How to manage an enterprise in a crisis. Measures to solve the problems of crisis management at the enterprise. The most important were

Introduction
This paper deals with the topic "Strategic enterprise management in crisis conditions".
The term "strategic management" was introduced into use at the turn of the 60s and 70s. in order to mark the difference between current management at the production level and management at the highest level. The need to record this difference was primarily due to changes in the business environment. In modern conditions, we can only talk about an increase in the relevance of strategic management, and, accordingly, the relevance of the topic of this work.
The leading idea, reflecting the essence of the transition from operational management to strategic management, was the idea of \u200b\u200bthe need to transfer the focus of senior management to the environment in order to respond appropriately and in a timely manner to the changes taking place in it.
The area of \u200b\u200bstrategic decisions is extensive: the choice of areas of activity, priority of resources, main long-term partners, organizational form of partnership, ways of developing potential, opportunities to use the strengths of the enterprise, reducing the negative consequences of weak and threats from the external environment, competitive and innovative anti-crisis policies.
The task of this course work
- to reveal the essence of strategic management and features of strategic anti-crisis management;
- consider the situation of the enterprise's crisis state and strategies for overcoming the crisis
- to analyze the strategy and tactics in the anti-crisis management of the enterprise.
The strategic management of the enterprise acquires an important role in crisis conditions. In these conditions, the enterprise will need to revise many aspects of its activities. Based on the foregoing, we can say that the topic of work is relevant for every enterprise. The relevance of the topic lies in the fact that it is important to carry out strategic management not only at enterprises that are at the initial stage of their development, but also at those that have been working for a long time.
The role of strategy for the latter is that if they adhere to the wrong strategy, it will lead to losses, if they work in accordance with the correct, effective strategy, this will bring the corresponding result. In addition, it is necessary to make adjustments to the company's strategy over time, depending on how the company will develop, what indicators it will reach, whether these indicators correspond to the expectations, goals, and mission of the company. For effective operation, an enterprise needs not only a strategy, but also a constant analysis of the existing strategy, an analysis of the degree of its compliance with the current market conditions. Since without this, neither successful activity nor maintaining a stable competitive advantage is possible, which in modern market conditions is extremely important for any enterprise.
The development of market relations in Russia imposes new requirements on the quality level of management, the nature of the tasks solved in this case, as well as the methods for their solution. ... A new management concept is needed that adequately reflects changes in the economy.

1. The essence of strategic management and features of strategic anti-crisis management
1.1. The essence of strategic management
The word "strategy" means "the art of deploying troops in battle." Over the past 20 years, this concept has become widely used by specialists, the theory and practice of management as a set of rules that guide the organization when making management decisions. At the same time, the strategy is also considered as a general comprehensive plan that ensures the implementation of the mission and the achievement of the organization's economic goals. The strategy defines the goals and the main ways to achieve them so that the organization gets a single direction of action. Thus, the strategy defines the boundaries of the organization's possible actions and management decisions.
An organization's strategy is a master plan of action that prioritizes strategic objectives, resources, and a sequence of steps to achieve strategic objectives. The main task of the strategy is to transfer the organization from its present state to the future state desired by the management.
The emergence and practical use of the methodology of strategic management are caused by objective reasons arising from the nature of the changes, primarily in the external environment of the organization. The essence of strategic management lies in the fact that, on the one hand, there is a well-organized integrated strategic planning, on the other hand, the organization's management structure meets the "formal" strategic planning and is structured so as to ensure the development of a long-term strategy to achieve its goals and the creation of management mechanisms for implementation this strategy through a system of plans.
In strategic management and planning, an important place is given to the analysis of the organization's prospects, the task of which is to clarify those trends, hazards, opportunities, as well as individual emergencies that can change the prevailing trends. This analysis is complemented by an analysis of competitive positions.
Planning is of increasing interest to developing firms that face difficulties in implementing fundamentally new strategies.
We first turn to an examination of the organizational behavior of commercial and non-profit organizations. This is necessary because there is a close relationship between styles of organizational behavior and types of management.
For-profit and non-profit organizations exhibit a wide variety of behavioral styles, but they are all derived from two typical opposing styles - incremental (incremental) and entrepreneurial.
The incremental style of behavior of the organization, as the name itself shows, is characterized by setting goals "from achieved", aimed at minimizing deviations from traditional behavior both within the organization and in its relationship with the environment. Organizations that adhere to this behavior tend to avoid change, limit it and minimize it. In incremental behavior, action is taken when the need for change has become urgent. The search for alternative solutions is carried out consistently and the first satisfactory solution is made. This behavior is practiced by the majority of successfully working for a long time commercial organizations and virtually all non-profit organizations in the field of education, health care, religion, etc. Many commercial organizations adhering to the incremental style, at the same time strive for the efficiency of their activities, to ensure the rational use of resources, while non-profit organizations tend to bureaucratize, to maintain a certain status quo. The entrepreneurial style of behavior is characterized by a desire for change, to anticipate future dangers and new opportunities. A wide search for management solutions is being conducted, when numerous alternatives are developed and the optimal one is selected from them. An entrepreneurial organization strives for an unbroken chain of change as it sees its future performance and success in it. For-profit and non-profit organizations are far less likely to engage in entrepreneurial behaviors than incremental ones. Non-profit organizations use an entrepreneurial style only in the early stages of their development, when they define the scope of their tasks, form the organizational structure, i.e. during the period when they form their social significance. At the next stage, they usually move on to incremental behavior. Entrepreneurial behavior is more often followed by private commercial organizations, the effectiveness of which is directly related to market tests. Private business organizations are constantly entrepreneurial looking for growth opportunities through change.
Organizations with different behaviors differ significantly in their characteristics. For example, a firm that adheres to an incremental style of behavior sees its goal in optimizing profitability, its organizational structure is relatively stable, and work is carried out in accordance with the course technological process processing of resources, economies of scale of production are considered the main factor of effective activity, and its types themselves are weakly linked to each other,
1.2. The role of strategy in crisis management
Anti-crisis management is aimed at preventing possible serious consequences in the activities of the enterprise, ensuring its stability. The main thing in anti-crisis management is an accelerated response to changes in the external environment based on consistent innovations at all levels of production activity. Timely identification of the causes of the crisis and the appropriate adjustment of the strategy and tactics of enterprise management are of great importance in anti-crisis management.
2. Development of an anti-crisis strategy
Anti-crisis strategies; are strategies that optimize the behavior of corporations in the face of a downturn in the industry, a steady decline in the main financial indicators of the corporation's activities and the threat of bankruptcy. They include a set of measures in the field of planning, personnel management, finance, relationships with support groups, as well as legal and other measures in order to protect the company from the threat of bankruptcy or significant recession and create the conditions for a turn towards corporate recovery. The decline in production, financial and other important indicators that determine the efficiency of a firm's actions in the market is natural, deterministic. Its causes can be investigated and appropriate adjustments can be made in the area of \u200b\u200bbehavior mitigating the consequences of the recession. The main attention in the development of anti-crisis strategies 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 business environment is analyzed, those components that are important for the organization are highlighted, information is collected and tracked for each component and, based on an assessment of the real state of the enterprise, the causes of the crisis are clarified. The anti-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: full-time, comprehensive, timely diagnostics of the state of the enterprise and the external environment; - this is the first stage development of an anti-crisis management strategy for the enterprise. Strategic anti-crisis planning; - the second stage of developing an anti-crisis strategy, which includes adjusting the mission and defining the goals of the enterprise. Formulating strategic alternatives for the exit of the enterprise from the economic crisis and choosing a strategy; - the third stage of anti-crisis strategic planning.
3. Enterprise management strategy in crisis conditions
3.1. Management strategy
There are two classic variants of the behavior strategy for the manager - technocratic and adaptive. With a technocratic approach, an enterprise is viewed as a kind of mechanical system, in which the crisis can be overcome by replacing individual elements, by fine-tuning the work of the management mechanism. The adaptive approach views an enterprise as an organic system, in which crises are natural and caused by a change in development stages. These approaches have their drawbacks, which do not always allow them to be applied in anti-crisis management. The implementation of the technocratic approach causes resistance from the staff. With an adaptive approach, the natural course of processes may not keep within the established time frame for overcoming the crisis.
In both cases, the most appropriate for the conditions of anti-crisis management is the organizational and cultural approach. With this approach, the enterprise is presented as a system, the core of which is formed by the values \u200b\u200bdominating here, a set of norms for making and implementing managerial decisions, principles of organizational structure and behavior models. The crisis is caused by a change in the composition of values \u200b\u200bthat determine the way the organization lives and the direction of its modification.
The head of a crisis enterprise faces two groups of conflicts in which he participates as one of the acting parties; conflicts that arise in the work collective, which he is called upon to resolve as the first person. If in the conflict interests clash in the allocation of resources, there is an opposition of opinions and value orientations in solving the problems of enterprise development, then we can talk about an industrial conflict. With the predominance of personal and group interests, when production problems fade into the background, there is a social conflict. The nature of conflicts should be taken into account when developing a strategy for the behavior of an enterprise in a crisis.
The conflict situation at an enterprise that is in crisis conditions is determined by a number of factors: the readiness of the team for changes, mutual perception of the anti-crisis manager and the team, and the peculiarities of the organizational culture of a crisis enterprise.
The most important factor is the readiness of the team for fundamental changes. On the one hand, it is determined by the motivation of employees, on the other, by the level of their professional training. There are four main types of conflict situations (Table 1).

