Introduction

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

1.1 The essence of anti-crisis risk management.

1.2 Types of anti-crisis strategies.

2. Basic methods of anti-crisis management.

2.1 Reengineering as a method of crisis management.

2.2 Restructuring as a tool for crisis management.

Conclusion.

Bibliography.

By discipline: anti-crisis management.

Topic: "Strategies for anti-crisis management"

INTRODUCTION

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

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

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

Reengineering.

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

1. Risk management and types of anti-crisis strategies

1.1 The essence of anti-crisis risk management

Anti-crisis risk management is the process of preparing and implementing measures aimed at reducing the risk of making an erroneous decision and reducing the possible negative consequences of undesirable developments in the course of implementing the adopted anti-crisis decisions. The risk management process can be represented as a specific sequence of actions. The main tasks of the risk management system include:

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

2) determination of the probability of occurrence of risks and assessment of possible losses in case of their realization;

3) making decisions to reduce or prevent identified risks;

4) formation and implementation of risk control procedures;

5) elimination of the negative consequences of the impact of risks on the activities of the organization;

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

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

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

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

2) the transition from episodic (risk management occurs when the manager sees fit) to the continuity of the risk management process;

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

The Organizational Risk Management Process Diagram includes the following components:

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

Ensuring an acceptable level of risk in the implementation of activities (output is the result of a business process);

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

Management personnel of the company, including top management (resources are the means used to carry out the process).

Overall, risk management is an additional metric to consider when developing any business strategy.

Types of risk management strategies organizations are:

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

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

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

The strategy of the subsequent impact on the risk (creation of conditions for minimizing the impact of the consequences of the implementation of a risk situation on the organization's activities).

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

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

Strategy in anti-crisis management is a kind of guarantee of stable development of the organization. Of course, one cannot say that the strategy allows you to completely avoid crises. It only allows you to reduce the likelihood of their occurrence, and in the event of an onset, to ensure that they are overcome as quickly and painlessly as possible.

In addition, the strategy makes it possible to shorten the decision-making time on how to overcome the crisis, which is an extremely important factor and will be discussed later.

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

Rice. 1. Classification of anti-crisis strategies

Consider the features of the application of anti-crisis strategies.

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

1) organizational changes;

2) financial strategies;

3) cost reduction;

4) reduction of assets;

5) profit creation.

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

Cost reduction strategies are based on the assumption of organizational survival. Proper cost estimating involves analyzing historical financial data as it is the best starting point for predicting future costs.

The characteristics of these strategies are as follows:

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

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

Introduction of an effective cash flow forecasting system;

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

Development of mechanisms for assessing the expected sales volumes by product groups.

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

For example, Marina Osipova (Financial Director of Dionis Club (Moscow) proposes to take the following measures in order to reduce the organization's costs in a crisis: tightening the procedures for authorizing expenses, motivating staff to reduce costs and reduce costs not related to the organization's core activities. As part of listed areas of activity, you need to perform the following procedures:

Formation of the budget of the organization. If there was no budgeting at the time of the financial crisis, it can be recommended to confine ourselves to drawing up a master budget (forecast balance sheet, cash flow budget and budget of income and expenses), budgets of key production units, as well as to form budgets for receivables and payables and the movement of raw materials and materials ;

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

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

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

Reducing labor costs. It is necessary to develop bonus schemes for the personnel of the organization and motivate them to reduce costs. As a basis, a scheme can be adopted in which part of the saved costs is paid to the employee.

4. Reduction of assets:

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

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

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

Improvement in the management control system;

Improved inventory management;

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

Intensify sales efforts.

Pivot strategies have proven to be effective in crisis management, they are based on cost reduction strategies and usually involve changes in the marketing or retargeting of existing products (services) while developing new ones.

Turn strategies include:

1) changes in pricing;

2) reorientation to specific customers and specific products;

3) development of a new product;

4) rationalization of the range of goods;

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

What will be the reaction of competitors;

Whether the attractiveness of the product will improve in certain market segments.

