Anti-crisis enterprise strategy. Classification of anti-crisis strategies

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

1. The anti-crisis strategy of the enterprise …………………………………………… ... 6

1.1 the crisis of the enterprise: the concept, forms, causes …………………………… 6

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

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

2. Anti-crisis strategy of FSUE Karachevsky Plant Elektrodetal ........ 27

2.1 Characteristic of FSUE Karachevsky Plant Elektrodetal ...................... 27

2.2 analysis of the financial and economic activities of the Federal State Unitary Enterprise Karachevskiy Zavod Elektrodetal ……………………………………….

2.3. Analysis of the development and organization of the anti-crisis strategy of the FSUE Karachevsky Plant Elektrodetal ………………………………………… 32

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

3.1 Development of proposals for crisis management at the Federal State Unitary Enterprise Karachevsky Plant Elektrodetal

3.2 calculation of the effectiveness of the implementation of measures ...................................... 37

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

References …………………………………………………………………… ..42

Appendices ……………………………………………………………………… ..43

Introduction

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

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

Over the years of formation, many problems have accumulated in modern Russia, without which it would be pointless to talk about further integration into the global community of our business. These are the 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 requiring a lot of attention. Managers must correct the flaws 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 general strategy of the enterprise, increasing the competitiveness of the enterprise in the market, creating conditions for the professional training of employees, attracting workers to production management.

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

The objectives of the course work:

1. To reveal the theoretical issues of crisis management of the enterprise.

2. To analyze the anti-crisis strategy of FSUE Karachevsky Plant Elektrodetal.

3. Suggest ways to improve plant strategy.

The Object of study for this course work is the Federal State Unitary Enterprise Karachevskiy Zavod Elektrodetal, since until recently it was in a very difficult situation and for this course work provides ample opportunities in relation to the analysis of the plant management strategy.

1. Anti-crisis strategy of the enterprise

1.1 the crisis of the enterprise: the concept, forms, causes

Crisis in the broad sense of the word means a change in an increasing trend of development is decreasing. It is an integral characteristic of a market economy. Based on this promise, any management is anti-crisis, and the content and methods of effective (ordinary) and anti-crisis management are no different.
Obviously, starting from it, it is difficult to find a specific definition of crisis management. Therefore, it is necessary to "narrow" the concept of crisis, for which it is necessary 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 the deterioration of the financial situation of the enterprise, the reduction of sources and reserves of development. The solution to the problem can lie both in the field of strategic management (strategy review, enterprise restructuring), and tactical (cost reduction, productivity improvement).

The second is production loss. The consequence is a decrease in the reserve funds of the enterprise (if there are any, otherwise the third phase will immediately begin). The solution to the problem lies in the field of strategic management and is implemented, as a rule, through enterprise restructuring.

The third is the depletion or lack of reserve funds. The company directs part of the working capital to repay losses and thereby switches to a mode of reduced reproduction. Restructuring can no longer be used to solve the problem, since there are no funds for its implementation. We need operational measures to stabilize the financial situation of the enterprise and to raise funds for restructuring. If such measures are not taken or their failure, the crisis goes into the fourth phase.

The fourth is insolvency. The enterprise has reached a critical threshold when there is no money to finance even reduced reproduction and (or) to pay on previous obligations. There is a threat of stopping production 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 conditions for the operation of the enterprise, requiring urgent emergency measures. The key point here is the onset or approach of 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.

The economic formula of the crisis. It considers the crisis as a direct threat to the survival of the enterprise. There are two aspects - external and internal.

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

Internal - in the ability to provide the volume of working capital required for business activities. Maintaining the value of working capital at an 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 cash shortage to maintain current economic (production) and financial (creditors) working capital needs.

The current financial need for working capital (TFE) is defined as the sum of payments payable on the return of debts (including interest on them) at the time of calculation, as well as fines and penalties (in case of late payments) for the planned period. Covered in cash or acceptable to creditors in terms and conditions of offsetting operations.

The current economic need for working capital (THP) is the difference between the sum of production and non-production expenses for the planning period, on the one hand, and the volume of production stocks of the enterprise 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 in the warehouse it is only 8 million rubles, then the industrial and technical cost is 2 million rubles. If the raw materials are in stock at 12 million, then there is no need for working capital (there is no "negative" need).

The determination of the threshold value of industrial chemical protection, the impossibility of which is critical, depends on the industry and other features of the enterprise. For example, in chemistry and metallurgy there is a minimum technologically permissible production volume, but not for metal processing. The volume of fixed (overhead) costs also cannot serve as an unambiguous criterion for the threshold value of the need for working capital, since it can be adjusted. TKhP is covered in cash or mutually acceptable operations acceptable for the enterprise in terms of content and conditions (i.e. delivery of precisely those goods and services at the right time at an affordable price that would have spent the enterprise’s money).

Cash - actually cash and equivalent funds (currently, up to 85% of all payments are carried out by offsetting schemes). It is the amount of cash that is indicative of determining the crisis state of an enterprise.

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

Secondly, specific short-term assets vary greatly in terms of liquidity. Thus, accounts receivable can be hopeless regardless of the formal terms and obligations for its repayment, and stocks of finished products - 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 is not applicable here. When calculating the cash and equivalent funds of the enterprise, two factors are of fundamental importance - the structure of the needs of the enterprise (raw materials, materials, cash) and the time during which these needs must be satisfied.

Time factor. Time always has an economic price, but in times of crisis it is calculated on completely different grounds than, say, in the analysis of an investment project. So, an overdue payment in the amount of 500 minimum wages (minimum wages) after 3 months. may result in a collapse of all obligations of the enterprise, 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 time price is taken into account in standard discounting procedures used in financial calculations. These procedures are based on a decrease in the value of future cash flow by a certain amount, which is a power-law function of the length of the expectation of receipt of funds and the discount rate. The latter takes into account inflation 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 the “falling” enterprise has no future. If after 3 months. if the company turns out to be a defendant in the bankruptcy arbitration process, then any plans become abstract. If the enterprise overcomes the crisis, then it will have a future, and it will be significantly different from the “pre-crisis" one, which must be sacrificed for salvation.

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

In the development of any organization, there is a likelihood 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, recession). Short-term crisis situations do not change the essence of the enterprise as a producer of profit, they can be eliminated with the help of operational measures. If the enterprise as a whole is inefficient, the economic crisis takes a protracted nature, up to bankruptcy. The severity of the crisis can be reduced if we take into account its features, recognize in time and see its onset. In this regard, any management should be anti-crisis, that is, built on the basis of the possibility and danger of the crisis. In crisis management, a management strategy is critical. When the inevitability of a crisis, the impossibility of eliminating or slowing it down becomes apparent, the crisis management strategy focuses on the problems of overcoming the crisis, all efforts are focused on ways and means of overcoming it.

The search for ways out of the economic crisis is directly related to the elimination of the reasons contributing to its emergence. A thorough analysis of the external and internal environment of the business is carried out, those components that really matter for the organization are highlighted, information is collected and tracked for each component, and the causes of the crisis state are determined on the basis of an assessment of the real situation of the enterprise. Accurate, comprehensive, timely diagnosis of the state of the enterprise is the first step in developing a strategy for crisis management of the enterprise.

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

When conducting an analysis of the external environment, a large amount of information obtained 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, brought together into a single whole several stages of analysis:

· Analysis of the macro environment, which can conditionally be divided into four sectors: political environment, economic environment, social environment, technological environment.

· Analysis of the competitive environment in its five main components: customers, suppliers, competitors within the industry, potential new competitors, substitute products.

Having received sufficiently extensive information about the external environment, it is possible to synthesize it by the method of creating scripts. Scenarios are a realistic description of what trends may appear in a given 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 an enterprise must take into account, some of which will be under the direct control of the enterprise (it can either avoid the danger or take advantage of the opportunity). If there are factors beyond the control of the enterprise, the developed anti-crisis strategy should help the enterprise maximize its competitive advantages and at the same time minimize possible losses.

Studying the external environment, managers focus on figuring out what threats and 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 the analysis of 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 anti-crisis strategy to make the necessary changes.

The weaker the current position of the enterprise, the more thoroughly critical its strategy should undergo. The crisis situation at the enterprise is a sign of either a weak strategy, or its poor implementation, or both.

Analyzing the strategy of the enterprise, 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 company is oriented towards; finally, functional strategies in the field of production, marketing, finance, personnel. Evaluation of each component will give us a clearer picture of the strategy of the enterprise in crisis, and the assessment is carried out on the basis of quantitative indicators. These include the company'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 to the enterprise.

The most convenient and tested way to assess the strategic position of a company is a SWOT analysis. Strength is where the enterprise has excelled. It may consist in skills, work experience, resources, achievements (the best product, perfect technology, best customer service, brand recognition).

Weakness is the absence of something important in the functioning of the company, that it does not succeed in comparison with others. When strengths and weaknesses are identified, both lists are carefully examined and evaluated. From the point of view of strategy formation, the strengths of the enterprise are important, since they can be used as the basis of the 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. Market opportunities and threats also largely determine the anti-crisis strategy of the enterprise. To do this, assess all the capabilities of the industry that can ensure the potential profitability of the enterprise, and threats that adversely affect the enterprise. Opportunities and threats not only affect the state of the enterprise, but also indicate what strategic changes need to be taken. The anti-crisis strategy must take into account prospects that match capabilities and provide protection against threats. An important part of the SWOT analysis is the assessment of the strengths and weaknesses of the enterprise, its capabilities and threats, as well as conclusions about the need for certain strategic changes.