Table 1
Typology of conflicts from the point of view of the team's readiness to change

In the first situation, workers want to work in new conditions, and they are well prepared for this. Here value conflicts are most characteristic. There is a heightened attitude towards the professionalism of the anti-crisis manager. The manager must form a holistic development program and value orientations acceptable to the team. He can be involved in possible conflicts, including as an initiator.
In the second situation, the employees of the enterprise want changes, but are not sufficiently prepared for them. It is characterized by functional-role conflicts. One of the sources of conflict may be insufficient qualities of an anti-crisis manager as a leader, another source - difficulties in mastering new roles for both the manager and the team. The main task for the manager is to organize professional development of employees. He must avoid conflicts with staff and translate them into the direction of professional development of employees. The main means of overcoming conflicts is instructing subordinates.
In the third situation, the workers do not want to work in the new conditions, although they are well trained professionally. Here, orientational conflicts come to the fore. A manager who finds himself in a similar situation should strive to increase the level of employee motivation. For this, conflicts can be used to provoke a change in value orientations. It remains for the manager to either convince employees of the correctness of the proposed strategic orientation and thereby establish contact with subordinates, or, if this fails, get rid of opposing employees. Here, the option of deliberate distance from subordinates or integration is possible.
In the fourth situation, the employees of the enterprise do not want and cannot work in the new conditions. Therefore, communicative conflicts come to the fore. The team, as a rule, tries to place all the blame on the manager. It is advisable to apply a set of measures to train employees and convince them of the correctness of the proposed path.
From the point of view of mutual perception of the work collective and the anti-crisis manager, the situations in which the latter has to act differ. First, whether the manager is oriented in his actions towards integration with the team or seeks to separate from it. Secondly, he accepts the team of the new leader as his own or considers him as someone else's. Depending on this, the relationship between the leader and the team should be built.
The organizational culture of an enterprise is made up of a set of values \u200b\u200bshared by employees and a system of norms and rules adopted by them. From this point of view, it is important to what extent employees are integrated into the existing system of values \u200b\u200band to what extent they are ready for changes in this area. It is also important whether the company lives by the same rules and principles, or different groups live by different rules. The ratio of normative and value is given in table. 2.

table 2
Correlation of value and normative in the organizational culture of the enterprise

Characteristics of the value system		Characteristics of the regulatory system
Adaptability	Conservatism	The norms are the same for everyone	many norms for different groups
Strong, strong	Political conflict	Political conflict	Strong adaptive organizational culture
Moderate	Moderate	An organizational culture fit for one strategy	Strategic conflict
Weak	Weak	An enterprise on the verge of collapse	An enterprise exists as a collection of autonomous groups
Strong	Weak	Organizational conflict	Adaptive organizational culture
Weak	Strong	Strong organizational culture	Power vacuum conflict

3.2. Personnel policy

The essence of the personnel policy is to work with personnel in accordance with the concept of enterprise development. The goal of the personnel policy is to ensure the optimal balance of renewal and retention of personnel in accordance with the needs of the enterprise of the current legislation, the state of the labor market.
The following stages should be implemented in the personnel policy of the enterprise:
- development of principles, definition of priorities and goals;
- planning the need for labor resources, forming the structure and staff, creating a reserve, moving;
- creation and maintenance of the personnel information movement system;
- creation of an effective system of motivation and labor incentives;
- implementation of the development program, career guidance and adaptation of employees, planning individual promotion, team building, professional training and advanced training of personnel;
- analysis of the compliance of the personnel policy with the development strategy of the enterprise.
Distinguish between passive, reactive, preventive and active types of personnel policy. With the passive type, the management of the enterprise does not have a pronounced program of actions in relation to personnel; in a crisis, work is reduced, at best, to the elimination of negative consequences. The HR department does not have a forecast and does not have a means of assessing personnel. In relation to financial recovery, the personnel issue is not, in fact, considered. The reactive type assumes that the management of the enterprise controls the development of the situation. Personnel services possess personnel diagnostics tools. For the purpose of financial recovery, personnel issues are singled out and considered separately. With the preventive type, the management has reasonable forecasts of the development of the situation, but does not have the means to manage it. The HR department has not only personnel diagnostics tools, but also forecasting the personnel situation for the medium term. For financial recovery, there are short-term and medium-term forecasts of personnel requirements. With an active type, the management of the enterprise has a reasonable forecast of the development of the situation. The HR department has tools for personnel diagnostics, forecasting the situation in the medium and long term. In terms of financial recovery, there are short-term, medium-term, long-term forecasts of the need for personnel, a personnel work program with options for its implementation. Personnel policy depends on external and internal factors. External factors include: features of legislative regulation labor relations, the situation on the labor market, professional and public associations. Internal factors include: enterprise goals, management style, working conditions, quality characteristics of the workforce.
3.3. Personnel management of a crisis enterprise to achieve the set goals
Mobilization of the staff of a crisis enterprise includes the following stages:
- agitation, during which employees are shown the dependence of their personal destinies on the survival of the company, the image of a reliable leader is formed, channels of interaction between the leader, the team and employees are established;
- professional growth (conditions are created for employees to improve their qualifications, a high desire of employees for self-improvement is ensured, a new goal of the enterprise is formed and its relationship with future development is determined);
- integration (new behavioral models are created that consolidate new relationships, projects are selected in which promising ideas are implemented that allow to combine the efforts of all employees of a crisis enterprise).
In working with the personnel of a crisis enterprise, there are two approaches to increasing competitiveness:
- elimination of existing shortcomings in the organization through reorganization, associated with the elimination of departments and employees who do not fit into the strategy of withdrawing the enterprise from a crisis situation;
- search for unique features of the company that create a positive image among consumers.
The reorganization associated with the reduction of staff can be effective and ineffective.
Ineffective reorganization can lead to the following negative results (Table 5).

Table 5
Consequences of ineffective personnel policy at a crisis enterprise

Events	Result
Implementation of voluntary employee layoff programs, including old age retirement	The risk of losing qualified personnel, which may cause significant difficulties for the enterprise
Reduction or temporary release from work of a certain proportion of workers in all structural units	Uneven distribution of labor in the structural divisions of the enterprise
Reduction of funding programs for training and advanced training of employees of the enterprise	Lack of preparation of workers to work in new workplaces in conditions of limited resources
Excessively sharp and significant staff cuts	Violation of the rhythmic technological process, the need to return those dismissed to jobs or hiring other workers, which can create conflict situations
Replacing the dismissed remaining workers	Short-term success as long as the remaining workers have an incentive to work
The introduction of strict labor regulations and strict reporting in exchange for the wide involvement of personnel in the development and implementation of measures to take the enterprise out of the crisis	Alienation of the team from the leader and, as a result, a decrease in incentives for highly productive work
Sending employees on unpaid leave in stages	Deterioration in the team of the moral and psychological climate and attitudes towards work
Implementation of an incentive system that does not take into account the career growth prospects of employees at the enterprise	Negative attitude towards the enterprise of certain groups of workers, the product of the desire for momentary success

The following measures, as a rule, lead to a positive effect during the reorganization of a crisis enterprise.
- reduction of levels in the management structure with the preservation of jobs while strengthening the reserve for the top echelon of enterprise management;
- reducing the management structure, taking into account the interdependence of its elements and developing measures to stabilize the new structure;
- periodic reassessment of personnel policy in order to best match the current situation;
- identification, maintenance and training of employees who have shown leadership qualities and a penchant for management activities;
- implementation of educational programs, maintaining the professional growth of employees, especially in priority areas for the enterprise;
- advance preparation of promising candidates for key positions, taking into account their ability to perform their functions in a crisis;
- decentralization of the management structure with the delegation of the necessary powers to key figures in the management apparatus at the strategic and operational level;
- Creation of teams of like-minded people at the level of management and structural divisions;
- tracking and preserving human resources.
Increasing the level of competitiveness of an enterprise largely depends on its intellectual potential. Abilities that make up the core human resourceshave the following properties:
- importance for short term survival in the short and long term;
- inaccessibility for competitors due to the difficulty of borrowing them;
- combination of knowledge and skills of personnel, and not their embodiment in products and functional duties;
- connection in a concentrated form of scientific and technical, production, organizational, managerial and human resources;
- belonging to the organizational system of the enterprise as a whole, and not to individual employees;
- a long-term basis for making strategic decisions;
- are supported and perceived by the enterprise during a certain time period;
- provide a dominant position in the market.
In relationships with the team, you often have to overcome resistance from the staff. The main method here is coercive, which involves using force to overcome resistance. The coercive method is socially undesirable, but in times of shortage of time it offers advantages. However, when the reason for the resistance of workers is clear, an overt display of force is not required. When applying the forceful method, the following difficulties are encountered:
- the absence, as a rule, before the start of the changes of the basis, which would ensure the implementation of the forceful method, and as a result, a high risk of failure;
- the difficulty of predicting the strength of personnel resistance and eliminating the causes that give rise to this;
- the premature call for change ultimately slows down the timing of the exit of the enterprise from the crisis;
- ignoring forceful instructions on the implementation of changes;
etc.................

The global financial crisis, the recession of the global economy, falling prices for the main Russian export goods have created serious difficulties for the state budget and many domestic enterprises in financing not only development, but also current activities, due to the reduction in business volumes and the number of personnel. The crisis makes you think about change, and the use of modern project management methods is the best and proven way to quickly, transparently and cost-effectively implement changes. The main thing in change is a firm commitment to implement it, understanding and determination to use the approaches proposed modern management projects. At the beginning of 2009, a number of events of special interest groups of SOVNET were devoted to this topical topic, on the basis of which this article was prepared.

The crisis is both a source of damage and an opportunity for renewal. It performs such important socio-economicfunctions such as revealing hidden conflicts and disproportions, determining the most powerful owners, restoring the adequacy of socio-economic conditions, renewing elites, etc. ... In terms of practice project management (PM) crisis is a shortage of any resource that does not allow the continuation and completion of the project (stage, project work) on acceptable terms. If all the conditions are met, and the project is still "not going", then there is a deficit of management resources.

The results of 2008 and the first quarter of 2009 are not encouraging. However, the crisis began much earlier, its precursors were talked about so often that they simply stopped paying attention to it. “The current financial crisis is notable for both its depth and scope - it is perhaps the first time since the Great Depression that has swept the whole world. The crisis mechanism was triggered by the problems in the US mortgage market. However, the crisis is based on more fundamental reasons: macroeconomic, microeconomic and institutional. Information asymmetry has played a key role in the development of the current crisis1. The structure of derivative financial instruments has become so complex and opaque that it has become practically impossible to assess the real value of portfolios of financial companies ... Credit market. fell into paralysis. The development of the situation in the financial sector has seriously affected the real sector of the economy. "

In addition to frustrated American finances, there are other global problems. Even a simplified picture of their basic relationship is striking in its complexity. The solution of these problems requires joint, and considerable, efforts of many states. each of them (nuclear weapons, greenhouse effect, acid rain, etc.) can intensify at any moment and give rise to such a crisis, in comparison with which the current one may seem like happiness.

The world press is hotly debating who is to blame for today's economic difficulties. 76% of US residents blame banks and financial companies for what is happening, 58% believe that the main culprits of the collapse are deliberately insolvent home buyers, etc.

Let's highlight two main aspects of the current crisis.

1. The widely recognized main beneficiary is the overheated American economy, which needs a decent excuse to "deflate financial bubbles."

2. Officially named perpetrators are actually invulnerable.

Meanwhile, the excessive dependence of many countries of the world on the American economy makes the United States the main "exporter" of domestic problems.