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

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

3. What is the potential for revenue and growth, as well as gross margin?

4. What is the extent and type of competition in this segment or niche, and what is the potential to respond to marketing actions?

New product development can be a necessary turnaround when an organization loses its competitive edge in terms of updating or improving a product. Product improvement can help an organization focus on specific market segments that have not been relatively strong so far.

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

Realistically assess the company's costs;

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

In the face of the threat of bankruptcy, exit strategies are applied, the purpose of which is to minimize damage. This is achieved by selling assets and reducing costs.

Withdrawal of investments can be carried out through a franchise agreement, the transfer of contracts, the sale of business units or the entire organization, the separation and spin-off, the exchange of assets.

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

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

1. What is the scale of the disaster?

2. How to be prepared for any future?

3. How to improve profit and cash flow?

4. How to respond to strategic changes?

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

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

2. Main methods of anti-crisis management

2.1 Reengineering as a method of crisis management

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

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

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

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

Rice. 2. Process Improvement Options

1. Improvement according to J. Deming - continuous improvement, which means that the process efficiency indicators increase relatively slowly, the growth is on interest, the risks are almost zero.

2. Redesigning the process - changing the technology of the process, adjusting the sequence of operations, while maintaining some features of the old process, the performance indicators increase by 10%, the probability of risk is also quite significant.

3. Reengineering liquidation of the old process, construction of a new one. If the new process was designed correctly, the efficiency increases by several times, and not by percentages. But the probability of risky events is many tens of percent (often up to 70% - with major transformations).

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

Running a high-tech business in a fairly highly competitive, information-rich, changeable and at the same time organized environment requires managers of organizations to be flexible, highly professional, purposeful, focusing management efforts on growing the size of organizations, which will increase the competitive advantages of organizations due to economies of scale and learning.

As practice shows, most of the efforts of a modern high-tech organization are spent not on the generation of innovation, which is automatically accepted by a competitive market, and even guarantees the entrepreneur a temporary monopoly profit, but on overcoming the resistance of the environment.

Doing business in high-tech markets involves increased risks, a longer payback period, and requires the involvement of a wide range of participants. The technological environment is inert, especially if the demand for traditional products is growing. One of the ways to independently overcome the resistance of the environment by an organization is forward integration - independently or through the purchase of organizations, the development of production operations of the next level.

Thus, choosing the right business model (product, market niche, strategy, set of business functions, business processes) in terms of long-term profit plays an essential role in the market system.

For example, the Russian company Intros-Ko, a Russian company that sells diagnostic equipment for pipelines, faced the problem of expanding sales: customer service departments began to use its devices to provide services on the side. I had to create my own service centers.

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

The properties of reengineering include the following: the rejection of outdated rules and approaches and the start of the business process from scratch, which makes it possible to overcome the negative impact of the prevailing economic dogmas;

Radical change in the way you do business - if you can't remake your business environment, you can remake your business;

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

The use cases for reengineering are as follows:

The organization is in a state of deep crisis;

The current situation of the organization can be considered satisfactory, but the forecasts of its activities are unfavorable;

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

The basic principles of reengineering are shown in fig. 3.

Rice. 3. Basic principles of reengineering

This is not to say that reengineering was invented by scientists; rather, it was discovered by them in a number of successful companies that intuitively used its basic properties. The most famous authors of the idea of ​​reengineering are M. Hammer and J. Champi "Reengineering of corporations: a revolution in business" (1993). Currently, reengineering is adopted by almost all companies in the world. Hammer's slogan is widely used: "Use computers not only to automate, but also to re-engineer existing business processes."

2.2 Restructuring as a Crisis Management Tool

Restructuring- This:

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

Transformation of the organizational structure of the organization's management;

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

To change means to make something different, to change something old, to amend something that already exists.

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

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

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

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

A successful organization is constantly in flux. Under the pressure of external and internal circumstances, commercial organizations are forced to change their own strategies, systems and management structures. Otherwise, their effectiveness in the face of increasing competition may be jeopardized.

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

Organizations need to initiate the process of introducing changes in order to meet market demand, increase shareholder value. Often they need to initiate and implement change in order to keep the organization stable and maintain a balanced and continuous development.