3. The competitiveness of prices and costs of the enterprise.

It should be known how the prices and costs of an enterprise are related to the prices and costs of competitors. In this case, a strategic cost analysis is used. The method by which this analysis is carried out is called the “value chain” (Figure 1).

Figure 1. - The value chain

The value chain reflects the process of creating the value of a product / service and includes various types of activities and profits. The links between these activities can be an important source of enterprise benefits. Each type of activity in this chain is associated with costs and, in turn, with the assets of the enterprise. By correlating production costs and assets with each individual type of activity in the chain, one can estimate the costs of them. In addition, the prices and costs of the enterprise are affected by the activities of suppliers and end users. Managers must have a good understanding of the whole process of value creation, so the value chain of suppliers and end users must be taken into account. The process of determining costs for each type of activity is tedious and complicated, but it makes it possible to better understand the cost structure of the enterprise. In addition, it is necessary to conduct a comparative assessment of the costs of the enterprise and the costs of its competitors for the main activities. Thus, it is possible to identify the best practice of performing a certain type of activity, the most effective way to minimize costs and, based on the analysis obtained, proceed to increase the enterprise's competitiveness in costs.

4. Assessment of the strength of the competitive position of the enterprise.

Cost competitiveness assessment of an enterprise is necessary but not sufficient. The strength of the position of the enterprise (how weak or strong) in relation to the main competitors is evaluated by such important indicators as the quality of the goods, financial situation, technological capabilities, the duration of the product cycle. Estimates show the position of the enterprise in comparison in such a way where it is weak and where it is strong, and in relation to which competitor.

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

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

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

Revision of the mission and goals system of the enterprise.

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

Analysis of the state of the enterprise in crisis.

1. Strategic indicators of the enterprise (market share, sales decreases / increases, profit margins, stock returns, 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 situation, costs compared to competitors, etc.)

4. Conclusions about the position of the enterprise compared to competitors

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

The manager coordinating the policy of the enterprise in a crisis situation should concentrate all the information received during the strategic analysis. He should think about whether the enterprise, as part of its previous mission, will be able to overcome the crisis and achieve competitive advantages. If necessary, you need to adjust the mission. A skillfully formulated mission that is accessible to understanding and believed in can be a powerful incentive for changes in strategy. It may include the following:

1. The proclamation of beliefs and values.

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

3. Markets in which the company will operate:

o ways to enter the market;

o technologies that the company will use;

o growth and financing policies.

A clearly formulated mission inspires and encourages action, enables employees of the enterprise to show the main prerequisites for the success of the enterprise with 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 research results of factors of the external and internal environment, which limit the achievement of the desired results, and makes changes to the system of goals.

Each company has a specific 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 how the enterprise should be in the future, then the goal system (long-term and short-term goals) is the desired results that correspond to the understanding of the goal.

Goals are the starting point of strategic planning, motivation and control systems used in the enterprise. Goals underlie organizational relationships and evaluate the performance of individual workers, units and the organization as a whole. In any organization there are several levels of goals, thus, 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. The lower-level goals are focused on the short and medium term and are a means of achieving high-level goals.

Short-term goals determine the speed of development of the company, the level of performance indicators and the results that need to be achieved in the near future. The level at which the top management of the enterprise is oriented can be the cause of the crisis.

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

The strategic planning process ends with the formulation by methods of strategic analysis and planning of strategic alternatives for the enterprise to overcome the economic crisis and the choice of strategy. The process of determining the tactics for implementing the selected strategy (operational planning) begins. The following stages are associated with the implementation of the anti-crisis strategy, evaluation and monitoring of results.

Implementation of the selected anti-crisis strategy

Tactical (operational) measures to overcome the economic crisis can be the following: cost reduction, closure of divisions, staff reduction, reduction in 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 engage in one in isolation from the other. Tactical planning should be carried out as part 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 it will not allow eliminating the underlying causes of the crisis.

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

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

· A wider communication of the ideas of the new strategy and the meaning of the goals to employees in order to prepare the ground for enhancing the involvement of employees in the implementation of the anti-crisis strategy;

· Bringing resources in line with the ongoing anti-crisis strategy;

· Deciding on the organizational structure.

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

The reality for many enterprises is such that they do not achieve the optimal combination of structure, culture, and skills necessary for successful activities. The structure of the enterprise largely determines its ability to respond to changes in the external environment. If the 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 seek to avoid structural changes, which are usually accompanied by confusion, dissatisfaction on the part of staff. As a result, the reorganization is postponed for as long as possible.

Management systems facilitate or hinder the implementation of strategies. On the one hand, in enterprises where a bureaucratic management style flourishes, even the most uncomplicated decisions and expenses of lower-level personnel must be approved by a higher-level manager. If a person has been working in a structure of this type for a long time, he is unlikely to want to take on additional responsibility and initiative. Under these conditions, excuses that this is not part of the official duties will be protection against new problems and responsibilities. On the other hand, the lack of systems and documentation can lead to duplication of work already done or loss of information if the employee quits or moves to another place of work within the enterprise.

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

Skills and resources also have a great influence on the anti-crisis strategy, as their proper use is crucial for the success of the enterprise. The manager should maximize the resources of the enterprise and distribute them in such a way as to have the greatest effect. The mechanism of using the resource potential of the enterprise is brought into line with the ongoing anti-crisis strategy. The functional units carrying out the management of the movement of resources within the enterprise should be given new tasks. At the same time, it is necessary to carry out appropriate preparatory work to eliminate resistance from them and to convince 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. By comparing what is desired with reality, managers can use a point system for evaluating discrepancies. When conducting a comparative analysis, it is important to highlight precisely those points that can fundamentally affect the success of the enterprise.

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

The column “Decisions” can be used to describe the specific actions required to achieve the desired options should also be tested before taking anything.

Figure 2. - Assessment of the degree of necessary changes in the strategy of the enterprise.

At the stage of implementation of the anti-crisis strategy, senior management may revise the plan for the implementation of the new strategy if new circumstances so require.

The last stage of anti-crisis strategic management is the assessment and monitoring of the implementation of the strategy. It aims to find out to what extent the implementation of the strategy leads to the achievement of the goals of the enterprise.

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

Figure 3. - Diagram of strategies and tactics in crisis management

Organization of the implementation of anti-crisis strategy

If an enterprise timely monitors the appearance of an external threat and has enough time to develop an effective response, it can consistently eliminate all problems. But in a crisis situation, the implementation of changes must be implemented in a strictly limited time. 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 base for strategic changes, then we have to decisively change the existing management system, which painfully affects the work of the staff.

Overcoming resistance requires the implementation of two groups of measures. Firstly, psychological - the determination of the cultural orientations of various groups of personnel on the basis of their attitude to changes, the creation of reference points for the implementation of an anti-crisis strategy, the limitation of the impact on decision-making by 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 interference to operational activities. In medium and small enterprises, which are characterized by a good susceptibility of personnel to changes, the old structure can be consistently adapted, superimposing on it new design units responsible for the implementation of the anti-crisis strategy.

With a large-scale enterprise with a negative staff perception of changes, it is required to use variants of the so-called double structure, when the implementation of the anti-crisis strategy is separated from operational activities. This allows managers to provide support for changes in departments that are engaged in their implementation. To quickly carry out the necessary decisions, authority is firmly used. At the same time, the traditional systems for passing teams are destroyed and replaced by the leader’s contacts with the performers, bypassing some levels and hierarchies.

Considerable assistance in conducting an anti-crisis strategy can be provided by the involvement of outside experts. They can 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 enough examples of how strategic change is a highly responsible and difficult task. Some new strategies can be implemented more easily than others, especially if they do not require changes in general ideas about how the company should compete in the market.

1.3 Types of strategic alternatives to the enterprise

Once management compares external threats and opportunities with internal strengths and weaknesses, it can determine the strategy that it will follow. At this stage, management has already answered the question, “What business are we doing?” And are 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? ".

The organization has four main strategic alternatives. Although there are many options for each of these alternatives, we will focus on choosing a common strategy. Consider each of these alternatives, the reasons why companies apply one strategy and not another, and the point at which a particular strategy is likely to be successful. These four alternatives include limited growth, growth, contraction, and a combination of these three strategies.

Limited growth. The strategic alternative that most organizations adhere to is limited growth. A limited growth strategy is characterized by setting goals from what has been achieved, adjusted for inflation. The limited growth strategy is applied in mature industries with static technology, when the organization is mostly 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 the company was profitable in the past, adhering to a limited growth strategy, then most likely it will follow this 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 over the level of indicators of the previous year. Growth Strategy is the second, most frequently chosen alternative. It is used in fast-growing technology industries. It can be adhered to by managers seeking to diversify (diversify the product range) of their firms in order to leave markets that are stagnating. In an unsustainable industry, a lack of growth or a failure to diversify can lead to atrophy of markets and a lack of profits. Historically, our society has seen growth as a beneficial phenomenon. For many leaders, growth means power, and power is good. Many shareholders see growth as a direct increase in wealth. Unfortunately, many firms prefer short-term growth, receiving long-term ruin in return. Growth can be internal and external. Internal growth can occur by expanding the range of goods. External growth may be in related industries in a vertical or horizontal growth company (for example, a manufacturer acquires a wholesale supplier company or one soft drinks company acquires another). Growth can lead to conglomerate, that is, the union of firms in unrelated industries.

