred is 662,714 rubles.

The next step is to calculate the profitability of the event, which we will calculate by summing up the costs and the amount of VAT. And as a result, it is equal to 750,850 rubles.

We also subtract from the profit the property tax, which was calculated earlier, and we get 88,097 rubles.

Income tax is 24% and amounts to 21,143 rubles.

And finally, we will calculate net profit, which is calculated from the difference in profit before taxes and income tax and is equal to 66,954 rubles.

The calculated main performance indicators of the Federal State Unitary Enterprise "Karachevsky Plant "Electrodetal" during the implementation of the project to create ASKUER are given in Table 1

Table 1

The main calculated performance indicators of the Federal State Unitary Enterprise "Karachevsky Plant "Electrodetal" during the implementation of the ASKUER project

As a result, the company will receive an additional 66,954 rubles of net profit. Indirect results can be considered: the satisfaction received by the enterprise-customer of the work from cooperation with the company, which, in turn, implies further long-term maintenance of the created system, the possibility of further expansion of the market due to the dissemination of information about the enterprise among other manufacturing enterprises.

We can conclude that in the second quarter of 2009 the sales volume will increase to 840,000 rubles. And the enterprise’s profit will finally change from a negative value to positive and amount to 66,954 rubles. This will allow, as the implementation of such projects continues, to write off losses from previous periods over time, and other indicators will improve accordingly. It follows that we can safely predict the enterprise’s exit from the crisis situation. In the event that the company not only continues to implement its already familiar projects in the implementation of the State Target Program for Energy and Resource Conservation for the Municipal Heat and Power Industry of the Irkutsk Region and engages in other usual work, but will also necessarily enter the markets of new cities and regions of Russia with such a new type of service how to develop and implement ASKUER for electricity suppliers to various industries in the country.

For the implementation of such a State Target Program for energy and resource conservation, the participation of small enterprises is very important, both in the implementation of projects for the regional and municipal economy, and the introduction of other completely new projects in the market of the Irkutsk region and in other regions of our country. Small businesses, quickly responding to changing market conditions, give the economy the necessary flexibility. They are able to quickly respond to changes in consumer demand and thereby ensure the necessary balance in the consumer market. Small businesses make a significant contribution to the formation of a competitive environment, which is of paramount importance for the Russian economy.

As we can see from the analysis, the effectiveness of small business for the state economy is undeniable, since it receives deductions in the form of taxes and assistance in the implementation of the State Target Program for Energy and Resource Saving. For the enterprise FSUE Karachevsky Plant Elektrodetal, ASKUER development projects for manufacturing industrial enterprises are the implementation of the strategic development of the enterprise and provide an opportunity to expand the services provided, develop new markets with new projects and make a profit.

Conclusion

Since Russia is at the very first transitional stage of market relations and almost all enterprises are being rebuilt, the issues of anti-crisis strategic management arise acutely. This course work was devoted to the disclosure of these issues. Having studied this, the following conclusions can be drawn.

The crisis of an enterprise in the broad sense of the word means a change from an increasing development trend to a decreasing one. It consists of several phases. The first is a decrease in profitability and profit volumes. The second is unprofitability of production. The third is the depletion or absence of reserve funds. The fourth is insolvency.

To overcome all the adverse consequences of these phases, each organization develops its own anti-crisis strategy (chooses one of the strategic alternatives): limited growth, growth, reduction, combination.

Having analyzed the anti-crisis strategy of the FSUE Karachevsky Plant Elektrodetal, it can be noted that the plant chose the most risky growth strategy. Based on this strategy, various measures are taken to improve the overall situation of the plant.

But there is one significant problem - no money. However, this did not prevent the development of various, completely new methods and ways to improve the plant’s strategy. Among other things, a new strategy was proposed - combination. It consists in the joint functioning of the strategy of limited growth and reduction.

To overcome all the unfavorable trends in the development of this enterprise and bring the plant out of deep bankruptcy, it is possible to suggest that management more actively use methods of stimulating workers, joining a large concern, renewing personnel and, finally, improving advertising

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The strategic planning process ends with planning strategic alternatives for the enterprise to overcome the economic crisis and making a choice of strategy.

Anti-crisis marketing strategy

A marketing strategy, together with a tactical solution to current problems, represents a holistic, unified process of market management on the part of enterprises - manufacturers of goods. Both short-term and long-term marketing programs require the development and application of a strategy that, under given conditions, would provide the enterprise with the desired level of business activity and operational efficiency.

