Principles of anti-crisis management in small enterprises. Coursework enterprise management in a crisis Examples of anti-crisis enterprise management

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1.1. The emergence of crises in the organization

Organization is some relatively isolated structural link in the general economic system. The criteria for such separation are economic independence, organizational integrity (the existence of an internal and external environment), the presence of specialized information structures, the possibility of separating the overall result of work for the organization.

An organization can be considered a separate firm, enterprise, joint-stock company, bank, company (insurance, tourism, etc.), as well as structural units of the public administration system.

The following questions are very important in solving management problems: in what periods of development of an organization a crisis can arise in it and develop; to what extent the danger of a crisis is determined by a risky change in the organization itself and how this may be related to the development of the economic environment in which the organization in question operates.

Practice shows that crises reflect their own rhythms of development of each individual organization, which sometimes do not coincide with the rhythms of social development or the development of other organizations. Each organization has its own development potential and conditions for its implementation, while it obeys the laws of cyclical development of the entire socio-economic system. Therefore, the organization is constantly influenced by both external factors, determined by the impact of the general cycles of the economy, and internal, depending on their own cycles and crisis development. one

External factors characterize the economic environment in which the organization operates and on which it cannot but depend. If the economy is in a state of systemic crisis, this affects the functioning of an individual organization, and for each in different ways. It all depends on the type of property of the organization, the type of its activities and on the economic and professional potential. It should be borne in mind that each organization reacts differently to the ratio of internal and external factors affecting its state. So, when a systemic crisis occurs, a number of organizations are instantly destroyed, others with all their might resist crisis phenomena, still others find various opportunities to use the influence of external factors for their own benefit, maybe temporarily, in the chaos of general crisis phenomena. one

This can be explained by many reasons, among which there is an anti-crisis potential, professional management, increased economic activity, but at the same time one cannot discount the coincidence of circumstances and successful risky decisions.

However, a situation is also possible in which, even with a very favorable external economic environment, the organization enters a deep crisis. In this case, the reasons, most likely, can be internal factors of development - such as aging technology, ineffective organization of work, miscalculations in economic strategy, mistakes in making economic decisions, business and socio-psychological conflicts, low professionalism of personnel, unsuccessful marketing and many other. 2

To be able to launch crisis management programs in a timely manner, it is necessary to distinguish between the factors, symptoms and causes of the crisis.

Symptoms are manifested in indicators and, which is very important, in their trends, reflecting the functioning and development of the organization. So, the analysis of indicators of labor productivity, efficiency, capital productivity, power-to-weight ratio of production, financial condition, or such as staff turnover, discipline, job satisfaction, conflict, etc., can characterize the position of a production organization in relation to the onset of a crisis.

In this case, the magnitude and dynamics of indicators can be assessed both in relation to the established recommended value (tolerances of changes), and in relation to their values in successive intervals.

A symptom of a crisis development can be, for example, a discrepancy between indicators and regular ratios, or a sharp decrease in indicators at certain time intervals. However, the symptoms of a deterioration in the state of the organization do not always lead to its crisis. A symptom is only an external manifestation of the onset of the organization's "illness", but the causes of its occurrence lead to the "illness" itself - the crisis. It is the reasons that underlie the onset of symptoms, and then the factors that indicate the onset of a crisis.

Thus, the stages of the emergence of a crisis can be represented by the following chain: causes -> symptoms -> factors.

Crises should be assessed not only by their symptoms, but also by reasons and real factors.

The cause of the crisis is the events or phenomena due to which symptoms appear and then the factors of the crisis.

Crisis factor - an event or a fixed state of an object, or an established trend, indicating the onset of a crisis.

For example, in an organization, the reasons may be financial and economic miscalculations, the general state of the economy, low qualifications of personnel, shortcomings of the motivation system. Symptoms of the crisis are the appearance of the first signs of negative trends, the stability of these trends, business conflicts, an increase in financial problems and others, and then the factors of the crisis will be a decrease in product quality, violation of technological discipline, growth and large debt on loans, etc. 1

From the point of view of the impact on the organization, the causes of the crisis in it can be classified into external and internal. External factors determine the impact of the environment in which the organization exists, and the emergence of internal causes depends on the situation in the organization itself. External reasons are determined by the state of the economy, the activities of the state, the state of the industry to which the organization in question belongs, as well as the impact of the elements.

The problem of the emergence of crises in an organization should be approached from a systemic standpoint. Any organization is an integral system, it consists of interrelated elements, parts, components, etc. Moreover, the development of an organization, even with its quantitative growth, does not change the general characteristics of its integrity, unless, of course, its destruction occurs.

The system in the course of its life can be either in a stable or in an unstable state.

Distinguish between static and dynamic stability. Factors affecting the stability of the system can be external and internal. If sustainability is mainly dictated by external factors, then it is customary to call it external, if internal factors, then internal.

Under the conditions of centralized management of the economy, the stability of production and economic structures was achieved, as a rule, due to the influence of external control decisions, that is, any or almost any destabilization processes were extinguished from the outside. Moreover, the mechanisms for bringing the system to a stable or quasi-stable state could be very different: this is additional economic support, and replacement of the director, and adjustment of plans, and administrative reorganization of production, etc. ... one

This does not mean that the problem of sustainability did not exist. It simply moved to the sectoral, regional and state levels and was always tackled from above.

All the reforms carried out earlier concerned, first of all, higher levels, i.e. state (regional) and sectoral ones. It is enough to cite the facts of the organization of economic councils, the consolidation (unbundling) of ministries, the introduction of general management schemes. Nowadays, in a competitive environment, the problem of organizational sustainability is faced by every organization.

So, in order to recognize the crisis, it is necessary to detect the symptoms in a timely manner, identify the factors that indicate the possibility of a crisis, and identify its causes. The means of detecting the possibility of a crisis situation in the organization are intuition and experience, analysis and diagnosis of the state. They should be applied at all stages of the organization's existence, for a situation is possible in which it can enter a deep crisis at the peak of its development or in a very favorable external economic environment. one

1.2. Principles of anti-crisis financial management of an organization

From the standpoint of financial management, the possible onset of bankruptcy is a crisis state of the enterprise, in which it is unable to finance its economic activities.

The anti-crisis financial management system is based on certain principles that should be considered in detail.

Constant readiness for possible disruption of the financial balance of the organization. The financial equilibrium of an organization is highly variable over time. Its change at any stage of the economic development of an enterprise is determined by the reaction to changes in the external and internal conditions of its economic activity. A number of these conditions enhance the competitive position and market value of the organization. Others, on the contrary, cause crisis phenomena in its financial development. The objectivity of the manifestation of these conditions in dynamics determines the need for constant readiness of financial managers to a possible violation of the financial balance of the organization at any stage of its economic development.

Early diagnosis of crisis phenomena in the financial activities of the organization in order to timely use the possibilities of their neutralization.

Differentiation of indicators of crisis phenomena according to the degree of their danger for the financial development of an enterprise. Financial management uses an arsenal of indicators of its crisis development in the process of diagnosing the bankruptcy of an organization. These indicators record various aspects of the financial activity of an organization, the nature of which is ambiguous from the point of view of generating the threat of bankruptcy.In this regard, in the process of anti-crisis management of an organization, it is necessary, when developing measures to restore financial equilibrium, to take into account the indicators of crisis phenomena according to their degree of danger for the financial development of the organization.

The urgency of responding to individual crisis phenomena in the financial development of the organization. Each emerging crisis phenomenon not only tends to expand with each new business cycle of the organization, but also generates new accompanying financial crisis phenomena. Therefore, the sooner anti-crisis mechanisms are included for each diagnosed crisis phenomenon, the more opportunities the organization will have to restore the disturbed financial balance. Management at this stage can be aimed at the implementation of three fundamental goals, adequate to the scale of the crisis state of the organization 1:

- elimination of the organization's insolvency;

- restoration of the financial stability of the organization (ensuring its financial balance in the short term);

- changing the financial strategy in order to ensure sustainable economic growth of the organization (achieving its financial balance in the long term), self-financing.

Adequacy of the organization's response to the degree of real threat to its financial equilibrium. The system of mechanisms used to neutralize the threat of bankruptcy is overwhelmingly associated with financial costs or losses caused by a reduction in the volume of operating production activities, suspension of investment projects, etc. be adequate to this level. Otherwise, either the expected effect will not be achieved (if the action of the mechanisms is insufficient), or the organization will incur unreasonably high costs (if the action of the mechanism is excessive for a given level of threat of bankruptcy).

Full implementation of internal opportunities for the organization to get out of a financial crisis. In the fight against the threat of bankruptcy, especially in the early stages of its diagnosis, the organization must rely solely on internal financial capabilities. Experience shows that with normal marketing positions of the organization, the threat of bankruptcy can be completely neutralized by the internal mechanisms of anti-crisis financial management and within the financial capabilities of the organization. Only in this case can the organization avoid reorganization procedures, which are painful for it.

The choice of effective forms of reorganization of the organization. If the scale of the financial crisis of the enterprise does not allow to get out of it through the use of internal mechanisms and financial reserves, the organization is forced to resort to external assistance, which usually takes the form of its reorganization. The reorganization of the organization can be carried out both before and during the proceedings of the bankruptcy case.

In the general case, the policy of anti-crisis financial management consists in developing a system of methods for preliminary diagnostics of the threat of bankruptcy and “switching on” the mechanisms of financial recovery of the organization, ensuring its exit from the crisis state.