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

In practice and research, more and more attention is paid to the analysis of methods and organizational capabilities of change management, or "change management".

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

Objects of changes in the organization are shown in fig. 4.

Rice. 4. Objects of change in the organization

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

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

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

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

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

6) in people - management and service personnel, their competence, motivation, behavior and efficiency in work;

7) in the efficiency of the organization - financial, economic, social and other indicators for assessing the connection of the organization with the environment, the fulfillment of its tasks and the use of new opportunities;

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

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

The reputation of the organization, expressed, in particular, in the popularity of customers using the services of the organization;

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

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

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

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

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

All three methods in the first three years of operation of the equipment make it possible to receive significant amounts of depreciation, which is reflected in accounting. At the same time, the amounts of accelerated depreciation are not taken into account for tax purposes. For a complete calculation of profit, the company must recalculate its costs at linear depreciation rates. Therefore, the accelerated depreciation mechanism does not provide a tax advantage, and organizations practically do not use it.

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

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

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

Initiators and executors must be sure that changes are really needed;

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

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

Thus, change management is considered as a conscious purposeful impact on the part of subjects, bodies on people and economic objects, carried out in order to direct their actions and obtain the desired results.

It is necessary to distinguish between the restructuring of the organization, reforming and reorganization.

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

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

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

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

The restructuring provides for a change in the production program and related innovations in the following structures:

production;

functional;

Informational.

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

Capital restructuring;

Changing the organizational structure of the organization;

Changing the management system, etc.

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

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

The most characteristic are the following restructuring functions:

Development and development of new types of products;

Strengthening the competitive position;

Overcoming the crisis;

Restoration of solvency;

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

The implementation of the restructuring pursues the following goals.

Break-even production volume and profit maximization;

Optimization of the capital structure of the organization and ensuring its financial stability;

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

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

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

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

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

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

Optimization of the tax and financial planning system;

Facilitating access to external investment resources;

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

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

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

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

Implementation of an information management system that involves the maintenance of consolidated accounting, financial and management reporting in the organization;

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

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

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

Restructuring will succeed if the following two conditions are met simultaneously:

The desire and will of the organization's management to carry out radical changes in the structure of powers and areas of responsibility of the managerial level;

The cohesion of the organization, combining structural rigidity, labor and technological discipline and behavioral flexibility.

For effective restructuring, the following prerequisites are necessary:

The organization must have a strategic development goal;

The management must have an information-analytical system of management, operational control and analysis of the economic activities of departments and the organization as a whole.

Risk of possible bankruptcy;

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

The possibility of corruption;

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

Control over the level of costs with the help of a management accounting system.

On a quarterly basis, management should analyze the progress of the organization's restructuring program with the allocation of specific activities included in the program, but not implemented on schedule and did not provide the expected economic effects. For each case, the main causes of such facts and the necessary measures are highlighted to compensate or prevent the negative impacts of the internal and external environment (indicating specific responsible and guilty persons).

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

Bringing the organization out of a crisis, which requires active participation in the management of the CEO;

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

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

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

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

A rational approach to analyzing the organization's activities and planning one's own activities for the future, which can be organizationally ensured by creating a department for long-term (strategic) planning with its subordination to the financial director in the face of increased competition.

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

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

Development and adoption for internal use of accounting policies, automation of accounting, creation of a financial planning system, linking them into a single system of accounting for contracts; introduction of the position of a financial manager (or distribution of its functions) and the creation of a financial planning and analysis unit;

Implementation of technologies for substantiation and management of the implementation of development projects;

Preparing staff for restructuring and training them in effective methods of work.

The new requirements for the organization of work with personnel include:

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

Assessment of future staffing needs based on the tasks set and development of a program to meet future staffing requirements;

Planning and implementation of career development for promising employees.

The possible consequences of restructuring an organization can be summarized as follows:

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

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

3. The fragmentation of the organization somewhat narrows the possibility of extracting systemic effects, which gives rise to a number of competitive risks.