Marketing strategy serves as the driving force for other components of the strategic enterprise management plan. This strategy should be aimed at maintaining and developing sales, improving production in accordance with customer requests, and developing the intellectual potential of the company's employees, manifested in expanding the range and quality of goods produced. The development of new markets and increased sales must be long-term in nature, consistent with the life cycle of goods and the enterprise (divisions) itself. Depending on the forecast of the market situation and the capabilities of the enterprise itself, the type of anti-crisis marketing strategy is selected.

Strategy for the enterprise's return to the market. It assumes the emergence of an enterprise in the previous market with its own goods or services that are not new to this market and are also available from competitors. To implement this strategy, it is necessary to improve the organization of marketing and sales (training personnel, creating a marketing department, conducting market analysis research, intensifying product promotion activities, as well as introducing after-sales service). The strategy under consideration is the least expensive for restoring the solvency of an enterprise, especially in the case when the niche remains unoccupied by competitors or the market continues to expand. This strategy is used for enterprises with products that are in market demand. Implemented at the initial stage of restoring normal activity of the enterprise. The anti-crisis strategy for returning the enterprise to the market was used to improve the health of enterprises in the rubber industry, mechanical engineering, furniture, textile industries, and production of building materials.

Market development strategy. The enterprise expands the sales of its goods and (or) services as a result of searching and creating new markets. To implement this strategy, it is necessary to establish new direct contacts with product consumers (including in export markets), intensify the creation of a dealer network in new markets, introduce competition analysis tools (evaluation of indicators, collection of information, product evaluation, etc.), planning and conducting an advertising campaign. This strategy is justified when an enterprise seeks to expand its market by penetrating new geographic markets by reducing costs and improving quality, i.e. growth of product competitiveness. An anti-crisis market development strategy was used to improve the health of the pharmaceutical industry.

Product development strategy. It is carried out through the creation of fundamentally new or modification of manufactured goods already available in old markets. It is used for enterprises that do not have products that are in demand among buyers, as well as if there are already developments of a product in market demand. This strategy requires the investment of additional financial resources in the development, development and promotion of a new product to the market. This is a risky strategy for a crisis enterprise, including in finding a source of financing. At the same time, when reorienting the assortment to meet the needs of solvent customers, it may be the only opportunity to revive activity and attract an influx of investment resources.

Diversification strategies. It assumes that the company is trying to enter new markets, for which it introduces new products into its range. Also a risky strategy, it may require large investments. In conditions of insufficient awareness of customer needs and their financial well-being, this circumstance is difficult for enterprises with large debts. The strategy involves the development of new products introduced into new markets.

Exit Strategies(liquidation of an enterprise as an economic entity or division). The strategy is adopted only after a thorough analysis of economic (continuation of operation) and liquidation values. In this case, the social factor is also involved (many enterprises are city-forming, and their liquidation can lead to a sharp aggravation of social tension). Liquidation of an enterprise can be either voluntary or forced (at the request of creditors through the court). The calculation of liquidation value (the value of an enterprise put up for sale) is based on an assessment of the market value of assets and liabilities. To liquidate (sell) assets, an enterprise is forced to pay commissions to intermediaries, incur dismantling costs, and reduce the price against the market value to ensure liquidity. Thus, liquidation value is the expected proceeds (after all costs and taxes) from the sale of the company's assets.

In the process of developing and adopting an anti-crisis strategy for a debtor enterprise, it is desirable to concentrate efforts on finding the optimal option that requires a minimum of initial costs and provides maximum return on investment in the future. The following logic seems to be the most rational:

• 1) focusing efforts on low-cost methods, continuing the production of already mastered products and sold in old markets;
• 2) attracting relatively small investments to sell products in new geographic markets;
• 3) transition to more ambitious investment projects to enter existing markets with a new product, etc. (9)

Anti-crisis production strategy

The reorganization of production activities is preferably carried out by a new management team. Enterprise reorganization includes the following areas:

• 1) termination of operations that do not contribute to covering the enterprise’s fixed costs;
• 2) stopping the production of unprofitable products or trying to turn them into profitable ones by reducing costs;
• 3) searching for a source of financing in the form of venture capital, if the company has an underfunded, highly marginal product that is in demand on the market;
• 4) analysis of lease agreements.

The main task of production management in a crisis situation is to determine the conditions and means that provide support for the required organizational and technical level of production, aimed at stimulating the development of market relations that ensure the enterprise's exit from the crisis state.