The Russian economy is often presented as a victim of the global crisis, but in reality it is not. Long before 2008, many experts warned that key indicators of the state of the financial, economic and social sphere of the Russian Federation are not only alarming, but have a clear tendency to increase the mismatch of the entire system and reduce its stability. The deepening financial difficulties demonstrate Russia's dependence on both the state of affairs in the global economy and unresolved problems of governance within the country. After a series of international high-level meetings, it became clear that it is extremely difficult to work out a unified solution to combat the crisis, and the reason for this is the global geopolitical contradictions that are very difficult to overcome.

In Russia today, the most complete and objective open document is the "Expert report", in the development of which the authors of the article took part. Analysis of the existing doctrinal documents of the Russian Federation shows that today there is no scientifically based strategy, methodology for its development and appropriate project management tools for effectively solving the problem of recovering domestic enterprises from the crisis and transitioning to an innovative path of development.

2.SYSTEM APPROACH

“Crises are an integral part of living systems. This theoretically understandable reasoning is painful when we face the crisis in practice. Especially when the crisis goes beyond the system that we are able to manage personally. " To successfully overcome the crisis, among other things, it is necessary to maintain a certain level of diversity in the system. Changing the operating conditions in difficult times and after requires new settings, projects, and sometimes areas of activity (types of business) from any business entity. If the system does not have a stock of variety or readiness for change, it may not survive the crisis. In this regard, the development of such alternative projectslike "Project Russia". The systematic approach is widely used in project management, which means that it is necessary to use it to analyze the current financial and economic situation and ways out of it.

The statistics of the use of the word “crisis” in classical documents on PM is interesting. The PMI PMBOK® Guide never mentions it - just problems and conflicts in relation to organizational process assets and project team management. In document

IPMAICB 3.0 is a very common word, but it is used in a narrow sense. There is a special element of competence called Conflicts and Crises, but it “covers ways to overcome conflicts and crises that may arise between individuals and parties involved in a project or program”. We are not talking about an external systemic crisis. This situation is surprising considering that there is a very large section of general management devoted to crisis management and has significant features.

We were convinced that “in the USA and Western Europe, crisis management is being actively introduced into banking as an important and necessary element of the successful functioning of financial institutions. Moreover, crisis management has become an attribute of the entire spectrum of business, financial and organizational infrastructure of market relations. Companies that manage risk at necessary level, receive certain benefits from the state and additional discounts for insurance. Crisis management is a comprehensive program that mitigates the consequences of risk realization in the worst-case scenario in a deep economic recession.

Unlike risk management, crisis management is a completely independent field of activity, the purpose of which is to reduce the consequences of the crisis, and not to eliminate its causes. " In stable years this worked successfully, but 2008 again showed that the optimization of individual, i.e. American, elements of the world financial and economic system does not mean its optimization as a whole.

To better understand the mechanism of action of various crisis forces, the scientific results of the theory of catastrophes can be used. This theory studies general patterns, principles and approaches to various catastrophic situations and is one of the parts of a more general theory of complex systems. The global systemic crisis has become the main topic today, therefore, the corresponding requirements for competence, models, processes must be built into PM systems as soon as possible. The authors of this article started this already in the fall of 2008, using as a basis for their work the Eurasian Project Management Standard (ESPC) as a logical development of the ideas of ICB (IPMA), STC (SOVNET), a set of PMI standards, past and modern developments of the PM of Russia, CIS and leading Asian countries. The section "Features of project management in crisis conditions" of the new edition of STC SOVNET includes a number of provisions also proposed by the authors.

It is widely believed that the Chinese write the word "crisis" with two hieroglyphs for the words "danger" and "opportunity", ie. for them in any difficult situation, apart from problems, there is also potential. Not everyone agrees with this interpretation, but the current state of affairs shows that even in difficult conditions, the Chinese school of state, economic and project management uses the available opportunities effectively and all prospects are open for the PRC.

out of the crisis among the first. “Today, the Chinese economy has become the third largest in the world, surpassing the German one ... At the same time, many experts prefer to compare economies different countries to calculate GDP at purchasing power parity, which takes into account the difference in prices. According to this indicator, China has been in second place for several years now, with a significant gap from Japan, which is in third place. "

The crisis in Russia has its own peculiarities, so thoughtless copying of other people's measures is unacceptable. The global systemic crisis is global, but most of the anti-crisis measures, unfortunately, do not pursue the goal of protection, prosperity and prosperity for everyone at the same time. IMF experts also speak about the dangers of blind copying. “Developing economies have suffered more pain than developed ones. This stems from a sharp outflow of capital, and a decrease in demand for export products from developed markets, and a fall in prices for raw materials ... They will not do better if they copy the anti-crisis policy of developed countries. Developing countries should deal with the crisis in their own way, experts of the fund are sure. Russian anti-crisis policy is generally similar to what the IMF recommends. But for some reason, the results are far from brilliant: in the first quarter of 2009, GDP collapsed by 9%, industrial production - by 14.3%, and the manufacturing industry collapsed by 20.8%. Unemployment rose 34.4%. Is this a bad prescription, misuse of the medicine, or is it just that there is still a recovery to come? " ...

There is no single anti-crisis strategy equally beneficial for all countries, just as there are no universal models of anti-crisis project management. That is why, on the basis of the ESCC, the Eurasian standard for anti-crisis project management was developed as a solution that integrates world experience and the national interests of Russia and other countries of Eurasia. This approach does not deny other models and standards, but clearly distinguishes between their market segments of application and gravitates towards the IPMA ideology as initially multicultural.

In our practice, we use the following definition system.

1. Positioning the crisis (Fig. 2).

■ Crisis in the external environment of the project:

Systemic crisis in the external environment of the project;

Local crisis in the external environment of the project.

■ Crisis in the internal environment of the project:

Systemic crisis in the internal environment of the project;

Local crisis in the internal environment of the project:

a) crisis in the subject area of \u200b\u200bthe project;

b) crisis in project management;

c) crisis in other functional areas of the project.

2. The source of the crisis.

■ External to the project (imposed from outside).

■ Internal to the project (initiated from within).

Figure: 2. Positioning the crisis

3. Relationship "subject - object".

■ The crisis is developing under the influence of factors beyond the control of the project manager.

■ The project manager organizes and manages the crisis to his advantage.

4. The nature of activity, team, manager.

■ Offensive, ie active use of the crisis to improve conditions and opportunities for solving project problems.

■ Defense, i.e. taking protective measures to preserve, as far as possible, the conditions and possibilities for solving the project's problems.

Based on the above systematic approach, we distinguish two areas:

1) anti-crisis project management (dealing with the consequences of an uncontrollable crisis);

2) crisis management of the project (solution of management tasks by organizing deliberate controlled crises).

Anti-crisis project management (ACPM) is a synthesis of crisis management, project management, risk management and management of crisis-affected functional areas ("taking a ship out of rough waters into calm waters"). Crisis project management is a standard tool of many stakeholders and project participants, used knowingly or unknowingly to cover up the achievement of their goals to the detriment of others ("make the water cloudy", "fish in troubled waters").

For any field of application of these approaches, it is essential that a systemic crisis cannot be avoided and cannot be prepared for.

In this difficult time, one should not be afraid of losses, the main goal of the organization (and its projects) should be to increase its own efficiency. Moreover, a systemic crisis cannot be overcome within the framework of a separate project; a way out of it is possible only through the joint efforts of all actors that form the structures of a new development cycle.

In the field of PM, there is also a crisis of management models. The current crisis in Russia looks more and more like a catastrophe, it has engulfed the real sector of the economy and has become a serious problem for company and project managers. Do they have the ability to withstand the current situation? Yes, because the world's PM models have summarized the best experience gained. No, because the outbreak of the crisis is unprecedented in scale, it does exist, and PM models to overcome it will be developed only a few years later. Was it possible to introduce management technologies into these models in a crisis of this magnitude? Apparently, it is impossible, because the following axioms are laid down in the widespread Western standards by default:

■ optimization of management for a stable prosperous economy, sophisticated business processes and management competencies;

■ focusing on the interests of a project or corporation;

■ Eurocentrism and the superiority of Western management culture.

If you have a sufficient understanding of the integration of your projects into large systems, then you can continue to work in the same mode. If not, then it's time to decide and amend the management system, to use more dynamic corporate project management models, which are distinguished by the following features:

■ open format, fixation not on the subtle nuances of methodology, but on goal-setting;

■ initial localization, organic connection with mentality, language, business practice;

■ proximity to control objects;

■ minimum response time to changes in conditions;

■ focus on regional and national needs.

An example of the implementation of this approach is the AKPM system (Fig. 3), developed for the following areas of application of the project, business: liquidation, conservation, conservation; merger, re-profiling, development; reduction of production, personnel; restructuring of the financial portfolio, project portfolio; introduction of new technologies, change of strategy.

The objectives of the ACPM are achieved through the organization of protective and regulatory measures in three areas: external environment, internal environment, management system. A feature of the AKPM is a prompt response to changes both outside the enterprise and inside it. In such a situation, the need for analyzing the prospects of the enterprise as a whole, in working out a strategy for its further development, increases many times over. Only after defining long-term goals, developing criteria for assessing the result, you can help the enterprise in solving problems. The AKPM model is aimed at revealing the hidden potential for the development of an enterprise and helping enterprise managers at all levels. ACPM is a systematic application of methods and tools for managing various functional areas of projects, portfolios and programs in order to obtain specified results in a crisis of society, national economy, industry, project.

4. PRACTICE ON ANTI-CRISIS PROJECT MANAGEMENT

What actions need to be taken?

■ Intensive monitoring of the situation in all areas important to business.

■ System analysis of the collected information according to the standard scheme or in the anti-crisis mode.

■ Analysis of the position of the enterprise or project on the market, clarification of the strategy.

■ Scenario planning.

■ Harmonization of the project with the external environment during the crisis.

■ Maintaining a clear view and sober thinking.

What tools do you need?

■ A structured list of world projects is used to identify the link between a project and the environment. This list should contain projects of the company's counterparties, the industry in which it operates,

national economy, interstate structures.

■ A set of strategic analysis tools.

4.2 Tidying up the internal environment

The internal environment of the company and the project is completely in your hands. The level of volatility does not have to correspond to the state of the market.

Actions (in this case, they should essentially be similar to actions taken by the ship's crew in a difficult situation: "Rush team!", "Clothes on the first date!", "Remove the sails, excess cargo overboard, bow downwind!":

■ activate the anti-crisis mode of the management system, which provides increased control, reduced response times, unnecessary risks and costs;

■ get rid of unnecessary projects, works, resources;

■ strengthen control of the most important parameters;

■ Telling the team the truth - it will build trust and support the initiative;

■ make changes vigorously and systematically.

