Introduction

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

1.1 The essence of anti-crisis risk management.

1.2 Types of anti-crisis strategies.

2. Basic methods of crisis management.

2.1 Reengineering as a method of crisis management.

2.2 Restructuring as a tool for crisis management.

Conclusion.

References.

Discipline: crisis management.

Topic: "Crisis management strategies"

INTRODUCTION

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

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

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

Reengineering.

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

1. Risk management and types of anti-crisis strategies

1.1 The essence of anti-crisis risk management

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

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

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

3) making decisions to reduce or prevent identified risks;

4) formation and implementation of risk control procedures;

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

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

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

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

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

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

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

The organizational risk management process diagram includes the following components:

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

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

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

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

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

Types of risk management strategies organizations are:

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

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

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

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

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

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

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

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

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

Rice. 1. Classification of anti-crisis strategies

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

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

1) organizational changes;

2) financial strategies;

3) cost reduction;

4) reduction of assets;

5) creation of profit.

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

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

The characteristics of these strategies are as follows:

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

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

Introduction of an effective cash flow forecasting system;

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

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

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

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

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

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

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

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

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

4. Reduction of assets:

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

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

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

Improvement in the management control system;

Improved inventory management;

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

Intensifying sales efforts.

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

Turning strategies include:

1) changes in pricing;

2) reorientation to specific customers and specific products;

3) development of a new product;

4) rationalization of the product range;

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

What will be the reaction of competitors;

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

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

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

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

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

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

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

Realistically assess the company's expenses;

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

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

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

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

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

1. What is the scale of the disaster?

2. How to be prepared for any future?

3. How to improve profits and cash flows?

4. How to respond to strategic changes?

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

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

2. Basic methods of crisis management

2.1 Reengineering as a method of crisis management

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

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

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

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

Rice. 2. Process Improvement Options

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

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

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

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

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

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

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

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

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

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

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

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

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

Cases of application of reengineering are the following:

The organization is in a state of deep crisis;

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

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

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

Rice. 3. Basic principles of reengineering

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

2.2 Restructuring as a tool for crisis management

Restructuring- This:

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

Transformation of the organizational structure of organization management;

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

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

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

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

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

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

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

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

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

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

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

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

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

Rice. 4. Objects of change in the organization

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Production;

Functional;

Informational.

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

Capital restructuring;

Changing the organizational structure of the organization;

Change of control system, etc.

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

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

The most typical functions of restructuring are:

Development and development of new types of products;

Strengthening the competitive position;

Overcoming the crisis;

Restoring solvency;

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

The implementation of restructuring pursues the following goals.

Reaching break-even production volume and maximizing profits;

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

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

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

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

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

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

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

Optimization of the tax and financial planning system;

Facilitating access to external investment resources;

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

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

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

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

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

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

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

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

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

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

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

Effective restructuring requires the following prerequisites:

The organization must have a strategic development goal;

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

Risk of possible bankruptcy;

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

Possibility of corruption;

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

Control over cost levels using a management accounting system.

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

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

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

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

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

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

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

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

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

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

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

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

Preparing staff for restructuring and teaching them effective work methods.

New requirements for organizing work with personnel include:

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

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

Planning and implementing career development for promising employees.

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

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

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

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

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

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

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

Thus, the restructuring of the organization will ensure:

Stabilization of the financial and economic situation;

Individualization of tax and civil liability;

Increased labor productivity;

Reducing fixed production costs;

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

Increasing the investment attractiveness of the allocated business units;

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

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

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

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

Development of an enterprise development strategy;

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

Development of budgeting (according to international standards);

Development of personnel motivation systems;

Attracting credit financing;

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

Building precise relationships with product consumers;

Search for strategic buyers.

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

Conclusion

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

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

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Market forms of management in conditions of fierce competition lead to the insolvency of individual business entities or to their temporary insolvency. The above allows us to conclude that it is necessary to constantly carry out work on anti-crisis management.

Anti-crisis strategies are strategies that optimize a company's behavior in conditions of a downturn in the industry, a steady decline in key financial performance indicators 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 activities in order to protect the company from the threat of bankruptcy or a significant recession and create conditions for overcoming a crisis situation (Figure 8). Anti-crisis strategies are aimed at restoring the solvency and financial stability of the enterprise.

Figure 8. – Set of measures included in anti-crisis strategies

An anti-crisis strategy allows you to establish:

· how an enterprise can withstand changes in the external environment (which occur frequently, irregularly and practically unpredictable);

· with the help of what preliminary measures you can maintain your viability and achieve your goals.

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

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

Strategy is the principle of effective adaptation to environmental changes. External environmental conditions change quickly, so it is very important to receive prompt feedback from the outside world in the form of indicators that would characterize the future - for example, indicators of market share growth, increased customer satisfaction. After all, proactive action is much more effective than action to eliminate the consequences.