Strategy for improving product quality. Improving quality is becoming one of the most key factors influencing company strategy. Currently, in foreign companies there is a general movement towards total quality control. Therefore, in order to achieve the competitiveness of products of domestic companies, it is also necessary to introduce “total quality management”.

Strategy for structural restructuring of the enterprise. To implement this strategy, the following measures can be considered: separating individual industries into independent enterprises, transferring some social and cultural facilities to the balance of local authorities, mothballing unprofitable industries, closing unpromising production lines, reorganizing production, modernizing the workshop structure, concentrating equipment in smaller areas. The ultimate goal of such a reorganization is to optimize the value of the Revenue / Assets multiplier to achieve the desired return on assets.

Strategy for changing the nomenclature and range of products. Most Russian enterprises are focused on highly specialized large-scale production. A wider range of customer satisfaction will allow you to differentiate sales and increase the agility of profit management by optimizing your assortment policy. An anti-crisis strategy for changing the product range and range was used to improve the health of textile and pharmaceutical enterprises.

Strategy for increasing the economic efficiency of production. All production operations are examined from different angles. Income and costs, the level of standardization and unification, etc. are analyzed. The possibility of introducing new elements into the technological process, new types of materials is being considered. To improve production efficiency, equipment will likely need to be replaced, upgraded, or at least repaired. These measures can have a significant impact on achieving certain cost structures and quality standards, especially in highly competitive markets.(17)

Anti-crisis personnel strategy

Improving human resources. If financial forecasts show losses from core activities, then the continuation of the business is usually associated with a change in the management team. Personnel management of enterprises is analyzed in functional sections: marketing, production, finance and personnel. Responsibility and authority are delegated to the heads of structural divisions, and responsibility centers for cost and profit accounting are allocated. The team is actively involved in the reorganization of the enterprise structure.

Personnel management of a crisis enterprise is also influenced by external (legislative regulation of labor relations, the situation on the labor market, the activity of professional and public associations) and internal (company goals, organizational structure, management style, working conditions, team potential) factors.

The anti-crisis policy of personnel management of an insolvent enterprise concentrates on developing the main principles and priorities of personnel policy, planning the structure and staff for purpose, reserves and relocation, creating and maintaining an information base on the movement of personnel, labor motivation, forming a program for adapting to changes, career guidance and retraining, methods assessing the compliance of personnel policies with the company's long-term strategy.

To restore solvency and return the enterprise to normal operation, characteristic of a profitable and growing business, to consolidate the enterprise’s position in the market, the manager must have a team capable of approaching work creatively, professionally, and reversing the situation negatively due to the victory of constructive forces over destructive forces.

Underestimation of the role of the human factor in the conditions of the economic crisis of enterprises has led to the loss of highly qualified personnel and the “wasting” of strategically important property. As competent entrepreneurs accumulate capital and experience, crisis enterprises gradually pass into the hands of effective owners who form young management teams who own modern market tools for making productive decisions.

Strategy for strengthening the personnel potential of the enterprise. The first action, affecting all departments, especially the marketing and sales departments, accounting and finance, is the selection of specialists for vacant positions who meet the requirements of the time. A change in leadership is also necessary if methods that are inadequate to the current conditions and long-term strategy are implemented.

Improving staff qualifications, eliminating duplication, establishing interaction between departments and recovery goals are the main elements of the personnel policy of a crisis enterprise. To effectively move towards a goal, a manager must coordinate the work and encourage people to complete it.

In most cases, the observed excess of personnel at crisis enterprises is one of the reasons for high production costs and unproductive personnel management.

Introduction of new management methods. The struggle for markets forces us to reconsider the role of strategic planning, controlling and monitoring. Budgeting is returning on a qualitatively new basis, the management information base is being improved through the acquisition of ready-made databases and software products used in various aspects of activity (marketing, finance, production, personnel/management). If software products are compatible with each other, it will be possible to transform data from different document formats and departments. An anti-crisis strategy for introducing new management methods was used to improve the health of textile, furniture, pharmaceutical enterprises, as well as an enterprise engaged in the production of building materials.