1.3. The essence of anti-crisis management and the choice of a firm's strategy in modern conditions

The axiom of entrepreneurial activity - for each project of an enterprise, a serious business plan must be developed, taking into account the prospects for the development of the firm's firms and the requirements of the market. It should be in the order of normal market activity with a combination of strategic and tactical elements of financial support for entrepreneurship, cash flow management and finding optimal solutions to costs and incomes and ensuring profit. The essence of the anti-crisis management of the enterprise is the ability of management to analyze and regulate the planning mechanism and profit distribution. The main problematic issue in a crisis situation of an enterprise is financing. one

In the conditions of deepening crisis phenomena, anti-crisis management of an enterprise takes a leading place in the system of state regulation of market relations at the federal, regional and local levels.

Overcoming the crisis and increasing production efficiency is possible by identifying the real owner of the assets of the enterprise, reforming insolvent enterprises and is a complex process of developing and implementing a set of measures of an economic, legal, organizational and technical nature. The use of New management methods and anti-crisis procedures is mandatory, as it is dictated by modern conditions.

Economic measures are most effective, as they allow you to prevent insolvency and bankruptcy with a timely analysis of the state of the enterprise and, in the future, see the deepening economic crisis at a successfully operating enterprise. And this is possible thanks to the use of a system of internal control of external audit, state financial control and over the expenditure of funds, distribution of profits, deviations from the indicators of the business plan, regulatory data, long-term planning and forecasting in the international market for capital, goods, raw materials and services.

A crisis phenomenon can be caused by mistakes and mismanagement. Moreover, the crisis is strongly associated with risk. Excluding it from the management decision will be an unexpected onset of the crisis, will create crisis situations.

Crises arise both in the course of the functioning of the enterprise and in the management of the development of the organization. They threaten the viability. The reasons for the development of the crisis can be different: objective, subjective, natural, associated with the level of scientific knowledge, imperfect management, conflicting interests and market needs.

Therefore, depending on the cause of the crisis and anti-crisis management, the consequences of the crisis can lead to drastic changes: to bankruptcy, reorganization, or a soft, long-term and consistent exit of the enterprise to higher indicators. Possibilities of anti-crisis management depend on the goal, the art of management of leaders, character, motivation, responsibility, external assistance from the state and municipal authorities, sometimes the decisive enthusiasm turns out to be, although its effect is short-lived. It is impossible to exclude from the anti-crisis management program national characteristics, cultural traditions, customs, as well as gross mistakes, lack of contact between leaders, selfish goals and other motivations. one

According to typology, crises can be partial, systemic, manageable, short-term and protracted, latent and local, random and regular, artificial and natural. Their consequences can be devastating. From an economic point of view, the classification of risks is also varied, these are frequent and speculative risks. Frequent risks are subdivided into natural, environmental, political, transport, property, production, trade and commercial.

The inability to manage crisis situations, untimely recognition of the causes and nature of the crisis and their consequences sometimes causes their protracted nature, turning them from lentant (hidden) crises into explicit crises.

The characteristics of the criteria for the economic crisis of the enterprise includes the real and the forthcoming. The real crisis is seen as determining the assessment of the situation, the choice and development of successful management decisions. But the danger of a crisis always exists, even when in reality it does not exist. It is important to know the signs of the onset of crisis situations and assess the possibilities of their resolution. If overcoming the crisis is a controlled process, then the success of management depends on the timely recognition of the signs of the phases of onset and stages of objective development. Monitoring anti-crisis development allows the management system to control processes, track trends according to certain criteria. The state plays an important role in anti-crisis management. Differentiating crises by typological affiliation, scale, problems, severity, area of development and possible consequences by state management organizations, the causes and possible consequences of global features that can destroy the branches of the national economy are highlighted. For example, the management of Aeroflot made a decision to replace the fleet with foreign-made aircraft - Boeing and others. The company's management explained its management decision by its high competitiveness, better quality characteristics, and the provision of soft loans. However, the analysis showed the possibility of a crisis in the development of the country's aviation industry. The forecast of the crisis was revealed on the basis of a special analysis of situations and trends. A decrease in the efficiency of aircraft production and their orders will lead to the decline of powerful factories, and will create an acuteness of the crisis. Reducing the production of domestic aircraft leads to a crisis. Therefore, recently, contracts have been concluded for the supply of large quantities of the latest aircraft, and a number of aircraft factories have received orders. This was one of the examples of painless resolution of the crisis, its elimination due to foresight, confident and timely participation of the state in anti-crisis management. Therefore, the interests of the company and the country as a whole clashed here. For the company, its commercial interests are obvious, since it was profitable to purchase aircraft abroad on favorable terms, abandoning domestic technology, although in quality it is not inferior to foreign ones. The development of the crisis reveals the imperfection of management, the lack of knowledge and the level of human development, the use of natural disasters, destruction in political and socio-economic crises.

In 90% of cases, failures of small commercial firms are associated with inexperience of managers, incompetence of managers, their abuse, ineffective management, making erroneous decisions and inability to adapt to market conditions. Even large firms are not immune to such failures. For example, a large firm "Hermes" hired incompetent managers on the staff, which led to the bankruptcy of the firm. The main reason for the failures of commercial firms is the crisis situations created in the market due to changes in market conditions, as well as excessive production costs due to the use of outdated equipment, excessive management costs, rejects, irrational use of resources - all this leads to a decrease in competitiveness, the creation of risky venture capital firms that do not have time to respond to changing market requirements. Where no importance is attached to planning and forecasting the timing and volume of receipts, payments - the company turns out to be insolvent. A negative sign is a decrease in the amount of funds in the company's accounts. The sharp increase also shows the ineffectiveness of investment policy. This often starts with an increase in receivables. Sharply increasing customer debts and the increase in the terms of receivables can lead to bankruptcy. The anti-crisis management should take measures to change the commercial credit policy to its customers, select solvent ones and expand them, and provide additional income. one

The most positive signs of solvency is an increase in liquidity indicators. An increase in accounts payable, arrears to employees for payment of wages, taxes and other payments to the budget - this is a clear sign of the creation of insolvency with an increase in the debt of the supplier of resources and creditors. For example, a company received a loan and is unable to pay it off on time. At the same time, debt obligations increase even more due to penalties.

The main indicator of the coming crisis may be an increase in overhead costs and a decrease in profits, a decrease in sales. Future crises arise in successful enterprises. Their reasons are difficult to predict. They largely depend on the marketing service and the low level of research work: product updates, the introduction of advanced technologies and new cheaper and higher quality raw materials, the company's personnel policy and depend on the course and occurrence of various risks. The classification of risks depends on the conditions and can change within the stated purpose. Current risks arise as a threat or danger of the possibility of loss today, a shortfall in profit due to a shortfall in income. The situation created in retrospect can turn out to be risky for the present reality. When there is a risky situation and the possibility of quantitative and qualitative determination of the degree of likelihood of an adverse effect in the form of a flood, fire, earthquake, erroneous decision of the head of a commercial company.

An always risky situation is associated with statistical processes in the presence of uncertainty, the necessary choice of the optimal solution and the possibility of error, the probability of the chosen decisions or events.

But the probability of the expected result can be obtained on the basis of subjective assessments of the dynamic development of risks. They include financial risks, tax, innovation, R&D risks, investment risks in case of loss of profits, reduced profits and risks of direct financial losses. Often, investment risks arise from the activities of firms, banks with securities, which are called portfolio risks and are divided, depending on the operations, into diversified and systematic risks.

1.4. Specificity of anti-crisis planning

Anti-crisis planning (ACP) is a planning direction, which is carried out as one of the functions of anti-crisis management.

Unlike intra-firm planning (ICP), carried out within the framework of a "financially healthy" enterprise, the agro-industrial complex takes place in different phases of the enterprise crisis (unprofitability, loss-making, insolvency) and within the framework of various pre-arbitration (pre-trial resolution) and arbitration procedures (supervision, financial recovery, external management, bankruptcy proceedings). There are other specific differences that need to be discussed: these are the features of the automatic transmission system and mechanism.

The system of plans has a form (structure) and content. In the substantive aspect, the ACP system, in contrast to the WFT system, has a typical goal (not a mission) - "financial recovery of the enterprise", for the achievement of which it is necessary to solve three typical tasks 1:

1) elimination of insolvency;

2) restoration of financial stability;

3) settlement with creditors.

These precise benchmarks (goal and objectives) determine the specifics of anti-crisis planning:

Clarity, concreteness and purposefulness of the content of the entire system of plans.

Coincidence of strategic and tactical concepts (including the timing of implementation).

Focusing on financial, restructuring and marketing activities.

Inclusion of new “steps” or elements in the planning process, such as “Debt restructuring”, “Settlement with creditors”, “Program for the implementation of the Enterprise Financial Recovery Plan” (FOP plan).

Increasing the share of the FOP plan among other plans.

Complication of the interweaving and hierarchy of types of plans: "FOP plan", "External management plan", "Business plans".

The interrelation and subordination of the types of plans to the procedures of reorganization or liquidation of the debtor enterprise (according to the Federal Law "On insolvency (bankruptcy)" dated October 26, 2002).

The use of extreme methods for the implementation of plans, and hence the planning of extreme events.

The structural and substantive features of the ACP system are determined, on the one hand, by the internal and external conditions in which the debtor enterprise is located, on the other, by the principles on which the anti-crisis planning process is based.

The specifics of the conditions in which the automatic transmission takes place:

Tight planning time (about one month, except in special circumstances).

Lack of internal, especially financial resources.

The negative influence of external, especially market, factors on the entire ACP process, including the constant deterioration of the state of the enterprise at different stages of the planning process and the implementation of plans. The situation of an enterprise can be compared to a person who has fallen into a swamp, who sinks there deeper and deeper every minute, and consequently, all parameters of his external and internal well-being change.