Today, the most obvious and recognized form of growth is the merger of corporations. The recent merger of firms such as Renault and American Motors, America Express and Shirson provide impressive examples of their leadership following a growth strategy.

Abbreviation. An alternative, often referred to as a last resort strategy, is a reduction strategy. In fact, for many firms, reduction means a healthy way to streamline and reorient operations. As part of the abbreviation alternative, there may be several options.

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

2. Cutting off the excess. Often, firms find it profitable to separate certain units or activities from themselves. In the mid-1920s, Revlon Group agreed to sell most of the eye care products for $ 576 million and is attempting to sell the remaining for $ 100 million. The sale would have given Revlon about 1, $ 7 billion in cash needed for major acquisitions.

3. Reduction and reorientation. In a stagnant economy, many firms consider it necessary to reduce part of their activities in an attempt to increase profits. In 1986, the Stop EP Shop grocery chain recorded a loss of $ 2 million from a reduction in its operations, but a year later the company received 118% profit for the second quarter of 1987. The aim of management was to reduce the number of operations to a managed, as expected, profitable level.

Reduction strategies are most often used when the company's performance continues to deteriorate, during an economic downturn or just to save the organization.

Combination. The combination of all alternatives will most likely be followed 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, when the Revlon Group was cutting its business, agreeing to sell most of the companies that produce eye care products, it persistently tried to acquire the company Vest, which produces razor blades, offering $ 5.41 billion ( growth strategy).

Also often highlight the policy of anti-crisis financial management. The anti-crisis financial management policy 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 financial recovery of the enterprise, ensuring its exit from the crisis. The implementation of the policy of anti-crisis financial management of an enterprise under the threat of bankruptcy provides for: Periodic research of the financial condition of the enterprise with the aim of early detection of signs of its crisis development that cause the threat of bankruptcy. Determining the extent of the crisis state of an enterprise, which can be identified as a “light” crisis, a “deep” crisis, and a “catastrophe”.

· The study of the main factors that caused (and determine in the coming period) the crisis development of the enterprise.

· Formation of goals and selection of the main mechanisms of anti-crisis financial management of the enterprise in case of threat of bankruptcy.

· Implementation of internal mechanisms for financial stabilization of the enterprise. They are based on a consistent definition of models of managerial decisions, selected in accordance with the specifics of the economic activity of the enterprise and the extent of the crisis in its development.

The choice of effective forms of enterprise rehabilitation. If the scale of the crisis financial condition of the enterprise does not allow to get out of it due to the sale of internal resources, the enterprise is forced to resort to external assistance, which usually takes the form of reorganization.

2. Anti-crisis strategy of FSUE Karachevsky Plant Elektrodetal

2.1 Characteristic FSUE Karachevsky Plant Elektrodetal

"Karachevsky plant" Electrodetal "is a state-owned enterprise and belongs to federal property. “Karachevsky plant“ Electrodetal ”has been an electronic industry enterprise since its inception. At present, when such a specific division into branches in industry is abolished and other production structures and communications are 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 automotive industries;

Household appliances (juicers, irons);

Accessories for bicycles (pumps, reflectors);

Haberdashery and lock hardware;

Fittings for pipelines;

Sports and medical simulators;

Residual current circuit breakers and electrical safety devices.

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

1. Preparation for the production of products, for the manufacture of component parts, assembly and testing;

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

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

4. The manufacture of wood products (furniture, packaging).

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, convenient communication with other regions, low-material 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 Elektrodetal.

The activities of the enterprise are provided by preliminary forecasting and planning. In the conditions of market relations, a contractual system of orders and acquisitions of materials, equipment and satisfaction of customer applications is in effect. Basically, the delivery of products is carried out on an advance payment, less often - through direct connections. Sometimes, in exceptional cases, there is a barter settlement system.

In the development of the industry, the company takes a leading role and is the main organization for the manufacture of electrical connectors in Russia. The nomenclature of these products contains more than 2000 toponominals and is very diverse. By order of interested organizations, the company carries out the development and development in serial production of new types of products. In recent years, the company has carried out structural adjustment and has mastered a number of industries.

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

In addition, the plant takes an active part in creating the maintenance of the housing stock, social facilities, and in the improvement of the city.

The main technical and economic indicators of FSUE Karachevsky Plant Elektrodetal:

The number of workers is about 1.5 thousand people;

The cost of fixed assets is 3 billion rubles;

The growth in production volumes is 5%.

The growth in production depends on the general state of industry and has recently tended to increase. Particularly high hopes in this regard are assigned to the technical engineering departments of the enterprise, which carry out the development and development in serial production of new promising competitive products.

Legal address of the enterprise: 242500, RF Bryansk region, Karachev, st. Gorky, d. 1.

2.2 analysis of the financial and economic activities of the Federal State Unitary Enterprise Karachevsky Plant Elektrodetal

In a market economy, competent and effective management is one of the priority tasks of any socio-economic system. Economic analysis is an essential element of an enterprise management system. With its help, a strategy and tactics of enterprise development are developed, plans and managerial decisions are substantiated, reserves for increasing production and sales efficiency are identified, and the results of the enterprise’s activity are evaluated.

We will carry out an economic analysis of the production and financial activities of the FSUE Karachevsky Zavod Elektrodetal, by calculating and studying the dynamics of the relevant indicators. The main sources of information for the implementation of this goal are the data presented in the form No. 1 “Balance sheet”, form No. 2 “Profit and loss statement” for 2007-2009. (Appendix A-B).

For the period from 2007 to 2009, there was a tendency to a significant increase in the volume of marketable 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 growth in the volume of marketable products in 2006 compared to 2007 amounted to 21%. In 2009, the growth rate still increased by 26% compared to 2008. On this basis, 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 with the production rate and due to their interdependence.

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

The average annual value of working capital balances increased by 9% in 2007 and 9% - 2008, due to an increase in the cost of raw materials and other values \u200b\u200b(by 7,288 thousand rubles in 2007, by 8,085 thousand rubles . in 2008), accounts receivable of buyers (for 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 property of the enterprise also increased (by 11% and 44%, respectively).

The average number of industrial production personnel in 2008 compared with 2007 decreased by 1%, and in 2009 in comparison with 2007 decreased by 1%. This is due to a change in the number of key production personnel (in 2007 it decreased by 72 people, and in 2008 it decreased by 10 people). The growth of salary expenses in 2008 compared to previous years amounted to 28%. Labor productivity indicators increased on average by 26% in 2007, by 27% in 2008. This is due to higher wages, improved working conditions, the introduction and use of new technologies.

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

Capital intensity is an indicator, the return of return on assets. It characterizes the value of fixed assets per 1 ruble of marketable products. The observed decrease in capital intensity in 2007 by 33% means a saving in the capital involved in production, although in 2008 this effect has been reduced.

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

The consumption of commodity products tends to decrease and in 2008 its value amounted to 0.25, i.e. its level decreased by 15% compared to previous years, this indicates a more economical use of materials in the production.

Due to the increase in sales volumes, the profit from sales 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 retained earnings to 6,052 thousand rubles. in 2008

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

Thus, after analyzing the technical and economic indicators of the financial and economic activities of the Federal State Unitary Enterprise Karachevsky Zavod Elektrodetal, we can conclude that the enterprise is currently operating quite stably, constantly increasing production rates, and increasing employee wages. That is, the plant is trying to take a firm position in the industrial market.

2.3 analysis of the development and organization of the anti-crisis strategy of the Federal State Unitary Enterprise Karachevsky Plant Elektrodetal

Elektrodetal plant currently uses one of the four main alternatives to the strategy - growth. The last few years the plant was in a pre-bankrupt state. But, since the plant is a state-owned enterprise, they were not allowed to go bankrupt. And therefore, with the approval and support of the state, instead of less risky limited growth, the CEO and his deputies chose a more risky increase in production. 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 over the level of previous years. Growth is internal and external. The plant chose internal growth. This growth occurs by expanding the range of goods and in general production. But, since the territory of the plant is huge, growth mainly occurs in the assortment of goods. So, the company 2-3 years has increased from 3,000 items to 5,000 products.

The management hopes to carry out annual production growth with the help of state financing and its own financial resources. According to management decision, the growth rate should not be lower than 20% per year. Of course, this growth is achieved through R&D with state support.

For this, the plant management takes various measures: economic, technical and others.

Economic measures:

· The formation of production records taking into account new products;

· Decrease in accounts payable;

· Implementation of surplus equipment;

· Lease of unnecessary premises (gym, hostel, ski base, pig factory);

· Sale of unused material resources from OMTS and TsISa warehouses;

· Expansion of sales of tool production and sales of a special workshop "Engineering";

· Resolving issues on obtaining loans on a preferential basis;

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

· Conducting a strict streamlining of the number of workers in the enterprise;

· Increase in wages (by 30%);

the use of new methods of motivation - surcharges when working in the field of R&D;

· Advanced training of employees;

· In expanding sales through: increasing participation in exhibitions, providing on the Internet and involving special advertising firms.