4. A serious danger is the weak controllability of non-consolidated production. Charters and agreements provide organizations with a number of tools to minimize the risk of this danger.

One of the means of counteracting the risk is the system of planning the production and sale of the organization's products. The planning system should cover all subsidiaries through mandatory supply clauses, intercompany agreements, and the like. This is also facilitated by a unified marketing system in the organization. All activities for the marketing support of products should be centralized within the framework of the overall marketing policy.

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

Thus, the restructuring of the organization will provide:

Stabilization of the financial and economic situation;

Individualization of tax and civil liability;

Increasing labor productivity;

Reducing fixed production costs;

Redistribution and increase in the efficiency of the use of personnel, production potential;

Increasing the investment attractiveness of the allocated business units;

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

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

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

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

Development of an enterprise development strategy;

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

Development of budgeting (according to international standards);

Development of personnel motivation systems;

Attraction of credit financing;

Development of new technologies for ore processing, obtaining technical conditions, certificates, development of new products for oilmen;

Building accurate relationships with consumers of products;

Search for strategic buyers.

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

Conclusion

So, a crisis situation is a critical situation, which, if no measures are taken to eliminate it, can greatly affect the profitability of the organization, its reputation or the ability to conduct business. To overcome crisis situations, appropriate anti-crisis strategies and management methods.

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

Aksenov E.P., Roshchina I.V., Kazakov V.V. Reengineering of management in the conditions of reforms // Finance and credit. 2010.

Ansoff Ya. Strategic management. Classic edition. St. Petersburg: Peter, 2009.

Crisis Management: Textbook. 2nd ed. revised and additional / Ed. prof. EM. Korotkov. M.: INFRA-M, 2010.

Anti-crisis management: Teaching aid. Compiled by: I.A. Marchev. Nizhny Novgorod: Nizhny Novgorod State University, 2012.

Antonov T.D., Ivanova O.P., Tumin V.M. Strategic management of an organization: Proc. allowance. M.: INFRA-M, 2015.

Antonov T.D., Ivanova O.P., Tumin V.M. Organization risk management: Proc. allowance. M.: INFRA-M, 2015.

Foreign practice of anti-crisis management: Educational and methodological manual / Compiled by: E.A. Feinshmidt. M., 2012.

Kovalev V.V., Volkova O.N. Analysis of the economic activity of the enterprise. Moscow: Prospekt, 2015.

Shatalov V.A. Restructuring in the system of anti-crisis management. M.: Norma, 2015

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Despite the victorious reports on TV that the crisis has already been defeated, I am overcome with skepticism. In my opinion, the crisis has not really come yet, it will get worse and we will have to seriously tighten our belts. Nevertheless, business is business, and everyone still needs to work. However, how to work? What and how to do? I will try to give some recommendations that, in my opinion, will be quite useful to participants in the food market, both from manufacturers and retailers.

If we exclude strange statements like “work as if nothing is happening” from the list of anti-crisis recommendations, what remains? Remains standard - cost reduction, process optimization, price reduction. And that's all. However, this is an extremely one-sided view of the crisis. The recession and subsequent depression in the economy is an extremely large-scale process and does not consist only in the fact that people will buy less. There will be a reformatting of the market, consumer preferences will not just shift towards cheaper products. The consumer will begin to choose in a completely different way, his key motives will change when choosing. That will seriously change the balance of power in the markets. Therefore, working as before, even with all sorts of "optimizations" and "reductions", is still very risky. The consumer may refuse you altogether. And not because you will be "bad" or "expensive". You may be unclaimed at all. Therefore, we offer our model of consumer behavior in times of crisis and the main conclusions from it. Will they become relevant? We have all the fears to assume that yes. In any case, "forewarned is forearmed".