Hence the need for constant monitoring of changes in the internal and external environment, making adjustments to operational planning and implementation of anti-crisis measures.

The special role of control at all stages of planning: from the inside - by the arbitration manager; from the outside - by creditors.

Unfavorable socio-psychological climate at the enterprise, the possibility of falsification of initial data and (or) sabotage of planned activities.

Taking into account the peculiarities of the crisis phase of the debtor enterprise and its forecast models.

The impact of changes in the Laws and Codes of the Russian Federation on the AKU and AKP procedures (for example, the introduction of a new procedure "Financial recovery" - Chapter V of the new Federal Law "On insolvency (bankruptcy)" dated October 26, 2002, which should be equipped with planning and implementation mechanism ).

The system of anti-crisis plans, as well as the planning process, is based on certain principles, namely:

unity of goals and objectives of planning at all hierarchical levels:
RF, constituent entities of the RF, enterprises;

exact adherence to each letter of the Federal Law "On Insolvency (Bankruptcy)" dated 26.10.2002, No. 127 F-Z;

systemic, process, situational approach to planning anti-crisis measures and their implementation;

the principle of optimality and economic efficiency;

the principle of priority (ranking goals and objectives by their importance);

the principle of variance (development of alternatives, their comparison, assessment and selection of the best option);

the principle of social responsibility (to the collective of the enterprise and society).

The specificity of the ACP lies in the extremeness of external and internal conditions for the functioning of the debtor organization, which dictate other planning principles that must be taken into account: risk - to the manager in the system of plans, in the process and procedures of anti-crisis planning.

2. BUSINESS PLANNING IN ANTI-CRISIS MANAGEMENT CONDITIONS

2.1. The essence and main provisions of the development of a business plan

Business planning of production and commercial activities is not only possible, but also vital for all organizational and legal forms of enterprises. The market does not suppress or deny planning in general, but only moves it mainly to the primary production link - enterprises and their associations. Even in the country as a whole, the area of necessary planning is not replaced by the completely invisible regulatory hand of the market. Both in the West and in the East, states define strategies for their economic development, global environmental problems, major social and scientific and technical programs, the distribution of the country's budget, defense, etc. At the level of enterprises, not only strategic (long-term) self-planning is carried out, but also detailed development operational (current) plans for each department and even a workplace. In the calendar plans (monthly, ten-day, quarterly, semi-annual), the goals and objectives set by the long-term and medium-term plan are specified in detail. Production schedules include information about orders, their availability with material resources, the degree of utilization of production facilities and their use, taking into account the timing of each order. They also provide for the costs of reconstruction of existing facilities, replacement of equipment, training of employees, etc. In market conditions, stable enterprises widely use the advantages of planning in the competition.

First of all, when substantiating the provisions of a business plan, it is advisable:

focus on issues that may be of interest to those to whom they are addressed - employees of the enterprise, partners or other external consumers;

present the essence of the project in the most accessible form at the very beginning of the business plan;

justify all calculations and indicators in such a way that they are real and reliable, without exaggeration and embellishment of the economic results of the project.

A business plan begins with a title page, which usually indicates 1:

the name of the project, for example, "business plan for creating a wallpaper production enterprise";

place of preparation of the plan;

names and addresses of founders;

the purpose of the business plan and its users.

The title page is followed by a table of contents - the formulation of sections of the plan, indicating pages and highlighting the most important points in accordance with the characteristics of a particular project.

The confidentiality memorandum is drawn up in order to prevent all persons from disclosing the information contained in the plan and using it solely in the interests of the company that submitted the project.

Resume - a summary of the main provisions of the proposed plan, including the following fundamental data: ideas, goals and essence of the project; features of the offered goods (services, works) and their advantages in comparison with similar products of competitors; strategies and tactics for achieving the set goals; qualification of personnel and especially leading managers; demand forecast, sales volumes of goods (services, works) and the amount of proceeds in the next period (month, quarter, year, etc.); the planned cost of production and the need for financing; expected net profit, level of profitability and payback period; the main success factors are the description of methods of action and activities.

Description of the industry - analysis of the current state and development prospects of the selected business sector, including the characteristics of: its raw material base; segment (niche) of the market and the share of the enterprise in it; potential customers and their capabilities; regional structure of production; fixed assets and their structure; investment conditions.

Analysis of the investment attractiveness of the business sector consists of three stages 1: multivariate analysis of the level of intensity of industry competition; determination of the stage of development of the chosen industry; direct analysis of the investment attractiveness of the industry.

When choosing a business area and an industry, information about their position in the world division of labor and on the international market, export opportunities, as well as production and technical ties with other sectors of the national economy, for which the products of this industry may be of interest, are useful (Fig. 1).

In any country, there are prohibited areas of business (smuggling, pornography, etc.), as well as types of activities that are the subject of a state monopoly (weapons, pesticides, drugs, etc.).

For many entrepreneurs, there are economic restrictions on penetration into one or another industry: a high level of initial capital; long payback period of investment; uncertainty in achieving profit (education, etc.).

It is also necessary to take into account the current situation, since entrepreneurial activity is subject to cyclicality: prosperity, stagnation, recession.

In addition, economic situations differ not only in time, but also in space - by districts and regions. It is more difficult to penetrate into a monopolized industry than into a competitive one. An entrepreneur chooses a field of activity from four main types of business (table 1).

Rice. 1. - The main factors in the choice of the field of entrepreneurial activity

Table 1

Brief description of the main types of business

Type of business	Main functions	Organizational forms
Industrial	Production of goods, works, provision of services	Commercial organizations (enterprises, firms, companies)
Commercial	Purchase and sale of goods and services	Trade organizations, commodity exchanges
Financial	Purchase and sale of currency, securities, investment	Banks, stock exchanges, financial companies, trust and other organizations
Intermediary	Provision of services	Commercial organizations
Insurance	Insurance and reinsurance	Insurance companies

For business success, it is important not only to correctly define the market for oneself, but also to find on it one's own, often very narrow area, a place that has not yet been occupied or is underutilized by competitors - a “niche” of the market, ie. a limited scope of entrepreneurial activity, focused on a specific consumer and allowing a businessman to realize his opportunities in the most efficient way. Searching for a "niche" in the market is like looking for free space, a vacuum that needs to be filled as soon as possible. In essence, the “niche” of the market is a combination of the urgent and fully realized needs and problems of society with somewhat not fully realized, non-traditional forms, methods, methods of their solution and satisfaction 1.

2.2. Features of a business plan in the context of crisis management

The business plan is drawn up in order to substantiate and make decisions to restore the organization's solvency in full, its financial stability and effective performance in the long term.

The main objectives of the organization's business plan are 2:

- determination of short-term and long-term goals of the organization;

- development of specific areas of production and economic activities of the organization in accordance with the needs of the market and the ability to obtain the necessary financial resources;

- development of a set of procedures to improve production, financial potential (financial policy), management system, supply and sales;

- carrying out an inventory of property and determining the composition of free assets for their subsequent sale;

- justification of the application for financial assistance;

- substantiation of the change in the production orientation of the organization and the release of new types of products that are more profitable for the organization;

- justification, if necessary, of the reorganization of a legal entity (division, accession, separation, etc.);

- development of a plan of specific measures for the financial recovery of the organization, the timing of their implementation;

- development of an action plan for the restructuring of accounts payable and receivable.

The main sections of the business plan and their content 1:

1. Description of the organization, its characteristics. The results of the analysis of the financial condition of the organization. The reasons for the financial instability of the organization.

Products and services - types of products, volume, consumer properties, the capabilities of the production and technical base for the release of new products, the availability of qualified personnel.

Management and organization. Organizational and production management structure of the organization, personnel policy. Functions, duties, powers and responsibilities of management personnel. Payment and incentives, motivation of interests.

Production plan - a description of the assortment, new developments, characteristics of technology, fixed assets, raw materials and materials, labor resources, mechanization, types and schemes of cooperation, quality control, product service.

5. Marketing is the most important part of a business plan, research of the market for the supply of material resources and sales of products, competition (the impact of competitors on the market, strengths and weaknesses of competitors, future sources of competition), forecast of sales and forecast of consumption of products, pricing (assessment of own costs, market price analysis, real prices), product distribution methods (types of distribution channels, intermediaries, direct deliveries), sales promotion methods (advertising, personal experience sales, consumer incentives: discounts, gifts), direct marketing, etc.

Provides more detailed descriptions of the most important elements of marketing, advertising for example.

Branded advertising is an advertisement of an enterprise, its successes, merits. The task of branded advertising is to create in society, among potential customers, a preferred image of the enterprise, an image of the enterprise that would inspire confidence in the enterprise itself and all the goods it produces.

As a means of distributing advertising of an enterprise, the following may be indicated:

- press (newspapers, magazines, books, reference books);

As an example of measures that contribute to the restoration of solvency and support the effective economic activity of the enterprise, we can cite the following: change of the management level of the enterprise; enterprise inventory; restructuring of receivables and payables; reduction in production costs; sale of subsidiaries and shares in the capital of other enterprises; sale of construction in progress; optimization of the number of personnel and provision of social benefits for laid-off workers; sale of surplus equipment, materials and stored finished products; debt conversion by converting short-term debt into long-term loans; progressive technologies, mechanization, production automation; improving the organization of work; overhaul, modernization of fixed assets, replacement of outdated equipment, purchase of additional fixed assets.

6. Capital - the structure of equity and debt capital, assessment of the use of capital, the issue of securities (shares, bonds).

7. Risks - internal (by type of activity: production, finance, sales, etc.) and external (economic, market, etc.).

8. A plan (program) of specific activities (measures) for the financial recovery of the organization, increasing its financial stability and competitiveness. Evaluation of their effectiveness from implementation (pessimistic and optimistic assessments).