Technical measures:

· On the basis of R&D, new technologies are introduced (initially new
technologies go through various checks, and then based on the results of checks
are introduced into the main production).

· More widely used high-precision diamond processing, machines with numerical control programs, electrochemical processing methods.

· An increase in products for the automotive industry.

· Carrying out restoration work on old equipment (small-scale repair of old equipment).

To conduct R&D, the plant needs: many different projects, additional equipment for jobs, the acquisition of new computers and computers. The acquisition of new computers and the provision of information on the Internet led to additional training of workers for successful use on a computer and on the Internet. Currently, the plant is updating the machine park, installing equipment with CNC and computer control (for example, laser marking systems for finished products with computer control).

Based on all this, we can conclude. These measures can reduce the dependence of the plant on the state. Also, these measures can increase profits of 10 million rubles. which, in turn, will solve the social problems of the team and the city, eliminate accounts payable, and bring wages to the proper level.

3. Directions for improving the FSUE anti-crisis strategy « Karachevsky plant "Electrodetal"

3.1 Development of proposals for crisis management at the Federal State Unitary Enterprise Karachevsky Plant Elektrodetal

The growth strategy cannot fully function in this plant, albeit with state support. With this strategy, in case of failure, big problems can arise, but there is support from the state, this will only again lead to a huge monetary dependence on the state. Before proceeding to the choice of strategy, the following measures should be taken:

1. To concentrate all the remaining production in the main functioning rooms and workshops.

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

3. In austerity, use available resources.

And only after that it is possible to move on to choosing a strategy that would best suit the structure of the plant. A combination strategy would be best for the plant. It is a combination of limited growth and contraction. A reduction strategy will consist of cutting off excess reduction and reorienting. Reduction of excess: as much as possible to lease non-production areas; to get rid of faulty old equipment by any means, up to delivery to scrap metal; make rigorous reporting of all workers and dismiss those who are of less benefit (this is necessary for the continued survival of the plant).

As for the 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 is the reorientation of products to domestic needs. This reorientation is already underway, but at a slow pace. The so-called state order still accounts for 30% of all products. From all household goods, management should choose those that most fully fit the production profile to the manufacturing techniques of the factory and to the equipment available. Accordingly, the share of own funds increase.

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

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

Development priorities are changing in favor of current results, even if it is associated with losses in achieving strategic goals, but allows the company to hold out until the economic and legal situation changes.

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

Changing the system of incentives (motivation) of staff activities. At any price it is necessary to preserve that part of the staff that has a decisive influence on product quality and production competitiveness. But this part has already worked out its own. It is necessary to attract younger initiative labor resources. But in order to attract these cadres, it is necessary to introduce new methods of stimulation. If the management does not have the necessary financial resources for various bonuses and supplements, then the chief manager with his assistants should motivate employees in other ways. Here is some of them:

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

2. It is possible to arrange various competitions between workshops or
simple workers. Though with a small cash prize, but it should
increase interest in work. After all, competitive spirit is present in
any match.

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

Also, the idea of \u200b\u200bthe entry of a plant into some large concern has a right to exist. Naturally, on favorable terms. The plant can produce various components for the concern. But the concern will require considerable financial investments in the plant, which in turn should quickly pay off. It will also help in the field of decision-making, as managers will have to consult with their partners, and, as you know, “two heads are better than one”.

All these events are useless without competent and up-to-date advertising. Therefore, it is necessary to have qualified marketing specialists at the enterprise, who must represent and bring products to the consumer and interest him in the acquisition. Advertising should carry information about the manufacturer, so that the buyer immediately knew and understood who he was dealing with. Advertising also includes the presentation of information on product quality.

3.2 calculation of the effectiveness of the implementation of activities

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

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

You can calculate the effectiveness of this project for the enterprise. The results of the calculation of efficiency will clearly show the benefit for our company from the implementation of this project, and the need to continue working in this direction.

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

The amount of VAT 18% \u003d 128 136 rubles .;

The amount of the contract excluding VAT 18% \u003d 711 864 rubles .;

Accrued wages for 3 months (April-June) and deductions for social needs, which is 252,000 rubles .;

Consider also other indicators necessary to calculate the effectiveness:

The cost of materials - 280 000 rubles .;

Fixed assets amount to 52,652 rubles .;

Depreciation of fixed assets is 2,772 rubles .;

Costs from the current account - 1 186 rubles .;

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

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

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

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

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

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

Estimated key performance indicators of FSUE Karachevsky Zavod Elektrodetal during the implementation of the project for the creation of an automated power metering system are shown in table 1

Table 1

The main calculated performance indicators of FSUE Karachevsky Plant Elektrodetal 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: satisfaction received by the client company from cooperation with the company, which, in turn, implies further long-term maintenance of the created system, the possibility of further expanding 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, sales will increase to 840,000 rubles. And the profit of the enterprise, finally, from a negative value will become positive and amount to 66 954 rubles. This will allow for the continued implementation of such projects to write off losses from previous periods over time, as well as other indicators will improve accordingly. It follows that we can safely predict the exit of the enterprise from the crisis. In the event that the company not only continues to implement its already familiar projects in the implementation of the State Target Program on Energy and Resource Saving for Communal Heat and Power of the Irkutsk Region and is engaged in other ordinary work, it will also necessarily enter the markets of new cities and regions of Russia with such a new type of service as the development and implementation of ASKUER for electricity suppliers to various industries of the country.

For the implementation of such a State Target Program on energy and resource conservation, it is very important the participation of small enterprises, 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 enterprises, promptly responding to changing market conditions, give the economy the necessary flexibility. They are able to quickly respond to changes in consumer demand and, due to this, provide the necessary balance in the consumer market. Small business makes 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 on energy and resource conservation. For the enterprise of FSUE Karachevskiy Zavod Elektrodetal, the projects for the development of the industrial automation system for industrial industrial enterprises are the implementation of the strategic development of the enterprise and make it possible 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 strategic crisis management are acute. The disclosure of these issues was devoted to this course work. Having studied which the following conclusions can be drawn.

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

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

Having analyzed the anti-crisis strategy of FSUE Karachevsky Elektrodetal Plant, it can be noted that the plant chose the most risky growth strategy. Based on this strategy, various measures are being taken to improve the general 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. In particular, a new strategy was proposed - a combination. It consists in the joint functioning of a strategy of limited growth and contraction.

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

List of references

1. Vachugov, D. D. Fundamentals of Management [Text]: textbook for universities / ed. D. D. Vachugova.- M.: Higher. School, 2001.- 367s.

2. Vikhansky, O. S., Naumov A. I. Management [Text]: textbook, 3rd ed. / O. S. Vikhansky, A. I. Naumov. - M .: Gardarika, 1998.- 528s.

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10. Well done, A.V. Management: strategy, structure, personnel [Text] / A. V. Molodchik .– M.: HSE, 1997.– 209 p.

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

1. The anti-crisis strategy of the enterprise …………………………………………… ... 6

1.1 the crisis of the enterprise: the concept, forms, causes …………………………… 6

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

Types of strategic alternatives to the enterprise .....................................

2. Anti-crisis strategy of FSUE Karachevsky Plant Elektrodetal ........ 27

Characteristic of FSUE Karachevsky Plant Elektrodetal …………… ..27

Analysis of the financial and economic activities of the FSUE Karachevsky Zavod Elektrodetal ……………………………………….

2.3.Analysis of the development and organization of the anti-crisis strategy of FSUE Karachevsky Plant Elektrodetal ………………………………………… 32

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

3.1 Development of proposals for crisis management at the Federal State Unitary Enterprise Karachevskiy Zavod Elektrodetal ……………………………………………………………… 35

3.2 calculation of the effectiveness of the implementation of measures ...................................... 37

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

References …………………………………………………………………… ..42

Appendices ……………………………………………………………………… ..43

Introduction

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

The objectives of the course work:

1. To reveal the theoretical issues of crisis management of the enterprise.

2. To analyze the anti-crisis strategy of FSUE Karachevsky Plant Elektrodetal.

3. Suggest ways to improve plant strategy.

1. Anti-crisis strategy of the enterprise

1.1 the crisis of the enterprise: the concept, forms, causes

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

The economic formula of the crisis. It considers the crisis as a direct threat to the survival of the enterprise. There are two aspects - external and internal.

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

The determination of the threshold value of industrial chemical protection, the impossibility of which is critical, depends on the industry and other features of the enterprise. For example, in chemistry and metallurgy there is a minimum technologically permissible production volume, but not for metal processing. The volume of fixed (overhead) costs also cannot serve as an unambiguous criterion for the threshold value of the need for working capital, since it can be adjusted. TKhP is covered by monetary funds or mutually acceptable operations acceptable for the enterprise in terms of content and conditions (i.e. delivery of precisely those goods and services at the right time at an affordable price for which the enterprise’s money would have been spent).

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

Crisis management concept

Anti-crisis enterprise strategies

Questions for knowledge control

1. Formulate the concept of globalization and name the factors that determine the choice of an international development strategy.

2. Give methods to achieve competitive advantage based on an international strategy.

3. Indicate the possible directions for implementing the international development strategy.

The anti-crisis strategy characterizes a set of actions in the field of personnel management planning, finance, etc., aimed at optimizing the behavior of the enterprise in a recession in the industry, the sustainable reduction of the main financial indicators of the enterprise and the threat of bankruptcy.