The development and implementation of anti-crisis strategic enterprise management are key problems in stabilizing the Russian economy. An anti-crisis management strategy makes it possible to recognize a crisis in time and, taking into account its peculiarity, reduce its severity. Depending on the nature and depth of the crisis, the following strategies may be the most important: · preventing a crisis; · preparing for the emergence of a crisis; · waiting for the moment when the crisis ripens, and the conditions for overcoming it will become more defined; · countering or slowing down the crisis; · stabilizing the current situation on the basis of available or attracted resources; · a calculated risk strategy; · a strategy for overcoming the crisis; · a strategy for eliminating the consequences of the crisis. These types of anti-crisis strategies can be associated with crises at the enterprise, i.e. to identify what types of crises can be overcome using one or another strategy and at what stage of the organization’s life cycle this is possible; for clarity, this material can be presented in the form of a table (Table 5). Table 5 – Relationship between anti-crisis strategy and types of crises

Continuation of table 5

The types of anti-crisis strategies listed above cannot operate at an enterprise in isolation from other development strategies, therefore it is necessary to identify within the framework of which strategies the development of the previously noted strategies takes place:

a) Anti-crisis marketing strategy

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

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

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

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

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

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

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

b) Anti-crisis personnel/management strategy

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

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

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

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

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

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

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

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

· Strategy for introducing new management methods. The struggle for markets forces us to reconsider the role of strategic planning, controlling and monitoring. Budgeting is returning on a qualitatively new basis, the management information base is being improved through the acquisition of ready-made databases and software products used in various aspects of activity (marketing, finance, production, personnel/management). If software products are compatible with each other, it will be possible to transform data from different document formats and departments.

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

c) Anti-crisis financial strategy

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

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

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

To improve the structure of current assets, it is necessary to collect overdue receivables (possible claims work, an appeal to an arbitration court to declare the debtor bankrupt, sale of debts, assignment of rights, etc.).

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

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

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

· The strategy for improving the accounting and cost control system is aimed at organizing a management accounting system in order to focus management's attention on identifying internal reserves, strategic and operational cost and profit management, and increasing competitiveness.

Particular attention is paid to the management of the cost structure in terms of variable and fixed costs, the strength of the production lever, the break-even level and marginal security (zone of financial strength). Optimization of accounting policies is closely related to improving financial, tax and management accounting, identifying the benefits of calculating limited costs (based on production and variable costs), increasing pricing flexibility and profit management.

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

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

Integration of marketing strategy with personnel/management strategy, financial strategy allows you to determine the strategic plan of the enterprise. For clarity, we present the list of proposed strategies in the form of a figure (Figure 9).

Figure 10 – Stages of developing an anti-crisis strategy for an enterprise

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

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

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

ü analysis of the macro environment, which can be divided into four sectors: political environment, economic environment, social environment, technological environment;

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

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

When studying the external environment, managers focus on identifying the threats and opportunities that the external environment poses. The SWOT analysis method is quite popular.

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

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

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

ü The effectiveness of the current strategy. We must try to determine, firstly, the place of the enterprise among its competitors; secondly, the boundaries of competition (market size); thirdly, the consumer groups that the enterprise targets; fourthly - functional strategies in the field of production, marketing, finance, and personnel. The assessment of each component gives a more clear picture of the strategy of an enterprise experiencing a crisis, and the assessment is carried out on the basis of quantitative indicators: the enterprise’s share in the market, market size, profit margin, loan size, sales volume (decreases or increases in relation to the market as a whole) and etc.

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

The strength of an enterprise is what it excels at: skills, experience, resources, achievements (advanced technology, better customer service, brand recognition, etc.).

Weakness is the absence of something important in the functioning of the company, something that it fails in comparison with others.

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

Market opportunities and threats also largely determine the anti-crisis strategy of an enterprise. To do this, all industry opportunities that can ensure the potential profitability of the enterprise and threats that negatively affect the enterprise are assessed. Opportunities and threats not only influence the state of the enterprise, but also indicate what strategic changes need to be made. A crisis strategy must take perspectives that match opportunities and provide protection against threats.

ü Competitiveness of prices and costs of the enterprise. The ratio of the prices and costs of the enterprise with the prices and costs of competitors must be known. In this case, strategic cost analysis is used using the “value chain” method.

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

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

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

· Strategic performance indicators of the enterprise

a) market share;

b) sales volume;

c) profit margin;

d) stock return;

e) other.

· Internal strengths and weaknesses, external threats and opportunities

Competitive variables

a) quality/characteristics of the product;

b) reputation/image;

c) production capabilities;

d) technological skills;

e) distribution network;

f) marketing;

g) financial situation;

h) costs compared to competitors;

i) other.

· Conclusions about the position of the enterprise in comparison with competitors

· Main strategic problems that must be solved by the enterprise

Without a clear formulation of the problems that caused the crisis in the enterprise, it is impossible to begin developing anti-crisis measures, which involves either introducing small changes to the enterprise strategy, or a complete revision of the strategy and the development of a new one.

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

A manager coordinating the policy of an enterprise that finds itself in a crisis situation must concentrate all the information obtained during the strategic analysis and decide whether the enterprise, within the framework of its previous mission, can overcome the crisis and achieve competitive advantages. A well-crafted mission that is easy to understand and believes in can be a powerful driver for strategy change and may include:

a) proclamation of beliefs and values;

b) the products or services that the enterprise will sell (or the customer needs that the enterprise will satisfy);

c) markets in which the enterprise will operate:

Ways to enter the market;

Technologies that the enterprise will use;

Growth and financing policies.

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

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

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

· owners of the enterprise;

· employees of the enterprise;

· buyers;

· business partners; society as a whole.

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

The third stage of anti-crisis strategic planning is the formulation of strategic alternatives for the enterprise’s exit from the economic crisis and the choice of strategy.

This ends the process of strategic planning and begins the process of determining tactics for implementing the chosen strategy (operational planning), and then the implementation of the anti-crisis strategy, evaluation and monitoring of results is carried out.

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

know

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

be able to

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

Concept and typology of anti-crisis strategies

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

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

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

Main elements of strategy are:

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

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

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

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

Rice. 3.1.

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

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

Corporate strategy includes solutions:

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

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

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

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

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

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

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

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

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

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

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

Growth strategies are characteristic of proactive crisis management.

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

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

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

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

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