9. Financial plan - describes the financial results for the past period, provides a forecast of financial results, a schedule of settlements with debtors and repayment of accounts payable (special attention to overdue liabilities, structure of income and expenses, forecast of cash flows by quarters, forecast of investment activities, assessment of expected the results of the organization.

2.3. Functions and principles of business planning

In the most general case, a plan is an image of something, a model of a desired future or a system of measures aimed at achieving the set goals and objectives. A business plan, as one of the most common types of plans at the present time, is: an entrepreneur's working tool for organizing his work; a detailed program (rationally organized measures, actions) for the implementation of a business project, providing for the assessment of costs and income; a document characterizing the main aspects of the activity and development of the enterprise; the result of research and substantiation of a specific direction of the firm's activities in a specific market.

An enterprise may have several business plans at the same time, in which the degree of substantiation of paperwork may be different. In a small business, a business plan and an enterprise plan may coincide both in scope and content.

Any business plan must provide convincing answers for the entrepreneur himself and his potential partners, at least five basic questions (Figure 2).

Rice. 2. Purpose of a business plan and its main elements

Business planning, as a necessary control element, performs a number of important functions in the business system, among which the following are of greatest importance:

initiation - activation, stimulation and motivation of planned actions, projects and transactions;

forecasting - foreseeing and substantiating the desired state of the company in the process of analyzing and taking into account a set of factors;

optimization - ensuring the choice of an acceptable and best option for the development of an enterprise in a specific socio-economic environment;

coordination and integration - taking into account the relationship and interdependence of all structural divisions of the company with a focus on a single overall result;

management safety - providing information about possible risks for the timely adoption of proactive measures to reduce or prevent negative consequences;

ordering - creating a single general order for successful work and responsibility;

control - the ability to quickly track the implementation of the plan, identify errors and possible adjustments;

education and training - the beneficial effect of models of rationally planned actions on the behavior of employees and the possibility of training them, including from mistakes;

documenting - the presentation of actions in documentary form, which can be evidence of the successful or erroneous actions of the company's managers.

When developing business plans, it is necessary to observe the fundamental principles of planning, which create the preconditions for the successful operation of an enterprise in a specific economic environment.

The basic principles of intra-firm planning are as follows.

Necessity: 1) the mandatory application of plans in any field of activity is the rational behavior of people; 2) before acting, everyone must know what he wants and can.

Continuity: 1) The planning process in the enterprise should be carried out continuously by: a) the sequential development of new plans after the expiration of the plans of the previous periods; b) rolling planning - after a part of the planning period, an updated plan is drawn up, in which the planning horizon is increased, and for the remaining period the plan can be refined in connection with the appearance of previously unforeseen changes in the external environment or internal capabilities and orientation of the company.

Elasticity and flexibility: adaptation of the original plans to changing conditions is carried out by: a) the introduction of planned reserves for the main indicators; b) the use of eventual (in case) planning for different situations of data distribution; c) using operational plans to account for emerging environmental changes; d) using alternative plans.

Unity and completeness: consistency is achieved in three main ways: 1) the presence of a common (single) economic goal and the interaction of all structural divisions of the enterprise on the horizontal and vertical levels of planning; 2) all conjugate partial plans of the structural units of the firm and areas of activity (production, sales, personnel, investment, etc.) in the relationship should insert a general summary plan of its socio-economic development; 3) inclusion in the plan of all factors that may be important for decision-making.

Accuracy and papering:

1) any plan must be drawn up with a sufficiently high degree of accuracy to achieve the goal;

2) as the transition from operational short-term, medium- and long-term strategic plans, the accuracy and paperwork of planning, respectively, can decrease up to the definition of only the main goals and general directions of the firm's development.

Efficiency: 1) planning costs should be commensurate with the benefits received from it; 2) the contribution of planning to efficiency is determined by improving the quality of decisions made.

Optimality: 1) at all stages of planning, the selection of the most effective solutions should be ensured; 2) is expressed in maximizing profits and other productive indicators of the company and minimizing costly, under predicted constraints.

The link between the levels of management: 1) is achieved in three ways: a) by documenting plans "top-down"; b) enlargement of plans "bottom-up"; c) partial delegation of authority.

Participation: 1) The active participation of personnel in the planning process enhances their motivation for behavior; 2) Planning for yourself is psychologically and cost effective than for others.

Holism (a combination of coordination and integration): the more structural units and levels of enterprise management, the more expedient (more efficient) it is to plan in them simultaneously and in interdependence. Planning at each structural level of an enterprise independently cannot be effective without interconnecting plans at all levels.

Ranking of planning objects:

1) investing in the most profitable goods (industries);

2) with the same competitiveness of goods - first of all, the development of production of goods with the highest sales volume.

Variation: development of several alternative plan options: optimistic, pessimistic, conservative, etc.

Social orientation provides for: 1) social development of the team; 2) ensuring environmental safety and ergonomic products manufactured.

Stability: the invariability of capital investment plans, otherwise large losses of resources and additional costs are possible

Adequacy: the compliance of the planned indicators with the real situation is achieved: 1) an increase in the number of factors taken into account; 2) increasing the accuracy (validity) of forecasts.

The fundamental principles of planning are closely related to each other, ultimately orienting entrepreneurs towards a comprehensive justification of planned indicators and the achievement of the best socio - economic results of the enterprise. They determine the content and orientation of the planned work at all stages of the project justification and its sequential implementation.

In addition to the listed basic principles, the planning process usually takes into account the general economic principles of scientific character, priority, dynamism, directiveness, efficiency, completeness, etc.

2.4. Stages of developing a business plan

Any type of entrepreneurial activity and the subsequent development of a business plan for a conceived project usually starts with a new idea. Business is impossible without a good idea. Entrepreneurial ability as the most important factor of production is expressed primarily in the ability to generate, accumulate and develop new ideas. In its most general form, an idea is a form of reflection in thoughts of the phenomena of objective reality, which includes a generalization of the experience of previous development and awareness of the chain of further business transformation.

Motivation, production, accumulation and implementation of ideas is manifested in the form of the entrepreneur's desire to satisfy his needs in the business process and its results. Need as a need or lack of material and spiritual benefits for existence.

The main stages of the substantiation of an entrepreneurial project 1:

1. Justification of the project idea and information about the project: compliance of the project idea with the existing system of economic relations in the country; a list of sponsors and the reasons for their interest in the implementation of the project; main characteristics of the project (project objectives, its preliminary main strategy, geographical area and share in the domestic and foreign markets, market niche; type of project location (market or resource orientation); economic policy of project support; products and its structure, enterprise capacities; outlines of economic , industrial, financial, social policy; national, sectoral and preparatory factors favorable for the project; information about the project (name, address, financial capacity, role in the project of the organizer or initiator of the project).

2. Market analysis marketing strategy, basics of project strategy: general economic analysis of the market; general economic indicators of demand for products envisaged by the project (population and its growth rates, per capita income and consumption, etc.); state policy, practice and legislation in the field of consumption, production, import and export of products envisaged by the project; restrictions on standards, obligations, taxes, subsidies, credit control and regulation of foreign relations; the current level of national production of projected products, including production for domestic consumption; the existing level of import; data on the behavior, habits and reactions of individual and group consumers, as well as data on trade practices; market research; forecasting changes in the capacity of the domestic market; the ability to enter the markets of other countries; import of competing products; project goals (import substitution, use of available resources, penetration into the international market, etc.); project strategy (cost leadership, focus on a limited group of buyers, occupying a market niche) - means and actions to achieve goals; marketing strategy (market penetration, market development, product development, diversification); operational activities (collection, processing and systematic assessment of information about the market, market environment) demand and competition, customer behavior and consumer needs, the study of competing products, analysis of marketing tools and other factors; use of selected marketing tools in the short term; sales goals (turnover, market share, firm reputation, profit); marketing costs and revenues - determination of product sales prices (internal production and sales costs, customer response to different prices - price elasticity, competitors' pricing policy); "Promotion" of products (advertising, public relations, individual sales, sales promotion, brand policy); after-sales service of products (supply of spare parts, maintenance and repair services, creation of appropriate capacities in various geographic locations); "Optimal production capacity"; suitable technology (technological concept); technically viable production program; alternative marketing strategies with a forecast sales period taking into account the nature and type of products.

3. Raw materials and components, their classification, needs and supply strategy: mineral resources (paper information on reserves and physical and chemical properties of resources); agricultural materials (information on quality, collection and removal methods, etc.); seafood (assessment of stocks, volumes and production costs, peculiarities of national policies and environmental restrictions); processed industrial materials (the possibility of interchangeability of semi-finished products, the possibility of using semi-finished products with varying degrees of processing depending on the nature of the technological cycle of the future project); auxiliary materials: the need for electricity, fuel, water and steam supply, packaging materials; general assessment of needs, taking into account the choice of location, technology and production capacity and the project, sources of supply and possible bottlenecks in environmental protection costs - to adjust investments in buildings, structures, machinery and equipment; spare parts; supplies for social and other needs (especially during construction in remote and sparsely populated regions): food, medical and educational services, clothing, footwear, road construction (sand, gravel, asphalt, etc.); creation of special diagrams of technological flows, showing how and at what stage of the production process the consumption of certain materials occurs; paper analysis on a separate diagram of each stage of the process flow (taking into account the peculiarities of the used machines, equipment, standards, etc.); general need for materials and components; sources of supply (external, internal, their location); transportation of materials and possible transport costs; assessment of alternative options for the end use of the supplied materials and the possible impact of such use on the degree of their availability; the goals of the strategy for the supply of raw materials and components (minimizing costs, minimizing risk and optimizing business relationships with suppliers); delivery program - the basis for calculating costs (identification of sources of supply and suppliers, agreements and contracts, means of transportation, storage, assessment of the risk of supply disruption).