The decline in production, financial and other important indicators that determine the effectiveness of the enterprise is natural.

Allocate external and internal factors of decline.

External factors:

· Technology changes;

· Change in social values \u200b\u200bor fashion;

· Saturation of the market and a drop in industry sales;

· Actions of competitors;

· Changes in the structure of the industry.

Internal factors:

· Poor management;

· Insufficient financial control;

· Insufficient marketing efforts;

· Unsuccessful acquisitions, mergers, etc.

These factors lead to a recession. Signs of decline may be unique to each enterprise. The most characteristic include: a drop in profitability, which is reflected in a decrease in profit before tax; a drop in specific sales compared to existing ones in the industry; increasing level of financial dependence due to ever-increasing debt; a decrease in market share, which indicates that the company in this market is uncompetitive.

In a crisis, a choice cost reduction strategies, or turnaround strategies.

Cost reduction strategy (savings) involves the implementation of recreational activities in order to stop the decline in profits. In a crisis, efforts should focus on those activities in which the company has the most experience.

The following cost reduction strategies exist: organizational change; changes in finance; cost reduction; asset reduction; measures to create profit in a short time.

Turn strategyit is based on a saving strategy and includes changes in sales policy, pricing, reorientation to specific customers and specific products, development of new products and changes in assortment, etc.

Crisis Business Reengineering involves a radical change in business processes in order to drastically improve such parameters as costs, quality, service organization, efficiency.

In the face of bankruptcy threat exit strategies.Minimization of damage is achieved by methods of optimal withdrawal of investments or redemption by managers. The withdrawal of investments is carried out in the following ways: conclusion of a franchise agreement, transfer of contracts, sale of business units, exchange of assets, etc.

Redemption by managers is carried out by a team of managers of the enterprise, which may include employees, organizations that provide most of the share capital, as well as banks and other institutions that lend money to the enterprise. Buybacks are financed through a combination of investments provided by managers, institutional shareholders and loans.

MANAGEMENT OF FINANCE, INVESTMENT AND INNOVATIVE

ACTIVITY

Behtina O.E.

ANTI-CRISIS STRATEGY: FEATURES OF DEVELOPMENT AND IMPLEMENTATION

Keywords: crisis management, strategy, goals, analysis, bankruptcy, crisis, forecast, assessment.

Keywords: anti-crisis management, strategy, objectives, analysis, bankruptcy, crisis, forecast, valuation.

Annotation: unfortunately, in the current Russian reality, many enterprises are experiencing a crisis situation. Some domestic companies have already crossed the point of no return, i.e. are in the legislatively established bankruptcy procedure (bankruptcy proceedings), and some are still trying to somehow change the situation in order to save the business. This problem is always relevant in the Russian economy and, especially, in the context of the global global economic crisis and tense political situation.

In this regard, the issue of developing an anti-crisis strategy is very acute. Although, in our opinion, this document should be developed at the enterprise together with the main development strategy at the initial stage of the formation of the company. Crises happen suddenly, therefore it is necessary that there is a certain plan “B”, which will allow the company to go through a stressful situation with minimal costs.

The article discusses the methodology for developing an anti-crisis strategy using the example of enterprises in the Samara region.

Abstract: unfortunately, in the existing Russian reality, many enterprises are experiencing a crisis situation. Some of the domestic companies have already crossed the point of no return, i.e. Are in the legislatively fixed procedure of bankruptcy (bankruptcy proceedings), and some are still trying to somehow change the situation in order to save the business. This problem is always relevant in the Russian economy and, especially, in the conditions of the global world economic crisis and a tense political situation.

In this connection, the issue of developing an anti-crisis strategy is very acute. Although, in our opinion, this document should be developed at the enterprise together with the main development strategy at the initial stage of the company "s formation. Crises happen suddenly, so it is necessary that there is a plan" B ", which will allow the company to pass a stressful situation with minimal costs.

The article considers the methodology for developing an anti-crisis strategy based on the example of an enterprise in the Samara Region.

In the modern Russian economy, the problem of bankruptcy is very acute. Problems in the enterprise are the result of the interaction of many external and internal factors. Enterprises that do not predict changes in the external environment, primarily scientific and technical, that do not have a sound development strategy, are at risk of bankruptcy due to

loss of product competitiveness. The cause of bankruptcy may be poor management, lack of marketing strategy, mistakes in capital formation, risky operations. Bankruptcy statistics in the Russian Federation for the period 20132016 shows a steady increase in the number of bankrupt enterprises.

Table 1 - Statistics of bankruptcy arbitration cases in 2013-2016

Indicators 2013 2014 2015 2016

The number of arbitration cases in bankruptcy 28972 37555 49268 55214

Growth,% 22.85% 23.77% 10.77%

Thus, unfortunately, the number of bankrupt enterprises in Russia is growing steadily. Therefore, the vital task of any enterprise is the timely anticipation of the crisis situation and the implementation of measures aimed at overcoming the crisis.

At any stage in the life cycle of a company, a crisis may occur. There are a lot of factors influencing this process. These can be both external and internal factors. The main role in overcoming the crisis should be assigned to the development and implementation of an anti-crisis strategy.

Some issues of strategic management of the crisis enterprise and the implementation of strategies were dealt with by O.S. Vikhansky, A.A. Thompson, A.J. Strickland, G.A. Alexandrov, M.D. Aistova, A. Gradov. Particular attention was paid to crisis management and solving problems arising in its

framework, S. Andreev, G. Ivanov, V. Panagushin, E. Gryaznova, L. Blyakhman and others.

However, no summary information on the applied crisis management methods was developed at any stage of the development and implementation of the crisis management strategy.

The concept of "strategy" in translation from ancient Greek means "art of the commander." In turn, the anti-crisis strategy is a certain fundamental plan of action, which defines the tasks, resources and sequence of actions to achieve the main strategic goal - a way out of the crisis.

The anti-crisis strategy should be developed at the enterprise, if it was not created earlier, at the first signs of a crisis situation. The process of developing a crisis management strategy includes the following sequential steps:

Table 2 & Stages of development of an anti-crisis strategy

No. p / p Stages of development of an anti-crisis strategy Description of actions Applied methods

1. Diagnosis of external factors affecting the activities of the enterprise At this stage, the macro environment (political, economic, social, technological factors) and microenvironment (suppliers, customers, competitors) are evaluated. SWOT analysis PEST analysis

2. Comprehensive analysis of the internal environment of the organization At this stage, an assessment of the effectiveness of the current strategy is carried out, which includes an assessment of competitiveness, market share, financial stability, solvency, organizational structure, human resources, production capacity, marketing policy, etc. It assesses the strengths and weaknesses, opportunities and threats of the enterprise. A comprehensive assessment will help shape strategic problems that led to the crisis. SWOT analysis; SNW analysis;

Continuation of table 2

3. Revision of the mission and goals of the organization. Mission as the main meaning, the main goal of the organization should be simple, understandable and achievable for all. The system of goals, or, you can call it, key performance indicators, is the basis of the anti-crisis strategy of the organization, motivational policy and control GAP analysis

4. Analysis of existing anti-crisis strategies and the choice of an alternative option. The choice of a strategy is based on a vision of the future organization. The selected anti-crisis strategy should include a balanced set of actions that can lead the organization out of the crisis. Here we can note the most important elements of the anti-crisis strategy: reducing costs and volumes of unprofitable production, closing non-core loss-making areas, searching for investors, etc. Planning and forecasting methods

5. Implementation and evaluation of the anti-crisis strategy At this stage, the term “tactics” becomes very important, which is inextricably linked with the strategy. Tactics - a set of methods and techniques used to achieve the intended goal. The strategic action plan should be sent to the organizational units for implementation. In addition, operational control should be carried out in order to timely determine the effectiveness of the chosen strategy and carry out the necessary adjustments to the Concepts BSC, KPI, Benchmarking, horizontal and vertical analysis

The entire anti-crisis strategy is based on the analysis and evaluation of a large amount of information. A comprehensive analysis in dynamics is necessary for the most complete understanding of the current situation, to identify the causes that led to the crisis. It is extremely important to find the true cause of the crisis, the success of the development and implementation of the strategy depends on this.

The anti-crisis strategic plan consists of a whole system of interconnected elements. A targeted effect on a particular element may affect a whole group of elements. Moreover, the influence can be both positive and negative. For example, when determining such a strategic indicator as revenue, it is extremely important to take into account a number of elements together with it, such as market share, margin level, ratio of wholesale and retail

personal sales, the number of sellers, warehouse turnover, etc., which have a direct impact on the final result.

All elements of the developed anti-crisis strategy should give a clear understanding of who will perform this or that action, who is responsible, what resources are needed and how the situation in the enterprise will change as a result of the performance of a particular action.

One of the main sections of the anti-crisis strategy is the action plan, which describes in detail all the steps to achieve the goals, indicating the performers and deadlines, the implementation of which should be very strictly controlled by responsible persons. Operational control is the most important condition for the effective implementation of the strategy. He allows his

temporary response to possible problems that arise during the implementation of the anti-crisis strategy, adjust strategic goals, objectives, elements of an action plan.

It should be noted the methods by which the development of an anti-crisis strategy is carried out.

SWOT analysis is a study of strengths and weaknesses, as well as opportunities and threats emanating from the external environment, potentially affecting the organization.