As tools in this case you can use the following.

■ Structured list of enterprise projects. He is completely in your hands.

Update it, analyze the project portfolio, make financially sound decisions on the composition, relationships and order of implementation of projects, rational allocation of resources. You must decide whether to continue the project as it was, change, postpone, terminate, outsource, collaborate with other businesses, or create new project... The use of the ACPM implies turning to less expensive tools, simple and quick to use, as well as changing personnel policy.

■ Realization of core values: adherence to the anti-crisis strategy; effective program and portfolio management; rational goal setting; application of the opportunities of competition.

■ Designing for success after a crisis. The sharper competitive fight, the more powerful tools it requires, therefore the ACPM is the right choice for energetic action in crisis conditions and after it.

4.3 Set up the control system

Actions. The main thing in this case should be the formation of a management system, and it is necessary to initially build it with a margin of safety, since business in Russia is a constant crisis.

Tools.

■ In managing a company and its projects in a crisis, it is recommended to use a dynamic model that reflects not only the current state of affairs, but also future changes.

■ A dynamic enterprise management model is implemented using portfolio management solutions that allow you to quickly respond to changing conditions and achieve strategic goals with minimal resource costs.

Don't look for a ready-made anti-crisis system, create it according to your own needs. The crisis - it is a chance for the development of production, innovative technologies, an opportunity to strengthen its position through mergers and acquisitions and the use of sharply depreciated assets and labor.

We suggest the following.

■ Set yourself up for a long and difficult way out of the crisis.

■ Rely only on your own strength.

■ Move from process models to competency models.

■ Develop anti-crisis models.

■ Divide projects, reduce costs and risks.

■ Develop portfolio management.

■ And most importantly: teach PM "in a real way"!

5 PORTFOLIO AND INNOVATION MANAGEMENT IN A CRISIS

Today, it is imperative to take into account the specifics of the crisis, as well as the development of project management, the emergence of new methodologies and a change in the scale of their application. The crisis implies instability, so it is necessary to abandon the temptation to use a mechanistic approach and apply a dynamic model of enterprise project portfolio management (Fig. 4), which provides continuous feedback and monitoring, constant assessment of the significance of all projects and business areas.

In crisis conditions, the importance of certain areas of project management changes.

In practice, this means that corporate solutions for managing portfolios of projects and programs come to the fore. It is these solutions that provide real-time analysis of all project activities within the enterprise. At the same time, you are able to see the whole situation as a whole, from the standpoint of various criteria and parameters and the experience of project managers, analysts and experts. The ability to analyze various scenarios for the development of events is especially relevant in difficult conditions. Risk management is gaining in importance, and it is during the crisis that the harmonization of corporate risk management systems and project portfolio management systems is required. For the last component, three main tasks will be relevant:

1) determination of demand and supply of resources for early detection of their redundancy or insufficiency;

2) optimization of query scheduling and resource allocation using scenario analysis methods;

3) global distribution of resources according to various criteria, assignments in real time.

Financial management is of particular importance in a crisis. The corporate portfolio management system (PMSM) makes the company's financial flows transparent to managers. The crisis inevitably leads to the depreciation of assets, therefore the task of managing them in accordance with strategic goals must also be addressed within the CSPC. At this time, innovations are of particular relevance. Unfortunately, right now, many enterprises are finding it difficult to find opportunities for innovative development.

With the transition of the Russian Federation to a liberal market model, the Comprehensive Program of Scientific and Technological Progress and its Socioeconomic Consequences, which existed in the USSR until 1990, was curtailed, along with it, domestic achievements in the field of innovative development were lost. At the same time, the concept of domestic managerial and social innovations was also destroyed, without which all new developments will gradually go to those countries where they will be in demand. Nevertheless, even in such conditions, an effective model for managing innovative projects can yield very positive results.

Today crises are perceived as a natural property of biological, social, financial and economic systems. Professionals must be able to work no matter what happens, so in difficult economic conditions, the value of professional project management increases even more. Competently carry out measures against the crisis,

to form a portfolio of projects to successfully overcome it and, more importantly, to prepare innovative development after stabilization of the situation - this is the basis for success.

SOURCES

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27. With a crisis you! // Expert. - 2009. - No. 1.

Palagin Vladimir Sergeevich - Ph.D. D., associate professor, CPM, PMP, cEO Eurasian Project Management Center (Moscow)

Karlinskaya Elena Viktorovna - General Director of InnIT LLC (Moscow)

Magazine PROJECT AND PROGRAM MANAGEMENT ■ 03 (19) 2009

A.K. Nesterov Development of enterprises in a crisis // Encyclopedia of the Nesterovs

The economic crisis is a very painful condition for the economy and business entities. First of all, the population of the country and enterprises suffer from the crisis and its consequences. If the crisis affects the enterprise, then it loses the opportunity to develop steadily and produce products and services.

Crisis concept

A crisis should be understood as a sharp violation of the existing equilibrium, the destruction of economic relations or their poor condition and the critical situation of the majority of the country's population and industry.

Distinctive feature crisis - lack of time to make decisions. Such a limitation is imposed by the negative state of the enterprise in a crisis and the need for an urgent solution to any problem that has arisen. Otherwise, the crisis situation is aggravated.

It is clear that the management of an enterprise in a state of crisis can only end with a successful overcoming of the crisis, or the collapse of the enterprise.

In microeconomics, the concept of "enterprise crisis" (or "enterprise crisis") is widely used. In a generally accepted sense, it designates such processes that threaten the continued existence of a firm in the market. These processes can be just small disruptions in the production cycle, and relationships with counterparties, which can eventually lead to the liquidation of the enterprise.

At its core, a crisis is an unplanned and undesirable process, which, although it cannot last forever, can slow down the activities of a company or even lead it to bankruptcy. The latter depends on what exactly suffered within the company from the crisis. In the event of serious damage to the main, profiling direction of the enterprise, its further fate will most likely be predetermined.

But the crisis does not lead to the liquidation of the company as soon as it arises. It can develop quickly or slowly, but in any case, from the beginning of the crisis to its logical conclusion, i.e. overcoming or bankruptcy, a period of time passes. True, one should distinguish between the beginning of the crisis and the moment when it was discovered at the enterprise. Indeed, between these moments it may well pass more than one day or even several weeks.

Therefore, the crisis is usually divided into several parts - stages that characterize the different degree of damage to the firm, and at which it is necessary to take various measures to overcome it. In general terms, the crisis can be divided into four stages. Here is their brief description:

1. Potential crisis:

If a crisis is identified at this stage, then this is the most favorable option for the enterprise, since this is not a real crisis yet, but only an anticipated one in the future. In this case, the company gets a unique chance to prevent an immediate crisis by taking measures to prevent it. In order to determine the possibility of a crisis in advance, it is necessary, at least, to constantly maintain strict control of income and expenses and promptly reduce incidental costs that are no longer necessary to continue production process.

2. Latent crisis:

At this stage, crisis processes already exist within the company or will begin in the very near future. Moreover, they proceed slowly and cannot be determined by a standard set of management measures for their detection. To clarify the nature of the crisis, possible measures to overcome it and draw up a plan for the implementation of these measures, it is necessary to use special methods and expert assessments. In other words, enterprises need to apply special techniques for early recognition of crisis situations.

3. Acute surmountable crisis:

This stage is characterized by a real feeling by the enterprise of the negative consequences of the crisis process and a catastrophic lack of time to take measures to eliminate them. Over time, the arsenal of possible measures is depleted, as well as the stock of time itself. At the same time, the requirements for the effectiveness of the measures taken are constantly increasing. At this stage, all internal reserves of the enterprise are mobilized along an increasing spiral: first, the industries least involved in production (workshops, departments, resources, etc.) are launched, then the main forces of the company come. In the end, all available reserves for overcoming the crisis are being exhausted. At this stage, there is still an opportunity to cope with the crisis, because internal reserves should be enough to overcome the crisis. But due to the fact that all measures must be taken in a very limited period of time, the action of the measures taken may be insufficient, and then the crisis will not be overcome and will enter its last stage.

4. Acute insurmountable crisis:

If the acute crisis has not been overcome, then its final part begins, which ends with the liquidation of the enterprise. At this stage, the requirements for overcoming the crisis significantly exceed the capabilities of the enterprise, and it is no longer possible to overcome the crisis. This situation arises due to the absence or insufficient number of measures taken, lack of time for the measures taken to have an effect, or sharply intensified negative crisis impacts.

This is approximately how the crisis develops at most enterprises. But there are enough examples when there were more stages of the crisis due to various intermediate stages. For example, at many enterprises, after the end of the third stage of the crisis, there was a temporary illusion of overcoming it, which could last for several months, but then there was such a sharp deterioration in business that in a few days the enterprise became bankrupt.

Will the 1998 crisis scenario repeat itself?

Russia has always differed from most countries in almost all respects.

Over the past 16 years, the strategic orientation of the development of the Russian national economic system has been to improve the level and quality of life of every citizen and every family. Today we can objectively speak about the fulfillment of the declared strategic goals: the growth of the standard of living is estimated at about 10 times the level.

Another area for the same period was to increase the competitiveness of production in both the domestic and world markets. This issue continues to be a priority task, as there is still room for improvement.

If we compare the current situation with the 1998 crisis, then it is necessary to note two aspects characteristic of the 1998 crisis that are absent today.

1. Deficit budget and growth of government debt. A large dependence on investments in high-yield government debt, in other words, speculation in cash, also played a role.

2. The crisis of non-payments. The lack of funds in enterprises led to the emergence of large tax arrears, and this - to the failure of attempts to stabilize the financial position of the government. But capital flight abroad was much more important. After all, if money in large quantities is constantly leaving the country, then where does it come from enterprises. Therefore, the state must strictly oppose the outflow of capital, involve law enforcement agencies so that our economy can develop steadily. It is important here to decisively strengthen financial, currency, tax and customs control.

3. The use of barter in the settlement of obligations. This was caused by the contraction of the market for cash payments in 1993-1997. due to the diversion of money from production to the GKO – OFZ market. Naturally, the lack of liquid funds for payment was compensated by using less liquid funds. At the same time, the existing economic ties that arose back in the Soviet period made it possible for the existence of barter for such a long period of time and ensured the stability of its use. Nowhere in the world has barter been used to such an extent as in Russia. In a barter transaction, the value of the exchanged goods significantly exceeds their real value. If the cost of a commodity is very high, then it is more profitable for the enterprise to acquire it through exchange, while overstating the price of its commodity so as to achieve the desired price ratio.