Consumer

If in calm times a consumer not burdened by need chose products of excess consumption - luxury, premium brands, fashionable clothes of famous brands and delicacies, then in a crisis the choice changes dramatically. The consumer starts saving resources, he starts survive. At the same time, a particular person may well remain very wealthy, but his choice will still change. There will be no "feast during the plague" soon, there will be a revision of the consumption structure. A person will not necessarily buy all the cheapest, especially if he has the opportunity. He will still choose the best for himself. That's just the understanding of what is "the best" - will change dramatically. If in calm times the best is considered what is prestigious, what is expensive, what is exclusive, then in a crisis, what will be considered the best is what is useful, what is better for safety, what is vital, what brings additional benefits for survival and not for “throwing show off”.

Changing consumer preferences

Delicacies will only be bought with health benefits. Natural or fortified products will be preferred to dietary products, just "quality" will be replaced by "useful" quality.

"Show-offs" will become modest and fragmented, there will not be enough money for the rest, or it will become dangerous. Rabid hedonism will also subside. Prestigious retail chains are in decline, which, however, was to be expected, they are too far out of touch with reality. The winner is the one who offers the best assortment at the best prices. We will dwell on this in more detail.

Commodity policy

Changing the lifestyle and preferences of buyers will be reflected primarily in the product strategy. Some categories may fall into a state of clinical death, others are waiting for rapid growth. Based on the above diagram, a sharp decline awaits expensive public catering, a segment of delicacies, and elite alcoholic beverages. The consumption of the essentials, such as canned goods and groceries, will grow. Nevertheless, you can not only follow the general direction, but also try to change the situation with other product categories in your favor. There is scope for creating both new products and changing existing ones, but falling into the “risk group”. Several options for changing the product itself, its properties, recipes, purpose, advantages and features are possible at once.

Product Development Directions

1. Increasing the benefits of existing products. This is created by changes at the level of the product itself. In this case, a particular product must be given additional benefits in the eyes of the consumer, moreover, this benefit should be relevant from the position of "survival" and not "idleness" - high nutritional value, energy value, health benefits, for work, for life in any aspect.
2. proof of necessity. This is no longer about changes in the product itself, but about providing information to the consumer. Some goods, objectively, are not needed for life - for example, confectionery. And there is no way to make them useful. But without them, life is bleak and dull, full of stress, and therefore their absence is harmful. They are not useful, but necessary. This can also be played.
3. Combined option. This option involves combining the growth of benefits and the need for life. This option is far from suitable for all product categories, but if you have found a way to both improve the consumer properties of the product and make it necessary, this will certainly interest the consumer.

For retailers, things are much more prosaic. This is a revision of the assortment, the removal of risky groups and the expansion of popular ones. Apparently, we will have to abandon the practice of "entry tickets", as this violates the principles of forming an assortment that is attractive to the buyer. The momentary will have to be sacrificed for the strategic survival of the company. The practice of "entrance tickets" is deeply flawed in its essence, and the crisis will force it to move away from it. The idea of ​​"convenience stores" will also lose its appeal on its own (that is, unless other format changes are made). In a family where there are unemployed, time is no longer an important resource, there is enough time to spend it looking for a lower price or a good assortment. Therefore, assortment optimization is a universal anti-crisis method for all retailers. You can use our model and understand which categories will be in demand, which ones will not, or you can wait for this time and quickly change the assortment policy in accordance with the real state of affairs. But I want to say again: as it was, it will not be. Get ready to change.

Pricing

During a crisis, prices fall. But this does not mean that everyone needs to rush into dumping and retreat from their old positions into the red. The consumer buys at all times a fair price. As a relative concept, this does not fit into any mathematical models. For the consumer, in fact, there are only 2 options for an acceptable price: “acceptably expensive” and “acceptably cheap”. Between these options there is a price corridor, which is considered by the buyer. Everything above it is “inaccessible”, everything below it is “unworthy”. During a crisis, this corridor does not disappear, and everyone does not switch to the consumption of the cheapest products indiscriminately. The price band does not disappear. It is simply shifting into lower price space.