PEST analysis is a marketing analysis method that determines the influence of external factors, such as political, economic, social and technological, on the results of an enterprise.

SNW analysis is used for a more detailed study and assessment of the internal environment of the organization. This is an analysis of the strengths, weaknesses and neutrals of the organization. This analysis is very similar to the SWOT analysis, but it contains a study of neutral position, which helps to assess the average state of the organization in a certain period of time. Very often, a company has a neutral place in several key positions compared to competitors, and only one position wins in the competition. And for the effective operation of the company this is enough.

GAP analysis is the study of deviations of the current parameters of the enterprise from the desired. Based on this analysis, you can identify bottlenecks in the company’s activities, formulate problems and assess the company's readiness for planned changes. Benchmarking can also be attributed to this method, which compares the parameters of a company’s activity with reference (best) indicators.

PRI analysis - resource processing and management. This analysis involves an in-depth study of enterprise resources (temporary, financial, human, energy, material, information) and an assessment of the organization’s management (strategies, organizational structure, managerial

accounting, etc.).

Methodology Balanced scorecards (Balanced Scorecard) is a very effective tool in crisis management. It helps to develop strategic goals and indicators for a crisis enterprise, to control their implementation, to make changes to the approved system of target indicators.

KPI (Key Performance Indicators) is a system of indicators that is used to analyze the effectiveness of an enterprise, as well as to determine the level of achievement of its operational and strategic goals. Key performance indicators affect the quantitative or qualitative change in the results in relation to the strategy of the enterprise (or the expected result).

Key performance indicators (KPI) is a system of targeted personalized indicators established for specific employees, with the help of which the main strategic goal of a crisis enterprise is achieved. Key performance indicators are aimed primarily at transforming the strategy into action. The system of these indicators serves as the central management tool for management. Key performance indicators should transform the company's main strategic goal into current short-term tasks that are understandable not only to the company's management, but also to its employees.

The choice of methods and the development of an anti-crisis strategy of the enterprise should be based on a large amount of initial information, as well as taking into account the specifics of the production and economic activities of the enterprise.

Thus, the development of an anti-crisis strategy is a complex multi-stage process. To obtain the guaranteed most effective result from the implementation of the anti-crisis strategy, it is necessary to pay increased attention to each stage. Analysis of the source information, identifying the causes that affected the emergence and development of the crisis in the enterprise, assessing strengths and weaknesses,

societies and threats, adjusting the existing mission and goals of the enterprise allows you to develop a system of anti-crisis strategies. The fate of the enterprise depends on the professional abilities of the anti-crisis manager, his ability to see the future of the enterprise when choosing a particular strategy. Therefore, increasing the intellectual potential of each employee participating in the implementation of business targets is a paramount task. The implementation of the chosen strategy and the monitoring of its implementation are the main task on the way out of the crisis. For this we can recommend

development of business processes and business planning taking into account crisis management programs. An effective anti-crisis strategy is capable of introducing changes and innovations not only to rehabilitate inefficient enterprises, restore the economy, improve financial condition, save jobs, but also create new competitive advantages that can bring enterprises out of the identified state. And this, in our opinion, should be constantly taken into account by crisis managers and contribute to his personal intellectual growth.

BIBLIOGRAPHIC LIST

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2. Kisilev, S.A. The mechanism for implementing the anti-crisis strategy at industrial enterprises in modern conditions, 2003.

3. Thompson, A. A., Strickland, A. J. Strategic management. The art of developing and implementing strategies: a textbook. - M .: Banks and exchanges, UNITI, 2005.

4. Ushakov, D.N. Explanatory dictionary of the Russian language. - M .: State. Inst. "Sov. encyclical."; OGIZ; Gos. Publishing House of Foreign and nat. words. 1935-1940. (4 t.).

5. Korotkov, E. Practical management. - M .: Infra-M, 2014.

6. Petrov, A.N. Strategic management. - St. Petersburg: Peter, 2007.

7. Glukhova, L.V. The use of balanced scorecards in university management / L.V. Glukhova, I.V. Doronina // Economics and Management: New Challenges and Prospects: Sat. The First International Scientific and Practical Conference - Tolyatti: Publishing House of PVGUS, 2010. - No. 1.

8. Glukhova, L.V., Bekhtina O.E. Improving approaches to enterprise crisis management // Bulletin of the Volga University named after V.N. Tatishchev. - 2016. - No. 3.

9. Behtin, O.E. The system of key performance indicators (KPI) as a method of crisis management // Bulletin of the Volga University named after V.N. Tatishchev. - 2016.-№ 3.

10. Kotler, F. Strategic management for Kotler: the best techniques and methods. -M .: Alpina Publisher, 2016.

11. Glukhova, L.V. Knowledge management: divergent approach. Vestnik PVGUS. Series: Economics. - 2013. - No. 3 (29). - S. 165-168.

12. Glukhova, L.V. Methodology for the development of business processes and business planning in industries // Bulletin of PVGUS. Series: Economics. - 2010. - No. 13. - S. 14-21.

13. Nemtsev, A.D., Glukhova, L.V. Change and innovation management: a conceptual approach to the use of quality management tools // Bulletin of the Volga University named after V.N. Tatishchev. - 2013. - No. 1 (27). - S. 227-234.

Bulletin of the Volga University named after V.N. Tatishcheva No. 2, Volume 2, 2017

The issue.Does management strategy get rid of crises? Is it possible to develop a strategic crisis management program? Are there any features in the strategy and tactics of crisis management? What should be considered when developing an anti-crisis program?

9.1. The role of strategy in crisis management

Market forms of business in the face of fierce competition lead to the insolvency of certain business entities or to their temporary insolvency. For example, according to the Trud newspaper dated March 30, 2004, in the Russian Federation - 40% of unprofitable enterprises. Overdue loans at the end of January 2004 amounted to 1.2 trillion rubles. However, even in the case of stabilization of the economy, one should not expect that there will be no such enterprises in the country. In the USA, for example, about 50% of newly created small and medium-sized enterprises cease to operate during the year; however, bankruptcy recognized by law makes up only about 1% of the total number of enterprises. The foregoing allows us to conclude that it is necessary to constantly carry out work on crisis management.

Why were previously successful enterprises in a state of insolvency? As the theory shows and experience confirms that the violation of solvency in modern conditions is a consequence of the inconsistency of the enterprise strategy with the development trends of the market situation.

Even 30 years ago there were no strategic principles for enterprise management. Only at the junction of the 60-70s. new management methods appear and with them the term “strategic management” (Fig. 9.1). This is primarily due to changes in the external environment of the business.

Inactive environment

Mobile environment, changes are minor, but recognizable

Quickly changing external environment, unexpected and unrecognizable changes

Fig. 9.1. The evolution of organization and management principles
A source: “Management in Russia and abroad.” - 1998. - No. 1.

Any situation in which the company does not have time to prepare for change can be considered a crisis. To avoid this, it is necessary to understand the causes of the crisis of the enterprise economy in time and take measures even before the external manifestation of difficulties (financial difficulties).

The reasons why the company is in crisis can be divided into two groups:

external, which are not dependent on the company or which the company may affect to a small extent (table. 9.1);
internal, which arose as a result of the activities of the enterprise itself.

Studies have confirmed that internal factors enhance the effect of external ones. The logical chain of search for internal causes of the economic crisis at Russian enterprises can be built on the basis of an increase or decrease in sales over the past two years.

If there are no problems with the sale of products, then the reason is not in the product itself, but in the turnover of working capital. If the turnover is small, then the problem is associated with a long production cycle. It is necessary to identify the weak link in the cycle. It may be delays in paying for goods sold - then the causes of the crisis are associated with pricing and price control, with the terms of the contract for the sale of goods (for example, goods are delivered without prepayment). High prices may be associated with production costs - then you should find out the dynamics of changes in the cost of production of goods and the reasons for the increase in costs. For Russian enterprises, as a rule, high cost components are energy costs.

With a high turnover of funds, the causes of the economic crisis are the profitability of the goods. If sales volume decreases, then the reason should be sought in the sale of products. The availability of stocks of finished unsold products, consumer properties of a product, pricing policy and the system of distribution and promotion of goods may be the causes of the enterprise crisis.

We can conclude that overcoming the crisis of Russian enterprises is connected with eliminating the causes that caused it, and the process of planning this exit can be called a strategy (anti-crisis strategic planning) and tactics (operational planning) of anti-crisis management.

Currently, in order to survive in the market and maintain competitiveness, all enterprises must from time to time make changes in their business activities. The crisis management strategy allows you to establish:

how the company can withstand changes in the environment (occurring frequently, irregularly and almost unpredictably);
with what preliminary measures can you maintain your viability and achieve your goals.