4. Structural crisis. Over the entire reform period of the 90s, Russia has undergone a huge industrial decline. In 1993-1994. the decline was very strong and slowed down only in 1995, in 1996–1997. the decline in the level of production took place at a rather slow pace, but in 1998, due to the financial crisis, the decline sharply intensified. But this did not happen in the same way in different industries. The main direction of the recession was the reduction in the production of highly processed products. At the same time, there has been a clear growth in low-processing industries, mainly in the export-oriented mining industry. At the same time, the difference between prices on the world market and domestic prices was very large, and more than one fortune was made on this.

5. The crisis in the agricultural sector. Agricultural sectorhaving gained independence, it could not compete in the market due to outdated technology. But the refusal of the state to finance agriculture played an even greater role: if financing continued, at least for some time, then collective and state farms, having received the right to independently enter the market, could purchase new equipment and improve the quality of their products.

Among the reasons for the structural shift in the economy, in my opinion, the following can be distinguished:

1. Decrease in defense orders of the state by about 70%, in the complete absence of well-functioning conversion programs for various enterprises of the military-industrial complex, which caused about a quarter of the total decline in production. In fact, it can be represented as follows: the state said "produce products for popular consumptionand we don’t care how you can do this. ”It is impossible to produce high-quality consumer goods using equipment for the production of weapons.

2. The reduction in the investment program accounted for about 15% of the total decline in production. Capital investments in the economy in 1992-1993. decreased by 60%.

3. Due to the collapse of the USSR, there was a sharp reduction in the supply of products to the former socialist countries and former republics Soviet Union... This was partly due to the fact that these countries very much wanted to feel independent from the "big brother".

4. Due to a certain drop in the standard of living, the purchasing power of the population decreased, and there was a difficulty in marketing finished products.

5. Economic and administrative reasons arising from the collapse of the command-administrative system: the rupture of economic ties, the wrong behavior of enterprises and their management in new market conditions, the lack of new perfect legislation, etc.

The macroeconomic crisis that broke out in Russia had a serious impact on the population and on economic entities.

Comparing the previous crisis with the current situation, it is obvious that Russia approached the current crisis much more prepared and stable: there is no large state debt, enterprises have funds, and barter is not used, in terms of the structure of the economy there have been significant changes (“In 2014, the share of non-resource exports (together with exports of services) accounted for more than half of all exports - 51.5%. ”), agricultural enterprises have shown impressive growth, food imports are not required. Accordingly, the current crisis is far from comparable in scale to the 1998 crisis. Therefore, repeating the 1998 scenario does not seem objectively justified.

The specifics of the development of enterprises in a crisis.

The situation in the Russian economy is very complex and contradictory. But this is just a natural process that is characteristic of the capitalist economic system. Crises recur regularly - each time they are followed by economic revival and economic growth. This is the law.

On the whole, an assessment of the retrospective shows that having turned off the beaten path of capitalist development in 1917, Russia has to return to it again. In a metaphorical sense, this road is already quite overgrown and turned into a small and narrow path, which now has to be cleared again. It is not a fact that it will lead us to the predatory capitalism that has formed today in western countries... A change in the vector of development, and a change in target orientations, and a transition to another economic system are possible. In general, the ancient Chinese proverb: "God forbid, live in an era of change" is very welcome.

By the middle of the second decade of the 21st century, some success was achieved in the development of the Russian economy. The most important thing is considered that the modernization of the national economic system is proceeding quickly enough. The Russian economic system has acquired two fundamental features that distinguish it favorably.

First, the market infrastructure has been sufficiently formed, state structures are effectively engaged in its regulation, and economic entities more effectively use the opportunities for the production of demanded goods, works and services. Secondly, the levers of state macroeconomic regulation were formed, which enable the state to regulate the activities of individual economic entities and industries.

It is also very important that all the main market economic institutions have now emerged in our country. It is impossible to name an institution that does not exist in Russia. Although it's too early to talk about their final development.

V.V. Having come to power, Putin immediately began decisive activity: he strengthened state power, put pressure on governors and oligarchs, and modernized vital sectors of the economy. All this cannot but have a positive effect. Russia has a real opportunity to overcome any crisis, external problems and start dynamic development.

The market mechanism is the most effective method of coordinating the activities of enterprises. It helps to "understand" the complex economic relations, to obtain reliable information about a wide variety of needs, goods and services. Without the coordination of supply and demand, the activities of an enterprise become much more complicated. The market forces you to constantly answer for the decisions made, for their necessity and quality. If market prices add up under the influence of supply and demand, then producers receive the most complete information about what to produce and in what quantity. The market introduces elements of competition in the allocation of resources and in matters of investment policy both within one enterprise and within the entire country.

But the market has and negative sides... Since it is an unpredictable system, it cannot provide a solution to long-term social and other problems, it generates greed in entrepreneurs, the desire for constant enrichment, often to the detriment of consumers. Entrepreneurs often begin to manipulate prices with the aim of increasing profits, rather than improving the quality of goods or reducing costs. Counterfeiting of goods, their quality, artificial shortages, etc. Are also characteristic features of the market. And an illiterate consumer may not distinguish a fake from a real product. In addition, improper coordination of market relations can lead to overproduction, frequent bankruptcies arising for a number of reasons, such as unexpected changes in consumer demand, a sharp change in the solvency of counterparties, etc. In fact, the market gives rise to uncontrollable processes within the economy, increasing the negative consequences of large and small crises.

After the August 1998 crisis, Russia quickly overcame its consequences. In 1999, economic growth began and continued in subsequent years. Competitiveness has grown significantly by 2015 russian enterprises, they improved financial condition, the demand for domestically produced products has significantly increased, which leads to a further increase in import substitution.

The current situation in Russia has important implications for economic policy.

First, the economy of our country responds adequately to macroeconomic regulation, so it can be used to regulate many economic problems. In a market economy, macroeconomic imbalance is unacceptable, and the crisis has once again proved that we are part of the global economic system, i.e. inconsistencies at the macro level can turn into a new severe crisis.

Secondly, the main task of the state is to free the economy from the administrative fetters that are shackling it. Today, the procedures associated with opening a new enterprise or registering an individual entrepreneur have been greatly simplified.

Thirdly, the state should develop socio-economic institutions using regulatory levers.

Fourthly, there is a requirement to maintain a balance between supporting domestic producers and attracting capital in general, including foreign capital. In other words, it is necessary to create the most favorable environment for domestic and foreign business. In the modern world, capital has become very mobile, and countries have to "compete" for it.

In the world economy, there is now a situation where everything is copied from everyone, from foreigners to their competitors. But this does not create an assortment of goods, but a huge faceless mass. Therefore, in order for the domestic consumer to buy more domestically produced products, enterprises need to create their own project and design ideas.

But, despite the good dynamics, crises arise at many enterprises, which greatly harm them and lead them to bankruptcy. An enterprise crisis or an enterprise crisis is a very common phenomenon in a market economy. On the one hand, they weed out inefficient enterprises from the real sector, but on the other, they leave many people without jobs.

Enterprise management in a crisis.

There are several points of view on how to manage an enterprise in a crisis. Some believe that anti-crisis measures should be taken only when the threat of bankruptcy becomes already real, i.e. in the last stages of the crisis. At the same time, they exclude its diagnosis in the early stages, and all attention is paid to the "treatment" of the crisis. In principle, this approach has a right to exist. Indeed, in very small enterprises it is very easy to implement it. Here it is only important not to miss the moment suitable for carrying out measures to rescue the enterprise. A simple example of such measures is the temporary winding down of all the affairs of the enterprise, if we are talking about some external causes of the crisis that do not depend on the management.

But in most cases, this approach is considered unacceptable. For example, in his book, Professor E.A. Utkin. wrote: “Such an approach is like“ putting the cart in front of the horse. ”The main thing in anti-crisis management is to ensure conditions when financial difficulties cannot be permanently stable. Speech on bankruptcy with this approach should not be, since it should be established management mechanism for eliminating problems before they become irreversible. "

But the introduction of permanent crisis management at the enterprise is largely the result of poor "effective management". But there are a number of reasons that do not directly depend on the leadership. It is precisely on them that you should pay great attention and prevent the development of the crisis at the earliest stages, if it does affect the enterprise. If "crisis" is translated from Greek as "disease", then the most effective method for protecting the "health" of an enterprise will be the use of special methods for forecasting a crisis long before its immediate threat.

The basic principles of enterprise management in a crisis are as follows.

Early diagnosis of crisis phenomena in financial activities enterprises. Proceeding from the fact that a crisis at an enterprise is a threat to its very existence, early diagnosis becomes a priority. The sooner a crisis or the possibility of its occurrence is detected, the sooner measures can be taken to prevent it.

The urgency of responding to crisis phenomena... Each such phenomenon has been constantly growing like a cancerous tumor since its inception, affecting an increasing part of the enterprise, therefore, in the early stages of its development, the company will have great opportunities to destroy it.

Adequacy of response to the degree of threat to financial equilibrium. Almost always, when neutralizing crisis processes, an enterprise invests its financial resources in this. In this case, the amount of funds invested or costs must correspond to the level of threat. Otherwise, it will not be possible to neutralize the process if insufficient measures were taken, or the enterprise will incur excessive losses if more funds were invested than necessary.

Full implementation of the internal capabilities of the enterprise to overcome the crisis. In other words, in the fight against the crisis, you need to rely only on your own strength, there are no other allies.

Factors influencing the enterprise crisis.

The crisis at the enterprise occurs due to the inconsistency of its parameters with various factors environment... These factors can be divided into two large groups: external, i.e. not dependent on the activities of the enterprise, and internal, having a direct dependence on its activities.

External factors can be classified into the following categories:

1.social and economic factors of the general development of the country

Inflation growth;

Instability of the tax system;

Instability of regulatory legislation;

Decrease in the level of income of the population;

Rising unemployment.

2.other external factors

Political instability;

Natural disasters;

Deterioration of the crime situation.

Internal factors of the crisis:

1. managerial:

High level of commercial risk;

Insufficient knowledge of market conditions;

Ineffective financial management

Poor management of production costs;

Lack of flexibility in management;

Insufficient quality system accounting and reporting.

2.production:

Lack of unity of the enterprise as a property complex;

Outdated and worn out fixed assets;

Low labor productivity;

High energy consumption;

Congestion with social facilities.