Thus, manufacturers do not have to dump at all. But here a lot depends on the starting positions. If the company is the owner of premium brands, nothing good awaits them in a crisis if prices are not reduced. But prices for premium brands can only be reduced enough to stay within the price band. To increase sales and reach the segment, you can also try to use "to the fullest" the so-called. brand equity, i.e. past performance associated with the brand. If the consumer considered this brand to be of better quality than similar ones, this should not be forgotten. These associations can be transferred to other products that are produced under this brand, in particular, I'm talking about creating "economical" versions of well-known premium brands that can be sold "by weight", for example. All other things being equal, the consumer will choose what he thinks is better. And you can and should adapt to it.

The second option is when the manufacturer does not have a branded product, only the product itself. And in this case, we, no matter how absurd at first it sounds, recommend the creation of a trademark. Of course, this is not about branding and not about packaging, the design of which costs hundreds of thousands of dollars. The point is: when the price band shifts, your no-name product will no longer be the cheapest in the category. Inevitably, cheaper products will appear. And what, to arrange price wars on the verge of survival? No. Here we need to deal not with branding (there is a fear that many brands will die in a crisis), but with the growth of perceived value through the creation of a packaged, branded product. Even with the same quality, the packaged branded product will be more advantageously perceived by the consumer. At the same time, it is certainly not worth increasing the margin. But such a product will still win over competitors, since in the eyes of the consumer it is “better”.

For retailers, recommendations are simpler - assortment optimization. Replacing the upper price segment with medium and low. Due to this - a general decrease in the price category of retail outlets and networks. It's a matter of survival. It's time to wean from the position of "buy and will buy." You have to fight for the consumer.

Distribution and sales

A large-scale crisis is characterized by the fact that people become the most accessible resource. Left without a job and without a livelihood, consumers will sharply lower the bar of requests. As a result, people become super-available, moreover, for little money. The development of the crisis will inevitably lead to this. Accordingly, companies will be quite capable of a sharp increase in service while maintaining the overall price. In addition, people can be an additional sales channel. During the crisis, the role of various "uncivilized" trade formats will sharply increase, which can also be used. In general, during a crisis, the general recommendation is standard - more and better to use your resources - space, people. That is, the development of new sales channels (trade from a warehouse, retail trade). And, of course, the growth of the service, which I have already mentioned. Maintaining a consumer's shattered self-esteem can also be capital that can be converted into cash. Not everything needs to be saved.

Promotion

It is naive to believe that there will be no advertising during the crisis. A certain number of companies will survive, many product categories will remain, where there will be a high level of business activity. So, they are waiting for the growth of competition and the need to fight for the client, for the consumer. You can't do without advertising here. The previous crises of economic development show quite clearly: ATL (media advertising) and BTL (promotional events) change places in terms of costs. In a crisis, no one is investing money in image advertising, but there are a lot of promotions that give at least some, albeit a short-term effect. This is a general, universal recommendation. However, this is a special case. What should be changed more globally?

1. Placement optimization. It is necessary to refuse without regrets the expensive carriers providing dubious efficiency. Looking at inefficient placement, especially outdoor advertising, it is quite possible to reduce costs by several times without a drastic loss of efficiency.

5. In addition to promotions at the point of sale, advertising at the point of sale can also gain a lot of popularity. Points of sale will be the most interesting and popular advertising medium. This is both one of the effective options for producers, and a way to generate additional income for retailers. The choice will mostly be made directly in stores (branding is losing relevance), and this choice can and should be influenced. With a competent and creative approach, you can come up with a lot of options for advertising at points of sale. The main thing - again, do not forget that the point of sale is not a billboard, but a point of sale: the optimal assortment and consumer convenience are more important.

Strategy as a whole

With limited demand and falling consumer incomes, the core business paradigm is changing. The retailer and manufacturer are partially moving from partnership to competition in sales channels. It will be interesting for manufacturers to develop their own direct sales. When it is necessary to survive, it is no longer up to business ethics and optimization schemes with the Pareto principle. You will have to run in all directions if it brings at least some profit. In addition, it may be interesting for b2b market operators to diversify towards the end consumer market. This provides a certain insurance against the conjuncture of the inter-corporate market, and allows you to get additional profit. This can be both the launch of new products and the entry into new segments (fast food, for example).