4. Location and environment analysis: development of several alternative options, taking into account: environmental situation, geographic conditions, environmental impact of the project and environmental impact assessment; state social and economic policy, incentives and restrictions, infrastructure of the project implementation area; selection of a production site from several options, taking into account: natural conditions (soil, climate, etc.); environmental impact (restrictions, standards); local infrastructure in the area of the production site; strategic aspects; land value; the cost of preparing the production site.

5. Engineering preparation of the project and technology: development of a preliminary production program, taking into account market and resource constraints for various levels of production at a minimum price level (after determining the proposed sales volume, a paper production program is developed); determining the need for materials and labor (drawing up balances of material and labor resources) for different stages of production and different levels of utilization of production capacity; production capacity: nominal maximum (a benchmark for determining the real degree of utilization of production capacity), normal production capacity (optimal level of production, taking into account the interaction of technology, availability of resources, investment and production costs); careful study of alternative options for technologies and know-how, taking into account the nature and needs of the market, availability of resources, environmental factors, project implementation strategy; choice of technology based on an assessment of the possible impact on the environment, economy and social environment. Stage-by-stage assessment: problem statement; description of technology, forecast of technology development; description of the social sphere, forecast of the social sphere; identification of technological impact; analysis of technology policy; evaluation of results; sources of technology (know-how): a) licensing; b) acquisition of full rights to technology; c) joint ownership of the right to use technology; development of a project implementation plan - the basis for financial support and calculation of all costs; compilation of a list of necessary equipment, broken down by groups (technological, mechanical, electromechanical, instrument and instrumentation, transport and conveyor, etc.); compiling a list of spare parts, scientific equipment and instruments; development of a preliminary plan for construction and installation works; determination of the needs for repair work, taking into account the available opportunities; initial calculation of the cost of construction based on unit costs (per 1 sq. m. area);

6. Organization and management of the enterprise: stages of development of the organizational structure: determination of commercial goals and objectives; identification of the functions necessary to achieve the set goals; grouping of required functions; organizational structure development; preparation of training and recruitment programs ”; development of the organizational structure (3 levels): the upper level of management (long-term strategic, economic and budget planning, control and coordination of activities); the middle level of management (planning and control over various project functions: sales, production, financing, etc.); lower management level (daily control over current operations); organizational design - the creation of administrative divisions (general management, finance and financial control, personnel management, marketing and sales, supply, transportation and storage. Production, economic calculations, quality of repairs, etc.); initial overhead calculation: costing.

7. Determining the need for labor resources: classification of labor resources: by category (management and production personnel, skilled and unskilled workers); by functional characteristics (general managers, production managers, administrative personnel, machine operators, drivers, etc.); determining the need for senior management personnel at the stage of formulating a project idea; determination of the need for labor, based on the socio-economic characteristics of the region of the project implementation (labor mobility, the possibility of using female labor, etc.); Development of training and retraining programs for personnel at the design and construction stage of the facility (costs from 10 to 15% of investment costs); assessment of the costs of recruiting, training and retraining personnel.

8... Planning the project implementation process: stages of implementation of the process: formation of a team for the implementation of the project; company formation; financial planning; creation of organizational structures; acquisition and transfer of technology; recruitment of labor resources; technological design; preliminary assessment of contracts (agreements); preparation of tender documents; tender, opening of tenders, evaluation of tenders; negotiations and conclusion of contracts (agreements); paper technological design; land acquisition; construction works; installation of equipment; purchase of materials (raw materials, semi-finished products, components, etc.); pre-marketing; commissioning of facilities; start of production; development of the implementation schedule: implementation from the creation of a special group for the implementation of the project to performance testing of equipment and the entire production; constant marketing of costs at all stages.

9.Financial analysis, investment appraisal and project financing : analysis and assessment of costs, results and future net income, expressed in financial categories; methodological principles (analysis of the reliability of project information, analysis of the structure and significance of costs and projected income to determine the most important factors that have a decisive influence on the feasibility of investments; a definite assessment of the annual cumulative financial net income, expressed in the categories of profitability, efficiency and investment volumes; taking into account the time factor in prices, the cost of capital: the process of making investment decisions in conditions of uncertainty (taking into account entrepreneurial risk); objects of financial analysis (determining the most attractive alternative project in the conditions of the prevailing level of uncertainty, identifying the most important factors and possible strategies for managing and controlling the corresponding risks, definition, structure and the amount of financial resources required for the implementation and operation of the project, options and acquisition at the lowest price and the most effective options for their use); classification of costs; methods of economic assessment of investment projects; traditional methods for evaluating investment projects: a method for determining the payback period; method for determining the simple rate of return; discount methods for evaluating investment projects: method of net present value (VAT); internal rate of return (IRR) method; discounted payback period (DPO) method; evaluation of an investment project using several methods and the choice of the most optimal method; project financing and needs assessment: preliminary (before the feasibility study); final (after choosing a location, determining production capacity, calculating the costs of site preparation, construction, acquisition of technologies and equipment); share capital (issue of common and preferred shares); borrowed capital: short-term and long-term loans against working capital (commercial banks and suppliers of various types of raw materials and materials); long-term loans (national government and international financial institutions) to finance new projects; lease financing for equipment (leasing companies, banks, industrial development agencies); financial indicators of production activities: debt ratio; indicator of current debt; long-term debt coverage ratio; indicator of the ratio of accounts receivable to accounts payable; economic indicators: capital / product (margin ratio); net present value; current return on investment; effective employment.

Finally, the whole set of factors turns into a plan and a plan of action. This is followed by the expression of will - the practical implementation of the business plan and the ideas embedded in it.

The entrepreneur's activity in the selection and implementation of business ideas technologically takes place in general, four enlarged phases (Table 2).

At the first stage of preparing a business plan, the mission (philosophy, vision of the enterprise) is determined - a short description of the business unit, its main goals, purpose, scope, norms of behavior and role in solving social problems of the region, society 1.

table 2

Phases of selection, evaluation and implementation of entrepreneurial ideas

P / p No.	Phase name	Main content
	Search for a new idea and factors of its emergence	Motives, market conditions, advances in science and technology, unconscious and unmet demand, etc.
	Analysis of the potential and real value of an idea	Identification of the necessary conditions and the availability of technical, economic and social opportunities for the implementation of the idea (the need for initial capital, the rate of return, the payback period, the main indicators of production, the goal).
	Risk assessment	Types of risks, sources of their occurrence and measures to minimize the risk of bankruptcy and financial losses.
	Development of a business plan for the project	An action plan for achieving the goal: selection of technology, provision of resources, process control, etc.

The second stage is to define the goals of developing a business plan. The goal is the future desired state of the enterprise, the motive or master of the behavior and actions of its employees.

Formation of a business plan, ideas for creating a new or significant change in an existing company goes through several stages, which can be consolidated or paperized to varying degrees (see Fig. 3).

Rice. 3. Stages of forming a business plan

In the business system, the goal performs five functions: initiatives - comparison of the existing and desired state of the company, the motive for action; decision-making criteria - evaluating information and choosing alternatives, priorities in business; management tool - guiding requirements for actions, defining business areas; coordination - ensuring conflict-free relations between decision-makers, coordinating the work of specialized units; control - comparison of the operational state of economic activity indicators with their target level.

In contrast to the mission, the goals express more specific directions of the enterprise.

The goals should be clear, clear, unambiguously understood and formulated in terms reflecting the perspective future state of the enterprise. Therefore, when developing goals, it is necessary to take into account a whole set of requirements for their content and form.

On the basis of the general goal of the enterprise, the particular goals of the functional divisions (marketing, personnel, etc.) are formed, which concretize and paperize the tasks of the structural units.

The effectiveness of an entrepreneurial project depends on the correct assessment of external factors, which the company, as a rule, cannot immediately influence. These factors are numerous and include: the general political and economic conditions for the development of business in the country, legislation, the level of income of the population, the prevailing traditions of consumption, the culture of the population, its demographic structure and a number of other important parameters (Figure 4). In addition, information about the competitive environment and the current level of demand for these or similar goods and services is important for an entrepreneur 1.

One of the essential factors is the perception of competition and competitors. It is useful to record it by comparing the entrepreneurial project, goods and services with those goods that are already on the market.

A comparison within the competition triangle of the market capacity, the possibility of its segmentation, the benefits offered to the consumer by competitors and the project being implemented should answer the question about the prospects of the project in conquering a sufficient market segment.

The location and analysis of information about the external environment and the strengths and weaknesses of the company will help the entrepreneur to soberly assess his situation in the market and develop an appropriate strategic line of conduct.

The most favorable situation for a firm arises when the favorable opportunities of the external environment coincide with the strengths of the enterprise. On the contrary, threats from the environment, imposed on the weaknesses of the enterprise, create the prerequisites for a crisis situation and the impossibility of doing business. The entrepreneur, taking into account various combinations of external and internal factors, forms the main strategic directions of the enterprise and, accordingly, adjusts in accordance with them the entire content of the business plan and the activities of his company.

In case of fundamental changes in the activities of the company, in the event of a crisis and the threat of bankruptcy, the management must immediately.

Rice. 4. The main factors in the development of the enterprise

IS IT ENOUGH

EFFECTIVE OUR

ACTIONS

Rice. 5. Triangle of competition

At the third stage, after defining the mission, goals, and strategy of the enterprise, the general structure of the business plan itself is established. The size and structure of a business plan is influenced by the size of the enterprise and the tasks set. For small firms, they usually draw up a plan of a simplified structure - in two parts: a brief description of the project and a main part containing more detailed calculations and justifications.