3.Market:

Low competitiveness of products;

Dependence on a limited range of suppliers and buyers.

Of course, all of the above factors can cause a crisis in an enterprise, but the main influence is often provided by management. It is the ineffectiveness of management that should be attributed to the reason for the ineffective activity of enterprises in market conditions. This is due to the fact that many enterprises do not have a development strategy and are focused on short-term goals, as well as low qualifications of managers. The low responsibility of managers to the owners for the decisions made and for their results also plays a role. An enterprise manager must be educated in the financial field, have organizational skills and be subject to legal regulations that make him responsible for the activities of the enterprise.

The main directions of the enterprise's work during the crisis.

In a crisis, the policy of the enterprise should include the following main directions: financial analysis, production analysis, personnel selection. After a comprehensive analysis, a plan for the further development of the enterprise is drawn up, which reveals ways to solve all the identified problems.

The financial condition is characterized by several indicators reflecting the availability, placement and use of financial resources by the enterprise. Since any transactions with material assets and labor resources are always accompanied by the expenditure of funds, the analysis of the financial condition of an enterprise reveals all aspects of its activities and is the most important characteristic of its activities, also determining its competitiveness.

Financial analysis includes the following:

The structure of assets and liabilities;

Property analysis;

Express analysis of the financial condition;

Asset liquidity;

Financial stability;

Analysis of business activity, as well as the turnover of enterprise funds;

Return on equity and sales;

Financial leverage effect;

Production Leverage Effect.

When analyzing these sections, economic and financial indicators are compared for several quarters or years, i.e. their change over time is investigated, the growth rates of indicators for the last period are calculated.

Besides financial analysis the entire production cycle is also being investigated. At the same time, while analyzing the production of products, it is also necessary to investigate the condition of the equipment, its manufacturer's technology, wear, quality of service, potential improvement opportunities. Then it is necessary to analyze the issues related only to the use of the equipment. These are the types of raw materials used at the enterprise, and the state of warehouses, real estate, accounting and reporting, management organization, etc.

One of the most important issues today is personnel. It often happens that almost the entire staff does not have the necessary qualifications required at the present stage. This also includes the work on the study of counterparties, prices for raw materials and equipment, the possibility of their uninterrupted supply, payment delays, the willingness of suppliers to work in the future. Another important issue is the study of issues on the supply of energy to the enterprise.

After such a detailed analysis of the company's activities has been carried out, it is necessary to draw up a plan or program to bring the company out of the crisis. But in order to make it easier for yourself to work on this analysis during a crisis, such an analysis of the activities of the enterprise must be carried out on a quarterly basis. In other words, constantly conduct a complete analysis of all activities of the entire enterprise. Then, in the event of a crisis, the director will have a detailed statement of all the internal affairs of the company. In addition, in the face of a lack of time during a crisis, there will be no need to waste it.

The plan must necessarily include the factors, the action of which led to the crisis, it is they who will need to be neutralized in the first place. It also includes a set of measures to further bring the enterprise out of the crisis. This is where the difference between management in a normal mode and management in a crisis begins. If, under normal conditions, the long-term goals are the development of the enterprise, and in the short-term profit maximization, then in crisis conditions, the long-term goal is to restore financial stabilization, and short-term money saving or maximization. All measures for managing a company in a crisis should be aimed "at mobilizing the internal resources of the debtor enterprise, introducing the most severe internal control and accounting, especially for cash flows."

Cash flows are actually money and equivalent funds, since now about two-thirds of all transactions are carried out by offset transactions and barter. In principle, the availability of funds or their absence is the main indicator of the state of the enterprise. Equivalent to money means the amount of coverage of the needs of the enterprise in cash for a certain period by any non-monetary types of other resources of the enterprise.

The first step towards stabilizing the financial situation in a crisis is the restoration of solvency, then financial stability. And the establishment of financial balance for a long period. At the same time, the elimination of insolvency is achieved by tough measures that are never applied in normal conditions. First of all, it is the sale of the company's assets. The least important first, and then directly related to the production cycle. This serves to meet the current financial need, i.e. the amount of debts required at a certain time and interest on them. It is covered by cash and offsetting and barter transactions acceptable to creditors.

Although the insolvency of an enterprise can be eliminated within a short period of time, the reasons that led to it may remain. Therefore, it is necessary to restore the financial stability of the enterprise. The first step on this path is the elimination of unprofitable industries, except for those cases when this will lead to the shutdown of the entire enterprise. True, sometimes it is impossible to liquidate any production, since there are no funds for this, and its sale is a rather lengthy procedure. At a large enterprise, it is also possible to remove certain industries from its structure by creating subsidiaries. At the same time, financing of newly created enterprises is terminated, which stimulates the entrepreneurial activity of the latter and contributes to an increase in the profitability of production and competitiveness.

Reducing the current financial need can also be an effective method. This can be achieved by restructuring the company's debts. You can also use the sale of debts to the company for this. Since the long-term debt obligations of an enterprise in crisis conditions lose their value for it with the prospect of bankruptcy, they can be sold at a certain discount in order to get at least something on them.

Another step to restore financial stability is to reduce the number of staff. But this must be done carefully, since an excessive reduction in staff can lead to the fact that the remaining employees will have a sharp increase in the volume of duties and this will cause discontent among them and a decrease in labor motivation, because their salaries will remain the same. A decrease in any benefits will also lead to a drop in interest in the quality performance of their duties. At the same time, a decrease in wages, but with the condition of its regular payment, can significantly reduce such risks.

Under normal conditions, or in the event that the possibility of a crisis in the future is identified, it is necessary to increase the interest of personnel in the quality performance of their duties. D. Denisova's article "The Seller of Happiness" presents a kind of three-step pyramid of increasing the employees' interest in quality work. "Motivating employees means giving them the opportunity to realize their life values \u200b\u200bwhile working for the good of the company." The first step of the pyramid is money itself. Big pay is not always a sufficient incentive. Any employee quickly gets used to it and ceases to perceive it as a sufficient reward for their work. This is where the bonus reward system comes in handy. But you cannot pay premiums regularly, then they begin to be perceived as part of the salary. Bonuses are best used as an alternative to fines, i.e. good work is rewarded, not bad work punished. For example, a bonus for constantly arriving at work on time, for a certain time of work without errors, etc. The second stage of the pyramid is intangible incentives for employees for good work... As an example, the author of the article cites the company "Mirantis", which introduced a system called "Cafeteria". After the end of a certain period, according to a special report card, each employee is assigned a certain number of points, for which he can choose something from the list of offered benefits: paying for a mobile phone, going to the gym, insurance, etc. This program can be modified to eliminate certain shortcomings that arise in an individual enterprise, but the general essence remains the same. The third stage of the pyramid: increasing the employee's interest in high-quality work, independent of money. This can be the realization of any of his qualities that do not directly affect the performance of his duties, the creation of a favorable working atmosphere at the enterprise, the improvement of the qualifications of employees at the expense of the company will also significantly improve the quality of work.

The main task of managing an enterprise in a crisis is its rehabilitation. Therefore, ensuring financial balance in the long run is a very important task. The main task here is to perform the following tasks: increasing the competitive advantages of products, increasing the monetary component in calculations, increasing the turnover of assets. First of all, you need to pay attention to the marketing program. In other words, already in a crisis, find out how to make products more attractive to consumers. By transforming manufactured products into more salable goods, the company will secure a higher income. As a consequence, the cash flow will increase. The last in this chain will naturally be the increase in the rate of turnover. If there is demand, then there must be supply.

If all the measures to bring the enterprise out of the crisis have failed, then the logical end of the enterprise's crisis and its very existence comes: the enterprise is liquidated.

The definition of bankruptcy is enshrined in Art. 2. Federal law No. 127-FZ "On insolvency (bankruptcy)": "recognized by the arbitration court inability of the debtor to fully satisfy the claims of creditors for monetary obligations, for the payment of severance benefits and (or) for remuneration of persons who labor contract, and (or) fulfill the obligation to pay mandatory payments. "Article 65 of the Civil Code of the Russian Federation states that the recognition of a legal entity by a court as bankrupt entails its liquidation.

conclusions

Almost 25 years ago, our country moved to a market economy with all its pluses and minuses. Over the past time, it has become clear that we are on the right path, but this path is long and thorny.

The market cannot be an end in itself. Society needs not just a market, but a highly efficient socially oriented economy, receptive to innovation and scientific and technological innovation, capable high level and the quality of life for all segments of the population. This is precisely what is now the goal of all reforms in Russia.

Achievement of this goal, on the one hand, was significantly complicated by the August 1998 crisis, and the global crisis of 2008 was not spared either (it is believed that the current global crisis is just a consequence of the unresolved problems of 2008). But, on the other hand, after them, many enterprises were able to significantly improve their products, increase their competitiveness. Companies that successfully compete with foreign firms have appeared. They exist in times of troubles. This forces many to prepare in advance for it in order to reduce possible losses.

The work of an enterprise in a crisis or in the presence of its threat is much more difficult than in normal conditions. It imposes great responsibility on the management of the enterprise, requires high qualifications of all personnel.

The transition of the Russian economy from a planned to a market economy has shown that the latter is preferable for the consumer. After all, all the products that were produced by domestic enterprises immediately after the collapse of the USSR did not find demand from consumers who preferred imported goods. After several years, our manufacturers began to compete with foreign ones, moreover, they were able to pull the country out of a serious crisis. In fact, the crisis became the impetus that our economy needed to start development.

The history of economic crises clearly proves that the market alone will not solve all the problems facing the country. The crisis is pushing enterprises to improve management and production.

This is the main feature of the market economy: it destroys all the sick within itself, leaving only healthy viable enterprises capable of developing and producing what is really in demand. The life of an enterprise in a crisis is a struggle for this very life.

Literature

2. Directory of the crisis manager. / ed. prof. Utkina E.A. - M .: EKMOS, 1999.

3. D. Denisova. "Seller of Happiness" // "Expert", №34, 2003. p. 39.

Batkovsky M.A.,
c. e. n.,
manager of LLC "Sargon-N"

Bulava I.K.,
c. e. n.,
Associate Professor of the Department of Financial Management

Mingaliev K.N.,
c. e. n.,
deputy head of the department
"Financial management"
Financial Academy under the Government of the Russian Federation

An enterprise in a state of crisis faces three main problems: a shortage of funds and low solvency. As a result, the enterprise has debts to the budget, personnel, creditors, and external borrowings are constantly growing. The main indicators for assessing solvency are liquidity ratios; insufficient satisfaction of the interests of the owners, which manifests itself in a decrease in the profitability of the company's equity capital. The declining return on the capital invested in the enterprise is evidenced by the fall in the values \u200b\u200bof profitability indicators; a decrease in the financial independence of the enterprise, which manifests itself in difficulties with the repayment of future obligations of the enterprise due to the growth of its financial dependence on creditors.