Table 9.1. Analysis of external factors of crisis development

Factors	The manifestation of crisis factors	Possible consequences
The state of the national economy	The government is trying to mitigate the effects of economic policy deterioration by regulating taxes, money supply, bank interest rates	Tighter taxation, more expensive loans, higher costs
Political factors	The attitude of the state towards entrepreneurial activity of a prohibitive or restrictive nature; instability of government activities, etc.	Deterioration of investment climate, export of capital from the country
Legal factors	Lack of antitrust regulation; limited regulation of foreign economic activity; underdeveloped legal framework.	Increase in income by monopolistic enterprises by increasing product prices; decline in production; lack of the necessary legislative framework; difficulties entering the foreign market
Social factors	Traditions, life values; mentality of the administrative-planned economy; lack of financial management skills; low level of culture.	Low level of leadership; craving for waste; crime, corruption.
Technological factors	Low government spending on science and technology; low technical level	Technological stagnation, low quality and high cost of production, low level of productivity and competitiveness of enterprises
Relationships with buyers and suppliers	Slow revenue growth rate; delays in the supply of raw materials; their low quality.	Non-payment growth; decline in production and product quality

The crisis management strategy covers all planned, organized and controlled changes in the field of the existing strategy, production processes, structure and culture of any socio-economic system, including private and state enterprises. The company must constantly monitor the main environmental factors and make timely and correct conclusions regarding its needs for changes. The impetus for change is crisis situations. Depending on the area in which they pose a danger to achieving the goals of the enterprise, an appropriate anti-crisis strategy is chosen.

Liquidity crisis means a real loss of solvency. In this case, the crisis management strategy is, first and foremost, a survival strategy: it is necessary to preserve the core of the labor collective, fixed assets, key technologies, to keep production, i.e. stabilize the organization’s position, while not losing perspective and considering all the actions based on real opportunities. There is always a way out of the crisis.

The elementary task of the enterprise in the event of a liquidity crisis is to reduce costs. In the pre-crisis situation, the majority of Russian enterprises experienced staff redundancy. In a crisis, a reduction in its number becomes a necessity, otherwise the results can be disastrous. The manager’s actions should be balanced and rational in this case. At the same time, saving on wages, when skillfully implemented, can become an effective factor in crisis management. So, at the Kuznetsk Metallurgical Plant, it was possible to solve the problem of reducing wages, avoiding strikes, strikes and other manifestations of dissatisfaction of the labor collective. In the first month of external management, it was announced that wages were reduced for all workers, but subject to regular payments. Indeed, delays in its payment have stopped. When it became clear that the manager’s words did not diverge from the deed, the labor collective unconditionally supported the new government.

A campaign to save material costs can help reduce costs if it is carried out using the principle of "one umbrella", the essence of which is to manage the total costs of the entire organization, rather than spend savings on individual units.

The volume of sales in a crisis situation can be increased due to the rational distribution of points of sale of goods, which makes it easier for customers to purchase them. This is the case, for example, in meat processing plants that have purchased mobile shopping vans and installed them in places convenient for potential buyers. A number of enterprises (for example, dairy plants) increase their turnover due to an increase in the number of sellers, which makes it possible to maximize the use of small retail space in the markets. Such measures exclude the participation of resellers, which helps to keep the price increase.

The survival strategy is implemented in a short time, new decisions are consciously implemented in a non-democratic way. Management is concentrated in the hands of a few individuals who are endowed with all the necessary legitimate authority to energetically and in a short time carry out the planned changes.

The crisis of the enterprise may not be so obvious and noticeable. The situation of the enterprise at the moment may seem to be quite satisfactory (a situation of success), but the potential for success is decreasing, disruptions in the development of the enterprise are occurring, and protective capabilities in the competition are weakening. There is a gap between the desired and likely results of the enterprise. In this case, the onset of the crisis needs to be diagnosed, and it can only be eliminated by adopting a new orientation - for example, product and technological innovations, access to new markets. Such changes are designed for a long period of time.

An enterprise is successful only if it is in a state of consistent and steady development. Therefore, a full-fledged crisis management strategy is a strategy of creating, capturing and retaining a certain market niche, a strategy of competitive advantage in the long term.

To create competitive products, it is necessary to accumulate all your strengths and abilities, focusing them on developing a product that has the required characteristics, and on the speedy launch of these products on the market. In the modern world of high technologies, in order to surprise a buyer who prefers top-quality goods, a manufacturer must spend considerable funds on research and development of new goods and services. Therefore, a company that seeks to stay firmly in the market must develop new products and technologies and do it faster than competitors. This is the key to success in the world of fierce competition. Given the availability of all kinds of information channels, today's opening tomorrow may become the property of competitors who will sell goods similar to yours, but at a lower price - and this means the loss of a competitive advantage based only on innovations.

For a modern buyer, the price of a product is no less important than its quality. A company striving to offer a competitive price must tightly control its costs. This can be done by optimizing the internal processes of the enterprise, seeking the opportunity to create additional value at the lowest cost. Today, for many enterprises, with an increase in the “knowledge-intensiveness” of labor, people with knowledge and skills are the main component of the means of production. Moreover, high technology refers to the need for mental (creative, creative) activity of a person when performing work. In this regard, the initial tasks of company managers are to attract and retain staff. The company should be a center of attraction for holders of valuable knowledge.

As already mentioned, strategy is the principle of effective adaptation to environmental changes. External environmental conditions change rapidly, therefore, it is very important to obtain prompt feedback from the outside world in the form of indicators that would characterize the future - for example, indicators of growth in market share, growth in customer satisfaction. After all, a preemptive effect is much more effective than an action to eliminate the consequences.

The development and implementation of anti-crisis strategic enterprise management are the key problems in stabilizing the Russian economy. The crisis management strategy makes it possible to recognize the crisis in time and, given its peculiarity, reduce its severity.

9.2. Development of an anti-crisis organization strategy

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

Analysis of external factors in order to identify the causes of the crisis.When analyzing the environment, too much or too little information 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 to combine into a single whole several stages of the analysis:

macro environment analysis, which can conditionally be divided into four sectors: political environment, economic environment, social environment, technological environment;
analysis of the competitive environment in its five main components: customers, suppliers, competitors within the industry, potential new competitors, substitute products.

Having received quite extensive information about the external environment, you can synthesize it using the creation method scripting - 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 an enterprise must consider; some of them will be under the direct control of the enterprise (it can either avoid the danger or take advantage of the opportunity). However, there will be factors beyond the control of the enterprise — in this case, the anti-crisis strategy being developed should help the enterprise maximize its competitive advantages and at the same time minimize possible losses.

Studying the external environment, managers focus on identifying threats and opportunities that the external environment is fraught with. The method is quite popular. SWOT-analysis described in detail in the literature on strategic management.

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

The weaker the position of an enterprise, the more critical its strategy should be. The crisis situation at the enterprise is a sign of a weak strategy, or its poor implementation, or both. Analyzing the strategy of the enterprise, managers should focus on the following five points.

1. The effectiveness of the current strategy. It is necessary to try to determine, firstly, the place of the enterprise among competitors; secondly, the boundaries of competition (market size); thirdly, consumer groups that the company is oriented towards; fourthly, functional strategies in the field of production, marketing, finance, personnel. Evaluation of each component gives a clearer picture of the strategy of an enterprise in crisis, and the assessment is carried out on the basis of quantitative indicators: the company's share of the market, market size, profit margin, loan size, sales volume (decreases or increases in relation to the market as a whole) and etc.

2. Strength and weakness, opportunities and threats of the enterprise. As already mentioned, the most convenient and tested way to assess the strategic position of a company is SWOT-analysis.

Force enterprises are what it has excelled at: skills, work experience, resources, achievements (perfect technology, best customer service, brand recognition, etc.).

Weakness - this is the absence of something important in the functioning of the company, that it does not succeed in comparison with others.

After identifying strengths and weaknesses, they are carefully studied and evaluated. From the point of view of strategy formation, the strengths of the enterprise can be used as the basis of an anti-crisis strategy. If they are not enough, enterprise managers urgently need to create the basis of this strategy. At the same time, a successful anti-crisis strategy is aimed at eliminating the weaknesses that contributed to the crisis.

Market opportunities and threats also largely determine the anti-crisis strategy of the enterprise. For this, all the capabilities of the industry, which can ensure the potential profitability of the enterprise, and threats that adversely affect the enterprise, are evaluated. Opportunities and threats not only affect the state of the enterprise, but also indicate what strategic changes need to be taken. The anti-crisis strategy must take into account prospects that match capabilities and provide protection against threats.

Important part SWOT-analysis is an assessment of the strengths and weaknesses of the enterprise, its capabilities and threats, as well as conclusions about the need for certain strategic changes.

3. Price and Cost Competitiveness enterprises. It should be known the ratio of prices and costs of the enterprise with the prices and costs of competitors. In this case, a strategic cost analysis is used using the “value chain” method (Fig. 9.2).

Fig. 9.2. Value chain
A source: C. Bowman. "Fundamentals of strategic management." - M., 1997.

The value chain reflects the process of creating the value of a product / service and includes various activities and profits. The links between these value creation activities can be an important source of enterprise benefits. Each type of activity in this chain is associated with the costs and assets of the enterprise. By correlating production costs and assets with each individual type of activity in the chain, one can estimate the costs of them. In addition, the prices and costs of the enterprise are affected by the activities of suppliers and end users. Managers should understand the whole process of value, so you need to take into account the value chain of suppliers and end users. The process of determining costs for each type of activity is tedious and complicated, but it makes it possible to better understand the cost structure of the enterprise. In addition, it is necessary to conduct a comparative assessment of the costs of the enterprise and the costs of its competitors for the main activities. Thus, it is possible to identify the best practice of performing a certain type of activity, the most effective way to minimize costs and, based on the analysis obtained, proceed to increase the enterprise's competitiveness in costs.