The fourth stage of business planning is to collect the information needed to develop each section of the plan. This is an important and very time consuming part of the planning work. Sources of information can be special industry reference books, standards of design organizations, specialized firms, materials of statistical bodies, special studies and observations; knowledge of highly qualified economists, consultants, as well as employees of the enterprise, who are well aware of the internal environment of the company and their business.

The next, fifth stage of planning is the direct development of individual sections and the design of the entire business plan in the form of a single document.

CONCLUSION

Thus, anti-crisis planning is the direction of planning, which is carried out as one of the functions of anti-crisis management. At the same time, anti-crisis planning takes place in different phases of the enterprise crisis (unprofitability, loss-making, insolvency) and within the framework of various pre-arbitration (pre-trial resolution) and arbitration procedures (supervision, financial recovery, external management, bankruptcy proceedings), while there are features of the system and mechanism the planning itself. The specificity of anti-crisis management lies in the extremeness of external and internal conditions for the functioning of the debtor organization, dictating other planning principles that must be taken into account: risk to the manager in the system of plans, in the process and procedures of anti-crisis planning.

In a market economy, a business plan is a working tool used in all areas of entrepreneurship. The business plan describes the process of functioning of the company, shows how its leader is going to achieve their goals and objectives, primarily increasing the profitability of work. A well-developed business plan helps the company to grow, gain new positions in the market where it operates, draw up long-term plans for its development, concepts for the production of new goods and services, and choose rational ways to implement them.

The business plan is one of the constituent documents that determine the development strategy of the company. At the same time, it is based on the general concept of the company's development, develops the economic and financial aspect of the strategy in more detail, and provides a feasibility study for specific measures. The implementation of the strategy is based on broad investment programs, drawn up as a whole system of interrelated technical, organizational and economic changes for a certain period of time. The business plan covers one of the parts of the investment program, the implementation period of which, as a rule, is limited to several years (often corresponding to the terms of medium-term or long-term loans), which makes it possible to give a fairly clear economic assessment of the planned activities.

Business planning is not only the most important function of production management, but also an integral part of the success of any business activity. The greater the instability in the external environment, the more order should be in the internal organization of the enterprise's actions, the more attention should be paid to developing a strategy for market and organizational development and operational actions to implement these strategies.

LIST OF USED LITERATURE

On insolvency (bankruptcy): Federal Law of October 26, 2002 No. 127-FZ // SZ RF. 2002. No. 43. Art. 4190.

Alekseeva M.M. Planning the activities of the company. Study guide. –M .: Finance and statistics, 2006.
Konokov A., Rozhkov K. How to get out of the crisis for large enterprises // Problems of theory and practice of management, 2004. No. 4. Assessment of the enterprise management system The role of complex economic analysis in the enterprise management system 2015-01-23

1. Introduction

Crisis state of individual enterprises in market conditions

naturally: not everyone is able to withstand the competition.

In Japan, for example, every month about three thousand small and medium

enterprises cease their activities in the market. About the same

new ones appear. In Russia, about four-fifths of all enterprises

2000 data). Unfortunately, there are many large ones among them.

The main cause of market insolvency is the grossest

miscalculations of managers, low level of management, lack of experience in market conditions, as well as the desire of many of them to enrich themselves, their families, and those close to them at the expense of labor collectives.

Bankruptcy procedures carried out today by many

enterprises, in accordance with the Federal Law "On insolvency (bankruptcy)", is intended to lead to the emergence of new owners, new managers who are able to function effectively in the market, observing the current legislation.

New managers need to fully understand that

It is not they who “make money”, but their workers, the work collective and, creating for

the last difficulties, they cut the goose "lays the golden eggs".

However, many of Russia's difficulties are associated with the fact that we have

there is a huge deficit of managers. Today, the country lacks about 5 million managers, and the quality of preparation for market activity of most of the existing ones leaves much to be desired. In Russia, only half a percent of the employed are managers (for comparison: in the USA - about 16 percent). An attempt to train management personnel abroad or on the basis of Western programs did not bring success: Russia does not have a developed market infrastructure, other traditions of management, its own mentality, the legacy of the communist past, completely different business guidelines.

The well-known triad, which determines the current success in business -

"People - product-profit". The stability of the business, the strength of the firm's position in the market, and its finances are ensured primarily by people.

However, the most important thing is the head, the manager. In each case, success depends on the personal qualities and merits of the manager,

which is the engine of the market economy. Today, experience convinces us that it is very important not to fall into the “black holes” of the economy; enterprises that absorb resources in abundance, are simply not able to produce

competitive products, since most of them are equipped

technique of yesterday, cannot withstand the competition with the flow

high-tech product.

In the extremely difficult modern conditions of Russia, real

success in crisis management can only be achieved comprehensively

trained managers, innovators. So how to manage personnel in a crisis at an enterprise and what qualities should a modern manager - an anti-crisis manager - have?

2. Reasons for the emergence of a crisis situation

If the company was unable to prepare a springboard for a new take-off - a new product was not found and prepared for launching to the market, the old product in accordance with the life cycle or due to competition has exhausted its resource, the organization goes into a recession stage. The achieved milestones cannot be kept, the client leaves, the company is forced to reduce production volumes, cut staff, minimize the organizational structure, reducing costs to a minimum. Often a crisis situation is accompanied by insolvency, which leads to bankruptcy.

In such a situation, the management personnel of the enterprise must conduct a serious analysis and decide on possible options for further development. There are several options:

sale of an enterprise - complete liquidation, sale of assets, dismissal of personnel and complete termination of activities;

introduction of external management - inviting a new manager (creditors, employees of the enterprise, the arbitration court can offer it);

search for investments for a specific project, investment of funds - restructuring of production without changing the head.

And in the second and third cases, the task of normalizing activities remains, and for this it is necessary to analyze the financial condition, find ways of reorganization, develop anti-crisis marketing, investment and organizational-production strategies, find new partners and investors.

To overcome the crisis that has arisen work with staff is especially important ... The activities of the personnel department at this stage should include diagnostics of the personnel potential of the enterprise, the development of a reorganization strategy and personnel programs to support the reorganization, staff reduction, increase in labor productivity, resolution of conflicts, especially aggravated during this period.

When developing an anti-crisis program for working with the organization's personnel, it is important to perceive the crisis situation somewhat broader than just a crisis in a situation of production decline and the loss of a customer.

If a crisis situation is understood as a state of an organization in which it is unable to live further without undergoing some internal changes, then, apparently, every organization experiences this state, moving from one stage of the life cycle to another. And that's okay.

The recession stage requires work to reduce personnel, assess human resources, and develop a personnel restructuring program.

3. Diagnostics of the enterprise personnel management system

The development of the anti-crisis program is based on

diagnosing the existing personnel management system at the enterprise.

With the help of diagnostics, the characteristics of personnel, their mobilization and adaptive capabilities, the degree of innovative orientation, i.e. factors contributing to and hindering the effective implementation of the tasks of bringing the enterprise out of the crisis.

In particular, the following are revealed:

Compliance of the organizational structure with the goals and objectives of the enterprise;

Compliance of the structure and number of personnel with the current and future goals of the organization;

The degree of effectiveness of intra-organizational communications;

Socio-psychological climate in the team; the degree of conflict,

the main causes of conflicts;

The degree of group cohesion of workers within the divisions, in

within the enterprise as a whole;

Characteristics of the existing organizational culture;

Competence level of managers, qualifications of the personnel of the enterprise;

The degree of participation of employees of different levels in management;

Social responsibility of the organization;

The nature of the relationship between the administration and the staff, the degree of mutual trust;

The degree of effectiveness of the existing incentive system;

The presence or absence of innovative traditions.

Without diagnosing the condition and determining the dynamics

development of the existing personnel management system does not appear

it is possible to optimally plan measures to overcome the crisis.

When studying personnel processes in an organization located in

in a state of crisis, it is fashionable to highlight the following four main tasks:

Determination of the degree of efficiency of the labor management system in a given

organization, its compliance or non-compliance with the new economic

the realities of the enterprise;

Determination of the progressive development of the personnel management system

organization, as well as a particular personnel process;

Identification of "bottlenecks" and, conversely, those elements of the existing personnel management system that contribute (realistically or potentially) to its further progress;

The degree of readiness of the team for strategic changes and its

adaptive capabilities.

An indicator of the degree of efficiency in the use of employees is the level of personnel costs. The most widely used statistics indicators today are:

The overall labor costs of the organization;

The share of labor costs in the volume of the cost of production

products.

The classic indicator of the degree of efficiency of the management system

the personnel is the productivity of workers. Permanent

maintaining high performance - evidence of compliance

incentive systems not only for goals, but also for the specifics of the existing

staff.

Among the indicators that determine the effectiveness of the management system

personnel, and therefore any personnel process, are represented

very complex are the following:

The state of the socio-psychological climate in the team;

Employee satisfaction;

Staff readiness for innovation;

The degree of cohesion of personnel and the development of corporate culture and a number of

Not all of these indicators can be characterized

quantitatively. For a deeper analysis, it is necessary to use such

qualitative methods, such as methods of observation, polling, questioning,

expert judgment, etc.

Analyzing HR processes in an organization is a very complex and time-consuming problem that requires careful elaboration of methods,

providing a rational combination of quantitative and qualitative assessment methods.