The set of factors that can lead an enterprise to a financial crisis can be divided into two main groups: external in relation to it (it is not able to influence these factors); internal (they arise as a result of the activities of the enterprise itself). They are usually based on miscalculations in the analysis of the market, production, efficiency capital investments, personnel policy (Fig. 1).

To neutralize the influence of undesirable influences of these external and internal factors, it is necessary to assess the financial condition of the enterprise. The basis of various methods of this assessment is currently the determination of a large number of often unrelated indicators.

The differences between the methods come down to the peculiarities of calculating one or another indicator. Without taking into account the basic laws of the enterprise economy, a set of multidirectional indicators turns into useless information.

At the same time, the analysis based on interrelationships allows you to successfully carry out high-quality diagnostics of the financial condition of the enterprise and management decisions for the financial recovery of the enterprise. For example, if the enterprise has no problems with the sale of products, and its financial situation deteriorates, then it is necessary to analyze the state working capital... If they are small, then the indicated trend is associated with a long production cycle. In this case, it is necessary to identify the weak links of this cycle. Such a link can be, for example, the duration of payment for released goods. Then the reasons for the deterioration of the financial position of the enterprise are most likely associated with its pricing policy. Therefore, it is necessary to adjust the terms of contracts for the sale of the products it creates.

High prices for products may be the result of rising production costs. Then it is necessary to analyze the dynamics of changes in production costs and the reasons for the increase in costs. With a sufficiently high turnover of funds financial difficulties enterprises may be the result of low profitability of the goods produced (services provided). If the volume of sales of the company's products decreases, then difficulties arise with its implementation. In such a situation, the enterprise needs to clarify the volume of stocks of finished unsold products, their consumer properties, as well as the pricing policy and the system for selling goods.

Problems with solvency, financial independence, profitability arise for an enterprise even when it does not earn enough money or irrationally disposes of the results of its activities. With limited demand for the company's products, it is necessary to master the release of new types of products or to reduce production assets. The first option will increase sales volumes, but this will require additional investment. Reducing production assets can increase profits by reducing fixed costs.

When the sale of the company's products is well organized, and its profit is low, then the reason for this may be high costs for raw materials and semi-finished products. In this case, it is necessary to look for suppliers offering prices that are acceptable for the enterprise. The reason for the high costs may be the company's own activities, for example, high costs for lighting, heating and other needs.

Sometimes, to reduce these costs, it is required to reduce the underutilized production assets of the enterprise, because they require too much maintenance and repair costs.

The profit of the enterprise, even after taxes, remains at its disposal not in full, as part of it is spent on paying off fines and penalties. Therefore, the reduction of non-production costs can become a source of funds for the financial recovery of the enterprise. The large volume of work in progress, stocks and finished goods indicates that the production plans of the enterprise are formed without justifying sales volumes.

Aligning production plans and plans for their implementation also contributes to the financial recovery of the enterprise. Disruption of the production process leads to the fact that funds are in the stage of work in progress for a long time. In this case, it is necessary to ensure uninterrupted supplies of raw materials and components, which will also help to improve the financial condition of the enterprise.

Taking into account the considered, as well as many other regularities of the enterprise's economy, makes it possible to increase the efficiency of the financial recovery of the enterprise, which is considered the most important element of anti-crisis management. The management of the financial recovery of an enterprise is an impact on its activities aimed at preventing a crisis, and in case of its occurrence - localizing possible consequences and stabilizing its current financial condition. It should be aimed at achieving goals: defining current tasks; temporary organization of the enterprise; expedient use of all resources of the enterprise; minimizing the binding of working capital; creating conditions for the development of the enterprise. Operational management of the financial recovery of an enterprise is considered as management in the short term, therefore, when implementing its activities, the main attention should be paid to the management of current assets.

The basis for the operational management of the financial recovery of an enterprise is the development and implementation of control actions that regulate its financial activities. Due to the limited amount of resources at the disposal of the enterprise, the need constantly arises for their prompt redistribution to the most important areas of its activities. The criterion for the redistribution of resources is the expediency of their use.

In the process of operational management of purchases, first of all, the tasks of providing the enterprise with materials, equipment, tools, that is, everything necessary for the production of products, must be solved. At the same time, it is also necessary to take into account the costs of maintaining the functional state of office buildings, workshops and providing everything necessary for the process of functioning of the administrative apparatus. Procurement management in a crisis enterprise should ensure a reduction in the stock of used resources and an increase in the return on them.

Therefore, when implementing operational procurement management, it is necessary to analyze where, when and in what volumes the resources of a crisis enterprise are spent; predict the need for resources; ensure the highest possible level of return from their use.

Operational management of accounts receivable is to manage the debts of consumers of the company's products. To increase the inflow of funds, the enterprise needs to optimize its contractual relations with counterparties using prepayment, partial prepayment (it combines prepayment and sale of goods on credit), transfer for sale, issuing an intermediate invoice for long-term contracts, a bank guarantee and the use of flexible prices.

For operational management financial investments it is advisable for enterprises to form one or more investment portfolios. Usually there are two main ways of organizing management of the investment portfolio of a crisis enterprise. The first is the independent performance of all portfolio management functions by the enterprise. The second is the transfer of most of the functions of managing it to another legal entity in the form of a trust. The investment activity of an enterprise is determined, first of all, by the amount of funds that it can place.

In our opinion, the possibility of financial recovery of an enterprise is influenced by the following main factors: organization of production; production costs of products; labor productivity; resource efficiency; production specialization; organizational structure of management; control mechanism; frames.

There are four main elements of the operational management system for the financial recovery of an enterprise: management based on control over performance; extrapolation-based management; management based on predicting changes and responding to them; management on the basis of emergency decisions, when tasks arise rapidly and cannot be seen in time. On the basis of measures for the operational management of the financial recovery of the enterprise, a comprehensive anti-crisis management program should be developed, including measures for the extrajudicial financial recovery of the enterprise to bring it out of the crisis. The main activities of this program are designed not only to stabilize the financial condition of the enterprise, but also to increase the efficiency of its activities.

A necessary condition for the successful management of a crisis enterprise is the analysis of its activities. To manage the financial recovery of an enterprise, techniques should be used to stabilize its financial position. These techniques include, first of all, the formation of a loan portfolio, determination of the debt importance ratio, assessment of the quality of the financial condition of the enterprise.

As a rule, a company tries to diversify its financial sources using all possible options for raising funds. Therefore, the company forms a loan portfolio, which is a set of funds raised in the financial market. All borrowed funds should be considered as loans to the enterprise - both received from credit institutions and in the form of deferrals in payments to the budget and off-budget funds, advances from suppliers, even if they are issued for a long period and without interest for their use. To analyze the loan portfolio of a crisis enterprise, you can use several quantitative indicators: the amount of the loan; number of days until loan repayment; the rate of the fine for late loan repayment. Using the indicators used in the analysis of the loan portfolio, it is possible to determine the debt importance ratio ( TOIMPORTANT) - an integral indicator calculated by the values \u200b\u200bof the characteristics of the components of the loan portfolio. Using TOIMPORTANT allows you to arrange all loans in order of importance and control their repayment. Importance factor i-th debt ( TOIMPORTANT i) can be calculated using the multiplicative model:

where AiIs a row vector consisting of the weights of the corresponding values \u200b\u200bof the indicators i-th loan;
Xi- a column vector consisting of the values \u200b\u200bof the corresponding indicators iloan.

The weight of the indicators is calculated depending on which of them is given more importance and how this indicator affects the importance of debt. If the influence is directly proportional, then the weight is more than one, if the influence is inversely proportional, then the weight is less than one.

When assessing the financial condition of an enterprise, it is necessary to draw a conclusion about its financial solvency or insolvency. For these purposes, it is necessary to use the indicator "quality of financial condition" at the time of analysis.

Determination of the quality of the financial condition of the enterprise can be carried out according to the criteria given in table. one.

If signs of insolvency are revealed, then it is necessary to apply anti-crisis measures. The process of bringing an enterprise out of the crisis is a set of financial recovery measures that ensure a gradual improvement in the quality of the financial condition of the enterprise and its transfer from the category of crisis to the category of wealthy. This is achieved during the implementation of the process of financial recovery of the enterprise, which consists of several stages:
- analysis of the financial condition of the enterprise (identifying the causes of the crisis);
- financial stabilization of the enterprise in crisis (tightening the financial policy of the enterprise);
- analysis of the possibilities of financial recovery;
- development of programs for the financial recovery of the enterprise;
- taking the enterprise out of the crisis state (improving its financial condition and bringing the enterprise to its solvency).

The exit of the enterprise from the financial crisis is, first of all, in the elimination of the causes that contribute to its occurrence. The planning of this process can be divided into two main stages: the development of an anti-crisis strategy for the enterprise (anti-crisis strategic planning) and the determination of the tactics for implementing the chosen strategy (operational planning). Strategic planning of the financial recovery of the enterprise allows to reduce the influence of factors of uncertainty and variability of the external environment of the enterprise. It concentrates the efforts of the enterprise on the main tasks of getting out of the financial crisis with less losses. Operational measures that ensure the exit of the enterprise from the financial crisis are subdivided into defensive (cost cutting, closing departments, reducing production and sales, reducing personnel) and offensive (active marketing research, increasing product prices, modernizing production, improving management).

The essence of operational measures to get the enterprise out of the financial crisis is to reduce current losses, use internal reserves and obtain the necessary loans.

Operational planning of the financial recovery of the enterprise should be carried out within the framework of the chosen anti-crisis strategy. With the help of operational plans for financial recovery, the resources of the enterprise should be allocated to achieve the strategic goals facing it. The implementation of operational measures for financial recovery that are not related to strategic goals can lead to a short-term improvement in the financial situation of the enterprise, but will not eliminate the causes of the crisis.