Reorganization of enterprise management. In crisis enterprises, there is a need to adapt the enterprise to the needs of the “core business” and reconsider the feasibility of maintaining non-core processes. For this purpose, a new organizational structure is being developed (introducing new functions such as financial planning and control). Heads of departments (responsibility centers) must acquire appropriate authority and responsibility for the work of their sector. To be ready to adapt to changes in the economic environment, it is necessary to introduce a new market-oriented production culture. An anti-crisis strategy for reorganizing enterprise management was used to improve the health of an enterprise producing rubber products.(18)

Anti-crisis financial strategy

The development of a financial strategy for overcoming the crisis must be in full agreement with the strategic goal of increasing the value of net assets (or bringing it into line with the sales forecast), which ultimately leads to maximizing the market value of the business and maintaining its investment attractiveness. Because of the complexities and time lags associated with attracting external sources of financing, management is initially interested in assessing the rate of growth that can be sustained using internal sources of financing.

The development of an anti-crisis financial strategy for an enterprise is aimed at building an effective financial management system, with the help of which it is possible to ensure the solution of strategic and tactical tasks of its activities. Reforming the enterprise is aimed at solving such strategic tasks as optimizing profits, increasing the value of net assets (maximizing the market value of the business), optimizing the capital structure and creating the investment attractiveness of the enterprise.

Strategy for increasing asset liquidity. Aimed at increasing the value of net assets (equity capital) as a necessary condition for compliance with the strategic direction of recovery: “financial restructuring - increasing the value of net assets while reducing losses and increasing profits - achieving financial indicators that characterize a profitable and growing business.”

Many enterprises still bear the burden of costs for maintaining social and cultural property that does not belong to them. Therefore, to increase the liquidity of assets, it is necessary, first of all, to transfer these objects to the balance sheet of local authorities, and also to conduct an audit of unused (surplus) intangible and production assets. To improve the structure of current assets, it is necessary to collect overdue receivables (possible claims work, an appeal to an arbitration court to declare the debtor bankrupt, sale of debts, assignment of rights, etc.). An anti-crisis strategy to increase asset liquidity was used to improve the health of an enterprise producing rubber products.

Capital structure optimization strategy. It is aimed at achieving an acceptable ratio of debt and property, as a rule, in the total amount of sources of long-term financing (which is achieved by increasing the value of net assets), minimizing the costs of attracted capital and, ultimately, increasing the market value of the business.

The problem of attracting investments that can create a powerful impetus for financial and economic development is relevant for most enterprises. Options such as additional issue of shares, issue of bonds, attraction of long-term loans and borrowings, foreign capital, subsidies, subsidies, grants from the state and other funds, as well as the use of leasing as a method of updating fixed assets are being considered.

The first step towards optimizing the capital structure is to achieve an increase in net asset value. Only after painstaking and effective work on the “improvement” of the property, giving it the status of resources promising profit in the future, can one begin to consider options for attracting additional sources of financing.

An anti-crisis strategy for optimizing the capital structure was used to improve the health of a machine-building enterprise.

Strategy for improving the cost accounting and control system. Aimed at organizing a management accounting system in order to focus management’s attention on identifying internal reserves, strategic and operational cost and profit management, and increasing competitiveness.

Particular attention is paid to the management of the cost structure in terms of variable and fixed costs, the strength of the production lever, the break-even level and marginal security (zone of financial strength). Optimization of accounting policies is closely related to improving financial, tax and management accounting, identifying the benefits of calculating limited costs (based on production and variable costs), increasing pricing flexibility and profit management. To adequately reflect the activities of the enterprise, it is necessary to correct existing accounting errors, increase the responsibility of accountants for the work performed and expand their functions in analytical (managerial) accounting.

Profit optimization strategy. Includes tightening control over product profitability and the cost of operating assets, using pricing policy opportunities (arbitrage pricing) and optimizing assortment policy. The strategy pursues the goal of identifying added value “hidden” within the enterprise in possible reserves of divisions (responsibility centers) that can increase their contribution to covering fixed costs and obtaining the desired profit.

An anti-crisis profit optimization strategy was used to improve the health of pharmaceutical industry enterprises.

Summarizing the consideration of strategies, it should be noted that when choosing an anti-crisis marketing strategy, it is advisable to concentrate forces and resources on one strategy. In other functional subsystems of enterprise management, you can choose more than one strategy for overcoming a crisis, since in some cases they complement each other. Integration of marketing strategy with production strategy, personnel management strategy, financial strategy allows you to determine the strategic plan of the enterprise.(10)

Having examined the theoretical aspects of anti-crisis strategies, we will move on to their practical implementation using the example of Bryanskgradostroitel OJSC.