When developing plans for reorganizing a crisis enterprise, when

determining the depth and scale of transformations, their priority,

the sequence and methods of carrying out should be taken into account those unique for

of each enterprise the parameters of the social situation, which are set

The essence of crisis management is undoubtedly different from the understanding of management in the usual general use. Anti-crisis management is a functional area of management, which is distinguished by its objectives, problems, tasks, means, methods and management tools. General management takes the internal environment of the organization as the basis for its activities, adapting to external changes through internal transformations. For anti-crisis management, on the contrary, the primary is the external environment, its development and dynamics.

The critical situation of enterprises is often caused by the discrepancy between their financial and economic parameters and environmental factors, which is due to an incorrectly chosen strategy, an illiterate business organization, and, subsequently, poor adaptability to changing market requirements.

In modern conditions, Russian enterprises for the most part have an unstable financial condition. The share of unprofitable domestic enterprises in the period January-July 2013 amounted to 31.7%, the reason for which was the presence of overdue debt on obligations, or, in other words, the presence of the main prerequisite for financial insolvency and bankruptcy.

The low level of efficiency of the activities of Russian enterprises is largely determined by the low competitiveness of their products, which is caused by the action of the following factors:

- an increase in exports to Russia of the products of transnational companies;
- accession to the WTO;
- insufficient innovation activity of enterprises;
- a high degree of physical and moral deterioration of the main technological equipment;
- growth in production costs, low product quality.

The cost of production costs at Russian enterprises is on average 2.8 times higher than in Japan, and 2.7 times higher in the USA; France, Germany and Italy - 2.3 times, and Great Britain - 2.0 times. The level of depreciation of fixed assets in Russia currently reaches 60-65%, while in other developed countries this figure does not exceed 35%.

The main concept of anti-crisis management is that it should be the basis of current operational management. However, many managers see crisis management only through the institution of bankruptcy. The misconception of Russian managers that anti-crisis measures should be taken only in the immediate onset of a crisis situation persists.

Anti-crisis management in modern conditions should be preventive, that is, not only detecting the signs of a crisis at an early stage, but also predicting them in advance, allowing to form options for the enterprise's behavior, to prevent a particular crisis situation. Moreover, crisis management must be adaptive and timely. It is necessary not only to predict changes in the external environment and plan the corresponding changes in the activities of the enterprise, but also to manage to develop anti-crisis measures, to implement them.

The Russian experience in anti-crisis management shows that enterprises mainly choose strategies of recovery, exit, liquidation, and defense. Foreign experience suggests a choice of other production strategies:

- modernization,
- reengineering,
- diversification of production,
- outsourcing.

Foreign experience dictates its own terms. Russian enterprises need to realize that in the context of globalization, the business world operates according to uniform standards. Strong economic integration, the trend towards standardization of procedures and management principles entail the need to master new systems and models of anti-crisis management.

The foreign typology of anti-crisis management offers corporate crisis management, the content of which is revealed through the following categories:

- Amateur anti-crisis management;
- crisis consulting;
- anti-crisis management under the control of creditors;
- anti-crisis management under the leadership of a guest anti-crisis director;
- an integrated corporate risk and crisis management system.

Amateur anti-crisis management is most typical for Russian enterprises. The following definition is most suitable for this type of anti-crisis management - it is a response to unforeseen circumstances, when it is too late to plan anything. The essence of this management lies in the fact that the manager is not endowed with special training in anti-crisis management and copes with the current crisis by his own efforts. In turn, a manager must have not only special knowledge and a certain set of personal qualities, but also methods of behavior in an extreme situation. The training of such specialists for Russian enterprises undoubtedly requires new approaches to the technology and organization of the educational process.

In anti-crisis consulting, anti-crisis management is carried out by an external anti-crisis manager invited on the initiative of the enterprise. He carries out a set of measures, including express analysis, development of priority measures to stabilize activities, diagnostics of the state of a crisis enterprise, development of a program of measures to bring the enterprise out of the crisis, which is ultimately combined into a comprehensive plan of anti-crisis measures. On the Russian market of business services, anti-crisis consulting is not singled out as a separate type of service, and inviting an anti-crisis consultant from abroad is a very expensive service and only a few domestic companies can afford it.

Crisis management under the control of creditors is an important component of overseas crisis management. Commercial banks are often the lenders of foreign companies. It is very unprofitable for a bank to have a crisis borrower with the threat of non-payment of the loan. In this regard, most foreign banks have special subdivisions that constantly monitor the financial condition of borrowing companies. If there is a threat of a crisis, these divisions offer the enterprise a set of measures to take the borrower out of an unstable state, which in turn is compulsory. With this approach, both parties benefit: the bank receives full reimbursement of its claims, the enterprise receives a developed set of anti-crisis measures, and, as a result, financial recovery. This foreign experience should be of interest to Russian companies, since it is, first of all, relatively low-cost, which plays an important role in conditions of financial instability.

In a situation where the owner notes the presence of problems in the enterprise, and the existing management cannot cope with them, an anti-crisis manager is invited. A specialist of this profile is not required to have knowledge in a particular industry, he must have such qualities as a prompt assessment of the current situation, quick and correct decision-making and dedication to action. As a rule, the form of payment for the services of such a specialist is a remuneration calculated as a share of the company's income growth paid in case of successful anti-crisis management. In the conditions of Russian business, this type of anti-crisis management is hardly applicable, since these services are very expensive, and there are no Russian representatives of this type of activity.

Another foreign approach to organizing anti-crisis management is the introduction of an integrated risk management system in the company. Its basic characteristics are that risk is a category of uncertainty associated with upcoming events and their undesirable consequences. A crisis is a special case of risk that threatens the viability of an enterprise as a whole. Risk management is based on a systematic approach and is associated with the identification of risks and crises, and as a result, the impact on them. Integrated risk management is a process of preventive, systematic and continuous awareness of risks and crisis, impact on them from the perspective of the enterprise.

The integrated risk management system includes the following components:

- identification and assessment of risks by scanning the external and internal environment of the enterprise;
- constant monitoring of the enterprise's activities;
- detection, awareness and application of the main directions of risk management;
- training of personnel in risk and crisis management;
- development of a plan and measures for training personnel to work in an anti-crisis mode;
- integration of the results of practical risk management into the system of priorities of the enterprise.

This management approach is effectively used abroad not only at the corporate, but also at the state and municipal levels. For Russian enterprises, the implementation of an integrated risk management system is associated with a lack of funds, slow development and implementation of measures, the need to constantly update them in a rapidly developing external environment.

In Russia, there is a point of view that anti-crisis work at an enterprise in the form of prevention should begin from the moment of its foundation. This view of the situation should motivate Russian enterprises to modernize measures and ways to overcome the crisis. The need to refer to foreign experience is justified by the weak management activities of enterprises in the field of anti-crisis management.

Specialty VAK RF08.00.05
Number of pages 141

CHAPTER 1. Socio-economic content of entrepreneurship and features of the functioning of small business in the service sector.

1.1. Methodological aspects of entrepreneurial activity.

1.2. Features of the functioning of small business in the service sector.

1.3. Foreign experience of functioning of small business and entrepreneurship.

CHAPTER 2. Modern mechanism of anti-crisis management. ".

2.1. Features of anti-crisis management in the service sector.

2.2. Forms and methods of managing insolvent enterprises.

CHAPTER 3. Analysis of the causes of the crisis in small enterprises in the service sector.

3.1. Algorithm for anti-crisis management at a small enterprise in the service sector.

3.2. Methodology for developing an anti-crisis management plan.

3.3. Improving the organizational and economic mechanism of anti-crisis management

Recommended list of dissertations

Organizational and economic mechanisms of anti-crisis management of enterprises in the service sector 2006, candidate of economic sciences Rvachev, Alexey Leonidovich
Methods for ensuring the sustainability of the development of small business structures in the context of the economic crisis 2009, Candidate of Economic Sciences Kutareva, Lyudmila Gennadievna
Anti-crisis management of enterprises in the service sector 2005, Candidate of Economic Sciences Sharonova, Vera Pavlovna
Entrepreneurial potential as a factor in increasing the efficiency of anti-crisis enterprise management 2003, candidate of economic sciences Karpenko, Yuriy Aleksandrovich
Methodological support of the mechanism of anti-crisis management of enterprises in the service sector 2010, Candidate of Economic Sciences Engelhardt, Evgeniy Olegovich

Dissertation introduction (part of the abstract) on the topic "Economic foundations of anti-crisis management of small business enterprises in the service sector"

Relevance of the research topic.

The importance of small business for an emerging market economy cannot be overestimated. The transition to the market is impossible without the massive development of the entrepreneurial sector of the economy, which is aimed at saturating the market with goods and services, overcoming sectoral and territorial monopoly, expanding competition, introducing the achievements of scientific and technological progress, increasing export potential, strengthening the economic base of local authorities, developing villages, small and medium-sized cities, the revival of folk crafts and crafts, the solution of environmental problems.

A special place in the economy is occupied by small enterprises in the service sector, which, in the course of their existence, directly or indirectly solve or help to solve a number of socio-economic problems.

In the context of heightened competition, a decrease in effective demand, a worsening investment climate in the country, as well as as a result of a number of other factors, the number of ineffective, insolvent small enterprises has increased.

In these conditions, the problem of theoretical substantiation and practical application of the anti-crisis management system, which includes a number of logical cause-and-effect, organizational and methodological means, becomes especially urgent. With its successful implementation, a small business will receive new development prospects.

Considering that small business is objective by its nature, it is more risky than big business in an unstable socio-economic situation, the task of identifying the causes of crisis situations and developing a set of measures to prevent it becomes very urgent.

It should be noted that despite the significant number of available developments on the problems of entrepreneurship and small business, it is necessary to note the insufficient study of this problem from the standpoint of anti-crisis management of small businesses in the service sector.