4. Assessment of the strength of a company's competitive position. Cost competitiveness assessment of an enterprise is necessary but not sufficient. The strength of the company's position in relation to its main competitors is evaluated by such important indicators as the quality of the goods, financial situation, technological capabilities, the duration of the product cycle.

5. Identification of the problems that caused the crisis in the enterprise. Managers study all the results of the study of the state of the enterprise at the time of the crisis and determine what to focus on. The data obtained in the study of the crisis state of the enterprise can be systematized:

1. Strategic performance indicators of the enterprise

1) market share;

2) sales volume:

decreases;
is magnified;

3) profit margin;

4) stock returns;

5) another.

2. Internal strengths and weaknesses, external threats and opportunities

3. Competitive variables

1) quality / characteristics of the goods;

2) reputation / image;

3) production capabilities;

4) technological skills;

5) distribution network;

6) marketing;

7) financial situation;

8) costs in comparison with competitors;

9) other.

4. Conclusions about the position of the enterprise compared to competitors

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

Without a clear statement of the problems that caused the crisis at the enterprise, it is impossible to start developing anti-crisis measures, which envisages either making small changes to the strategy of the enterprise, or a complete revision of the strategy and the development of a new one.

Second phase strategic crisis planning - the adjustment of the mission and goals of the enterprise.

The manager coordinating the policy of the company in a crisis situation should concentrate all the information received during the strategic analysis and decide whether the company will be able to overcome the crisis and achieve competitive advantages within the framework of its previous mission. Skillfully formulated missionaccessible to understanding, trusted, can be a powerful incentive for policy changes and may include:

1) the proclamation of beliefs and values;

2) products or services that the company will sell (or the needs of customers that the company will satisfy);

3) 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 employees of the enterprise and encourages them to act, gives them the opportunity to take the initiative. The mission forms the main prerequisites for the success of the enterprise with various influences on it of the external and internal environment.

Then comes the system adjustment process goals (the desired results that contribute to overcoming the economic crisis). The manager compares the desired results and research results of factors of the external and internal environment, which limit the achievement of the desired results, and makes changes to the system of goals.

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 the mission is a vision of how the enterprise should be in the future, then the goals system (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 - this is the basis of organizational relations and evaluation of the results of labor of individual workers, departments and the organization as a whole. In any organization, there are several levels of goals (Fig. 9.3).

Higher-level goals are broad-based and long-term oriented; they allow managers to weigh the impact of today's decisions on long-term performance. Goals of a 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. Orientation of the top management of the enterprise to a certain level of goals can cause a crisis.

Fig. 9.3. Types of Organizational Goals
A source: Vikhansky O.S., Naumov A.I. "Management". - M., 1994.

Very often, managers of Russian enterprises focus on short-term financial goals, neglecting long-term,

Third stage anti-crisis strategic planning - the formulation of strategic alternatives for the enterprise to overcome the economic crisis and the choice of strategy.

This ends the strategic planning process and begins the process of determining the tactics for implementing the selected strategy (operational planning), and then the anti-crisis strategy is implemented, the results are evaluated and controlled.

9.3. Implementation of the selected anti-crisis strategy: management tactics

Tactical (operational) measures to overcome the economic crisis may include cost reduction, closure of divisions, staff reduction, reduction in production and sales volumes, active marketing research, increase in product prices, use of internal reserves, modernization, determination of current losses, identification of internal reserves, attracting specialists, obtaining loans, strengthening discipline, etc.

Strategic and operational planning are interconnected and it is impossible to engage in one in isolation from the other. Tactical planning should be carried out within the framework of the chosen strategies. The implementation of operational measures to overcome the economic crisis in isolation from strategic goals may briefly improve the financial situation, but will not eliminate the underlying causes of the crisis.

First stage tactical planning - the implementation of the selected anti-crisis strategy; at the same time, managers should:

to finally understand the developed anti-crisis strategy and goals, their compliance with each other;
to bring in detail the ideas of the new strategy and the meaning of the goals to the employees with the goal of their wide involvement in the process of implementing the anti-crisis strategy;
bring resources in line with the current anti-crisis strategy;
work out decisions about the organizational structure.

When implementing the new strategy, it is necessary to focus on how changes will be perceived, who will resist, what behavior style should be chosen. Resistance must be minimized or eliminated regardless of the type, nature and content of the change.

Fig. 9.4. The structure, resources and culture that limit the strategy

In fig. 9.4 it is shown that the strategy of the enterprise is influenced and imposed by certain restrictions on the structure and management system; managerial culture; skills and resources.

Many enterprises lack the optimal combination of structure, culture, and skills necessary for successful operations.

Company structure in many respects determines his ability to respond to changes in the external environment: too rigid an organizational structure 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 seek to avoid structural changes, which are usually accompanied by confusion, dissatisfaction on the part of staff, as a result of which the reorganization is postponed for as long as possible.

Control systems also contribute to or hamper the implementation of the strategy. On the one hand, in enterprises where a bureaucratic management style flourishes, even the most uncomplicated decisions and expenses of lower-level personnel must be approved by a higher-level manager. If a person has been working in a structure of this type for a long time, then he is unlikely to want to take on additional responsibility and initiative, saying that this is not part of his job responsibilities. 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 receives another position within the enterprise.

Managerial culture can be a very strong driving force. However, one should not forget that it is the result of traditions that have a long history and cannot be changed in an instant. Problems may arise if the managerial culture conflicts with the anti-crisis strategy of the enterprise.

Management style may correspond to the strategy of the company, or may contradict it. In some cases, the predominance of one style can lead to problems. It is believed that an autocratic style can only be useful in situations requiring 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 should maximize the resources of the enterprise and distribute them in such a way as to give the greatest effect. The mechanism of using the resource potential of the enterprise is brought into line with the ongoing anti-crisis strategy. The functional units that guide the movement of resources within the enterprise must be brought up with new challenges. At the same time, it is necessary to carry out appropriate preparatory work to eliminate resistance from them and to convince the need for effective participation in the implementation of the new strategy.

At this stage, managers can compare what is required to implement an anti-crisis strategy with what the enterprise now has. At the same time, managers can use a point system for assessing the discrepancy between these states according to the following criteria:

skills and resources;
structure and systems;
managerial culture.

When conducting a comparative analysis, it is important to highlight precisely those points that can have a strong impact on the success of the enterprise.

To determine the necessary strategic changes, it is proposed to use a table in which all the evaluated criteria are listed vertically (Table 9.2). In the analysis, a wide variety of scales can be used (for example, 0 points may indicate that this criterion does not differ significantly from the ideal option, and a score of 5 points may indicate that the criterion being evaluated should be radically revised).

The column “Decisions” can be used to describe specific actions that are necessary to achieve the desired results and which must also be pre-tested.

Table 9.2. Assessment of the degree of necessary changes in the enterprise strategy

Criteria	Desired option	Real situation	Necessary changes	Decision options
Skills and Resources
Structure and systems
Managerial culture

The second (last) stage tactical planning - evaluation and monitoring of the implementation of the strategy. It aims to find out to what extent the implementation of the strategy leads to the achievement of the goals of the enterprise (Fig. 9.5).

Figure 9.5. Scheme of strategy and tactics in crisis management

9.4. Organization of implementation of anti-crisis strategy

If an enterprise timely monitors the appearance of an external threat and has enough 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 in strictly limited terms. Therefore, when planning an anti-crisis strategy, it is necessary to provide for the maximum parallelism of work. 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 to prepare the base for strategic changes and we have to drastically change the existing management system, which has a negative impact on the work of the staff.

Overcoming resistance on the part of personnel requires the implementation of two types of measures: 1) psychological, i.e. determination of cultural orientations of various groups of personnel based on their attitude to changes, creation of reference points for the implementation of an anti-crisis strategy, limitation of the influence on decision-making by groups that are immune to changes; 2) systemic, i.e. the formation of a transitional structure of the enterprise, solving the problems of introducing changes without interference to operational activities.

In medium and small enterprises, which are characterized by the susceptibility of personnel to changes, the old structure can be consistently adapted, superimposing on it new design units responsible for the implementation of the anti-crisis strategy.

In large enterprises, whose personnel, as a rule, resists changes, it is necessary to use variants of the so-called double structure, when the implementation of the anti-crisis strategy is separated from operational activities. This allows managers to provide support for changes in departments that are engaged in their implementation. To quickly carry out the necessary decisions, authority is tightly used. At the same time, traditional command passing systems are replaced by quick contacts between the leader and the executors, who bypass some levels and hierarchies.

Significant assistance in the implementation of the anti-crisis strategy can be provided by the involvement of external specialists - external consultants, new managers who previously worked at other enterprises, or managers of the company itself, whose activities or names are not associated with the previous strategy.

Conducting strategic changes is a highly responsible and difficult task, but some changes may require less effort, especially if they do not require changes in general ideas about how the company should compete in the market.

For example, the fundamental innovations implemented by Lee Iacocca in the management of the company Chrysler, did not lead to fundamental changes in strategic management. Iacocca replaced many of the vice presidents of the company, changed some systems, focused on saving, appointing himself an annual salary of $ 1, and turned to the services of a new advertising agency. These changes led to the strengthening of existing trends within the company and contributed to the changes to a greater extent than the implementation of a new competitive strategy.

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