Strategic planning of financial recovery begins with the definition of long-term goals of the enterprise. The next stage of strategic planning is the analysis of external and internal reasons for the deterioration of the financial position of the enterprise. The choice of a financial recovery strategy depends on the complexity of the analysis of the financial condition of the enterprise. At this stage, it is necessary to investigate the external and internal environment of the enterprise and assess its real financial position. At the next stage of strategic planning of financial recovery, it is necessary to analyze the long-term goals of the enterprise and identify strategic alternatives for the enterprise to overcome the financial crisis. As a result of their analysis, one of the alternative strategies for the exit of the enterprise from the financial crisis is determined. Analysis of the possibilities of this exit is associated with the forecast of its financial condition.

The determination of the prospects for improving the financial condition of the enterprise should be carried out taking into account the options for its further work: maintaining the existing development trends internal environment enterprises; minor adjustments to the financial policy of the enterprise without using significant external sources of financing; likely changes in its external environment; implementation of investment projects of various types. The forecast based on the current trends in the internal environment of the enterprise can be short-term and medium-term. He must show the dangers of the prevailing trends in the activities of the enterprise. The forecast of the external environment of the enterprise should determine: the dynamics of macroeconomic parameters affecting it; planned government taxation measures; the predictable strategy of competitors.

Analysis of the methods of forecasting the financial condition of the enterprise shows that the overwhelming majority of them allow determining only the current financial condition of the enterprise and, at best, the probability of its recovery from the crisis.

As a rule, they do not consider the issues of bringing a crisis enterprise onto the trajectory of sustainable development. At the same time, when solving this problem, it is necessary, from our point of view, taking into account external trends and the development potential of the enterprise, to determine the possibility of its financial recovery through the use of available resources. This requires assessing the expected efficiency of assets based on the current dynamics of the balance sheet items of the asset and liability or on the basis of expert estimates, as well as determine the development potential of the enterprise and the dynamics of the market price of its shares based on comparing the expected efficiency of assets with the expected value of liabilities. If the financial recovery of the enterprise while solving the specified problems is impossible, then it is necessary to develop a recovery strategy, including partial or complete re-profiling of production.

To implement this strategy, it is necessary to develop business plans for the financial recovery of the enterprise, taking into account the costs of their implementation. The purpose of their formation is to determine the main directions of the financial activity of the enterprise and to assess its expected efficiency. Business plans for financial recovery serve as guidelines for choosing investment objects and the basis for the development of various planning documents: production plans, schedules.

Literature
1. Kryzhanovsky V.G., Lapenkov V.I., Luther V.I.Anti-crisis management: Textbook. manual for tech. universities. - M .: Prior, 1998.
2. Batkovsky M.A., Balychev S.Yu., Khrustalev Yu.E.Financial recovery and development of the enterprise. - M .: Giprostroymost, 2003.
3. A.V. GrachevAnalysis and management financial stability enterprises. - M .: Finpress, 2002.
4. Mingaliev K.N.Financial management: Electronic textbook. - M .: Financial Academy under the Government of the Russian Federation, 2005.
5. Kovalev V.V.Financial management: theory and practice. - 2nd ed., Revised, add. - M .: TK "Welby", Prospect, 2008.
6. Bozhko V.P., Bulava I.V., Mingaliev K.N.Development strategy of Russian enterprises in the modern period: theory and methodology. - M .: MESI, 2009.
7. Mingaliev K.N., Garin A.V., Vdovtsov A.A.Internal mechanisms of financial recovery of the enterprise, used to enhance its innovative activities // Innovative development of the Russian economy: Materials of an international scientific conference. - M .: MESI, 2008.
8. Batkovsky M.A., Bulava I.V., Mingaliev K.N.Economic and mathematical tools for the financial recovery of Russian enterprises in the context of globalization and the global financial crisis. - M .: MESI, 2009.

See also on this topic.

Autumn 2008 was not the best period for the country's construction complex. A difficult stage has come, which will test companies for their resilience to shocks and the ability to work not only in a rapidly growing market, but also in conditions of falling demand. In this regard, of practical interest are the measures taken by domestic manufacturers to preserve business during the crisis and overcome its consequences. As the experience of a number of companies shows, even in difficult economic conditions it is possible further developmentif anti-crisis measures are taken in time.

1. Optimize costs

First of all, you should think about reducing non-production costs, in particular, current administrative costs. “We have revised the amount of compensation paid to employees for mobile communications and the use of personal cars, travel and entertainment expenses,” says Kristina Ignatovich, HR Director of Renova-StroyGroup.

A significant proportion of companies' operating costs are associated with office leases. Here, a possible solution may be to move to a smaller area or to unite the sprawling administrative structures under one roof. “St. Petersburg is located not far from Moscow, so we decided to move the preparation of projects to the capital. It is more profitable than maintaining a separate office, ”Natalya Konovalova, head of the PIK Group's press service, explained the closing of the Na Neve office.

In many cases, it is advisable to transfer some of the employees to the remote work mode. For example, planners, designers, IT-personnel, accounting and some other categories of employees can come to the office only as needed.

2. Improve efficiency

Forced downtime gives you time to understand in more detail the processes taking place within the organization and increase labor productivity. Right now it is possible, for example, to test enterprise management automation systems, to improve the quality of relationships with customers, to optimize accounting, financial, logistic and other processes.

Perhaps it makes sense to reconsider the priorities in the work of the company's divisions. “In the conditions of the crisis, the tasks facing the managers of the wholesale direction have changed: now they must engage in active sales, devote more time to finding new partners. Thanks to this, we are not yet seeing a significant drop in sales, ”says Elena Smirnova, General Director of Stroykomplekt, a manufacturer of building and finishing materials.

3. Raise the quality level

Today, when the volume of construction has decreased, more attention should be paid to its quality. “Projects that have not yet been launched into production will be carefully finalized in a calm atmosphere. Now there is no need to rush and force events, as it was during the period of market growth. This is a very convenient moment for stable industry participants to analyze and correct past mistakes, improve the quality of future proposals, "says Vyacheslav Semenenko, board member of the development company Setl Group.

Today you can focus on design and pre-design work, deal with approvals, in other words, all those for which there was not enough time before. In the future, this will bear fruit and will allow reaching a different level of quality and production volume.

4. Support partners

Difficulties, including economic ones, are always easier to overcome together. Therefore, many companies are expanding today partnership programsthus providing a stable sales market for their products.

For example, PROPLEX Group of Companies, one of the founders russian market PVC profiles, carries out a comprehensive support program for partners. “We help our processors to establish and optimize the production and sale of products, to develop an effective advertising strategy, train staff, assist in preparation for tenders. In addition, we guarantee a stable assortment and adherence to delivery times for all contracts, which is especially important in times of crisis, ”says Rafik Alekperov, head of customer service.

Obviously, such a strategy will allow the manufacturer to maintain a customer base and minimize inevitable losses.

5. Participate in tenders

The shift in emphasis from commercial to state building entails the need for a more attentive attitude towards the issue of participation in tenders. It is necessary to carefully study the mechanism for carrying out such procedures, as well as existing regulatory documents. A great help in this direction can be the help of manufacturers, which was already mentioned above.

“We developed a special support program for processing partners of the PROPLEX Group of Companies participating in tenders back in September 2008, and today it has proven its effectiveness,” Rafik Alekperov notes. - According to the feedback from the program participants, cost optimization in some cases can reduce the cost of production by up to 15%. This happens due to receiving additional discounts, as well as increasing the efficiency of the production process in accordance with the recommendations of our specialists. "

6. Expand the field of activity

It is important not only to master new options for attracting customers, but also new areas of activity. So, some construction companies that previously worked in the market of high-rise construction are successfully mastering low-rise construction today.

“Low-rise construction projects are more liquid amid the crisis. There is no risk of "unfinished" in a low-rise building. Villages can be put into operation in separate stages, when some of the houses are still under construction, ”says Elena Nikolaeva, President of the National Agency for Low-Rise and Cottage Construction (NAMIKS).

7. Don't give up barter

The liquidity crisis is forcing not only to look for new niches, but also again to turn to well-proven methods. For example, the construction company Pervaya General Contractor said that instead of money, it was ready to accept cars, equipment, materials, and foodstuffs from customers as payment. “Paying with products is easier than with money. Firstly, it is saving on loans, time of obtaining them and interest. Secondly, we enable the customer to reduce implementation costs and increase sales. Thus, acting on a barter scheme, the client saves twice. We get our orders, ”says Dmitry Smorodin, CEO of the company.

Barter may not be an ideal form of settlement, but as a temporary working tool, it is quite suitable for many enterprises.

8. Participate in the creation of SRO

While talking about the crisis, another important topic for all builders faded into the background - the issue of transition from licensing to self-regulation. Meanwhile, the need to create an SRO not only did not disappear, but became even more obvious. For example, these very structures could organize common barter platforms for all market participants, develop new financing and pricing mechanisms, and solve many other issues. In addition, SROs will reduce the administrative burden on business, in particular, simplify the procedure for issuing the necessary documentation for construction.

Thus, the lull at construction sites should also be used to intensify work on the creation of SROs in different regions of the country.

9. Protect footage

In recent years, much has been said about the chronic shortage of personnel in the construction industry. Nevertheless, many companies met the onset of the crisis with massive layoffs. It is possible that some optimization of the staff is necessary, but specialists should not be thoughtlessly scattered about.

“In construction, there is a colossal shortage of smart, experienced people - builders, engineers, managers. The crisis can affect the fate of companies in different ways: some will cease to exist, while others will acquire freed specialists and will only benefit from this, ”says Yuri Pogiba, General Director of the Slavyane construction company.

Reducing costs by reducing experienced staff is the easiest way. However, this is an extremely short-sighted step for a company that is going to work in the future, and not spend all the time looking for personnel. It is unlikely that it will be possible to return the lost personnel in the future: more perspicacious business colleagues will not miss the opportunity to hire professionals who have been left without work on favorable terms.

10. Look for original solutions

Cost optimization, efficiency and quality improvement, partner support, expansion of the scope of activities, industry integration, competent personnel policy - all this will help to get through difficult times with the least losses.

Perhaps many important points were left without attention: the question is too voluminous to draw a line. In addition, each leader probably has his own vision of the problem and his own recipes for solving it. Someone will acquire land and construction materials that have fallen sharply in price, others will get rid of non-core assets; the third will find new partners, the fourth will decide to create a new business. You should not be afraid of non-standard solutions, because it is with them that real success always begins.

So, the most important thing today is not to freeze your activities completely, otherwise there is a risk not to “thaw out” again. Of course, building houses today is difficult, but it's time to make long-term plans. Not a single crisis has ended with an economic void: the renewed markets of the future belong to those who will not be afraid of difficulties and will consistently move forward.

Material prepared by the press service of the PROPLEX Group of Companies