In the works of a number of authors (Astakhov V., Belyaeva S., Bukrsev V., Voskolovich N., Glushkov G., Gordienko G., Dashkov L., Dolgopyatova T., Efimova M., Zhiltsov E., Ivaschenko N. , Kovalev V., Kolpa-kova S., Korotkoe E., Koshkina V., Kuzmina D., Lapusta M., Makrak V., Muravyova A., Myagkova P., Naumenko B., Novitsky A., Orlov A., Osipov Yu., Pelikh S., Raizberg B., Skryabin V., Sofia T., Suyunchev M., Fadeev V., Fedotova M., Yakovlev V., etc.) the causes of crisis situations at enterprises are considered, given analysis of the manifestations of the crisis in various systems and subsystems of economic life, organization of entrepreneurship and small business, contains an analysis of the economic and political aspects of the crisis associated with the shortcomings of public administration in the transition period, with excessive liberalization, a sharp and complete rejection of the planning and regulation system, actual self-elimination states from economic life.

In a number of works, crisis manifestations at the level of economic activity of enterprises are investigated, the problems of restructuring, bankruptcy, and the search for a “survival” strategy are touched upon.

Within the framework of this dissertation work, the modern mechanism of anti-crisis management and its application at small enterprises in the service sector are investigated, taking into account the peculiarities of their functioning and social significance.

The lack of theoretical and methodological developments on the problems of anti-crisis management of small businesses in the service sector, as well as their great theoretical and practical significance, determined the choice of the research topic.

Goals and objectives of the study. The aim of the thesis is to develop theoretical and methodological principles of anti-crisis management of small business enterprises in the service sector in a transitional economy.

To achieve this goal, it was necessary to solve the following tasks:

1) theoretically substantiate the socio-economic essence of entrepreneurship and, on this basis, identify the features of the functioning of small business in the service sector;

2) clarify the concept of "crisis management" and identify the features of its manifestation and functioning in the service sector;

3) develop a methodology for improving the mechanism of anti-crisis management of enterprises in the service sector;

The object of the research is small business in the service sector in a transitional economy.

The subject of the research is the system of anti-crisis management of small business in the service sector and the mechanism for its improvement.

The theoretical and informational basis of the dissertation research was the publications of domestic and foreign scientists on the development, formation and functioning of the entrepreneurial sector and small business in the service sector, as well as legislative and regulatory acts on the problems of bankruptcy and anti-crisis management, official statistics on small business, primary data for a number of small firms.

Scientific novelty of the dissertation research:

A theoretical definition of small business is given as an initiative economic activity of individuals aimed at making a profit, with their economic and legal independence, responsibility and personal capital;

Identified and grouped the main features of the functioning of small business associated with its economic nature and essence. On this basis, a definition of the specifics of anti-crisis management of small enterprises in the service sector is given, taking into account its unstable state and a high probability of crisis situations, as well as a classification of crisis situations;

The methodological foundations and directions of anti-crisis management of enterprises in the service sector have been developed, including the diagnosis of organizational and personnel potential, monitoring of economic and economic activities, as well as the development of an anti-crisis management plan based on the implementation of defensive and offensive tactics of its implementation.

The practical significance of the research carried out lies in the fact that the main conclusions and proposals can be used in the practical implementation of the mechanism of anti-crisis management of small enterprises in the service sector, contributing to their stability and survival in difficult socio-economic conditions.

The work can be used in the educational process in the study of foreign and domestic experience in the formation of entrepreneurship and small business in the service sector, including for teaching the course "Economics of the sphere of paid services", as well as in the development of teaching materials on the problems of crisis management in accordance with standard training programs for specialists in anti-crisis management of the Federal Service for Financial Recovery (FSFR).

Approbation of work. The main provisions of the research were presented by the author at two scientific and practical conferences: "University education" (Penza, April 11-12, 2000) and "Socio-economic situation and urgent problems of social protection of the population of Russia" (Ufa, May 16-17, 2000) , methodological seminars on the problems of anti-crisis management, as well as meetings held under the leadership of the FSFR, and also found application in the development of an anti-crisis management plan for JSC "Stroyservice", Moscow.

The logic and structure of the thesis. The logic of the study is based on the disclosure of the socio-economic content of entrepreneurship and the peculiarities of the functioning of small business, analysis of the causes of the crisis in small enterprises in the service sector and the development of a mechanism for their anti-crisis management.

Similar dissertations in the specialty "Economics and management of the national economy: theory of management of economic systems; macroeconomics; economics, organization and management of enterprises, industries, complexes; innovation management; regional economy; logistics; labor economics ", 08.00.05 code VAK

Methodology and practice of anti-crisis financial management of integrated structures of the sphere of recreational services 2011, Doctor of Economics Zirinov, Sergey Andreevich
Anti-crisis management of enterprises in the region based on monitoring of threshold indicators of entrepreneurial activity 2007, candidate of economic sciences Sokolov, Vladimir Nikolaevich
Crisis Management at Service Enterprises: The Case of the Moscow Region 1998, Candidate of Economic Sciences Duborkina, Irina Albertovna
Organizational and economic mechanism of anti-crisis management of enterprises in the service sector based on taking into account the time factor 2012, Candidate of Economic Sciences Natalya Nikolaevna Eronkevich
The economic system for ensuring the security of entrepreneurship in the region 1999, Doctor of Economics Aleshin, Valery Alekseevich

Conclusion of the thesis on the topic “Economics and management of the national economy: the theory of management of economic systems; macroeconomics; economics, organization and management of enterprises, industries, complexes; innovation management; regional economy; logistics; labor economics ", Uransky, Timur Rubinovich

CONCLUSION

The formation of a market economy is directly related to the intensification of entrepreneurship, and especially in the field of small business. In entrepreneurship, as in any complex social phenomenon that combines the conservatism of its fundamental principles and began with the dynamics of self-development.

Agreeing with the well-established view of entrepreneurship as a specific professional activity, we define it as the proactive economic activity of individuals, conditioned by their economic and legal independence and responsibility, based on their personal capital and aimed at making a profit.

The social significance of small business is determined by the massiveness of the group of small owners - owners of small businesses and their employees, the total number of which is one of the most significant qualitative characteristics of any country with a developed market economy.

Analyzing the business environment of the service sector, a number of reasons can be identified that hinder the development of small business, despite the increased attention to this problem of the state and many constituent entities of the Russian Federation.

First, the difficult economic situation prevailing in the country: inflation, decline in production, rupture of economic ties, deterioration of payment discipline, high interest rates, weak legal protection of entrepreneurs.

Secondly, the low level of organizational, economic and legal knowledge of entrepreneurs, the lack of proper business ethics, economic culture both in small business and in the public sector of the service sector.

Thirdly, the negative attitude of a certain part of the population, linking entrepreneurship directly only with mediation, buying and selling and financial violations.

Fourth, the lack of development of the organizational and legal framework for regulating the development of small business at the regional level.

The development of small business, with an appropriate state policy, allows for the accelerated formation of competitive market relations, the restructuring of the economy, the creation of new jobs, the intensification of scientific and technological progress, contributes to the formation of a powerful social stratum of active owners and entrepreneurs that constitute the social base of market reforms and the conditions of stability in society.

As can be seen from the analysis, the main factors holding back the development of small businesses are:

Political and economic instability;

Imperfection of the legislative and regulatory framework;

Inefficiency of the financial and credit system for supporting small businesses;

Insufficient amount of technologies available for small business;

Difficulties in obtaining the necessary premises and equipment for small businesses;

Lack of access to necessary information;

Complex crime situation;

Lack of debugging of the mechanism of state support for small business;

Insufficient preparedness for work in the market conditions of both entrepreneurs and managers, personnel of structures designed to support or interact with small businesses.

Currently, many Russian enterprises are either insolvent or experiencing significant difficulties in the financial, production and other areas of their activities. The reason for this is complex, ambiguous macroeconomic conditions, which are exacerbated by the mistakes of entrepreneurs themselves. Therefore, in the conditions of Russian economic reality, it has become not only relevant, but also extremely necessary for enterprises wishing to maintain their well-being or get out of the crisis, a special type of management, which has received the appropriate name - anti-crisis management, which can be defined as a set of specific systems, processes and methods aimed at anticipating or eliminating the crisis with minimal losses.

To avoid the consequences of the crisis, the enterprise must use anti-crisis management, the essence of which can be defined as follows: anti-crisis management is the ability to develop optimal ways out of a crisis situation, determine the priority values of the enterprise in a crisis, coordinate the activities of the enterprise and its employees in anticipating the crisis, to achieve the efficiency of their work in extreme conditions. In other words, anti-crisis management is management aimed at preventing or mitigating crises, as well as keeping the operation of the enterprise in the mode of survival in a given period and the exit of the enterprise from the crisis with minimal losses.

The problems of anti-crisis management are typical for enterprises and organizations of all industries, however, this issue is most acute in the service sector, since it is in this area that the bulk of small and medium-sized enterprises are concentrated, for which, as studies show, the most realistic deterioration of the state of affairs and the onset of crisis in activity. Service enterprises are particularly affected by many factors, both external and internal, the influence of which causes a crisis situation.

The system of anti-crisis management of enterprises in the service sector involves the use of various approaches in its formation, including:

Comprehensive, taking into account all aspects of management and their relationship;

Integration with the study of processes both vertically and horizontally;

Dynamic, as well as reproductive and others, determines its greater flexibility and ability to diversify.

The anti-crisis management system should create conditions for a quick reaction to changes in the external and internal environment, which will help expand the range of choice of options for behavior in a crisis, i.e. making effective management decisions, forming strategic guidelines and goals, developing innovative programs and implementing investment projects.

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