The same is true for retailers. Chains will actively develop their own trademarks, replacing them with branded goods in non-branded categories. In addition, it is possible, again, to develop in the segment of ready-made meals and enter the market of fast food or drinking establishments. You will have to fight for every ruble, which will make the market more chaotic. But such is the call of the times. However, you can survive at any time. The end of the world has not yet come, so there is hope. But it will have to change. In part, this can be called a rollback to uncivilization. But that means "civilization" simply does not have sufficient adaptability to environmental conditions. And as wild as some of my recommendations may sound, there is nothing terrible in them. Times change, situations change, and so will you. And if the situation worsens, I want to believe that you will find ways to survive.

Anti-crisis strategies- these are strategies that optimize the behavior of enterprises in a recession in the industry, a steady decline in the main financial indicators of the company's activities and the threat of bankruptcy.

They include a set of measures in the field of planning, personnel management, finance, relationships with support groups, as well as legal and other measures in order to protect the company from the threat of bankruptcy or a significant decline and create conditions for a turn towards the recovery of the enterprise. The decline in production, financial and other important indicators that determine the effectiveness of the firm in the market is natural, deterministic; its causes can be investigated and appropriate adjustments made in the passion of behavior that mitigate the effects of the recession.

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

Let's consider what types of anti-crisis strategies exist (Fig. 1).

Rice. 1 - Types of anti-crisis strategies for the development of the organization

Anti-crisis production strategy.

It is preferable to reorganize production activities by a new management team. The reorganization of the enterprise includes the following areas:

1) termination of operations that do not contribute to covering the fixed costs of the enterprise;

2) termination of the production of unprofitable products or an attempt to turn it into a profitable one by reducing costs;

3) search for a source of financing in the form of venture capital, if the company has an underfunded, highly marginal product that is in demand on the market;

4) analysis of lease agreements.

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

Product quality improvement strategy.

Quality improvement is becoming one of the most key factors influencing the strategy of companies. Currently in foreign companies there is a general movement towards total quality control. Therefore, in order to achieve the competitiveness of the products of domestic firms, it is also necessary to introduce “total quality management” in their country.

The strategy of structural restructuring of the enterprise.

To implement this strategy, the following measures can be considered:

v separation of individual industries into independent enterprises;

v transfer to the balance of local authorities of some social and cultural facilities;

v conservation of unprofitable industries;

v closing unpromising production lines;

v reorganization of production;

v modernization of the shop structure;

v concentration of equipment in smaller areas.

The ultimate goal of such a reorganization is to optimize the value of the “Revenue / Assets” multiplier in order to achieve the desired value of return on assets.

The strategy of changing the nomenclature and assortment of products.

Most Russian enterprises are focused on highly specialized large-scale production. A wider range of customer satisfaction will make it possible to differentiate sales and increase the flexibility of profit management by optimizing the assortment policy.

Strategy for increasing the economic efficiency of production.

All production operations are examined from different angles. Revenues and costs, the level of standardization and unification, etc. are analyzed. The possibility of introducing new elements into the technological process, new types of materials is considered. Equipment may need to be replaced, upgraded, or at least repaired to improve production efficiency. These measures can have a significant impact on achieving a certain cost structure and quality standards, especially in a highly competitive market.

Anti-crisis personnel / management strategy.

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

The anti-crisis policy of personnel management of an insolvent enterprise focuses on:

v development of the main principles and priorities of personnel policy;

v planning the structure and staff for the purpose;

v reserves and movement, creation and maintenance of an information base on the movement of personnel;

v labor motivation;

v formation of a program of adaptation to changes, career guidance and retraining;

v methods for assessing the compliance of the personnel policy with the long-term strategy of the company.

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

Strategy for strengthening the personnel potential of the enterprise.

The first step, which concerns all departments, especially the departments of marketing and sales, accounting and finance, is the selection of specialists who meet the requirements of the time for vacant positions. A change in leadership is also necessary if methods that are inadequate to current conditions and a long-term strategy are being implemented.

Staff development, elimination of duplication, establishing interaction between departments and recovery goals are the main links in the personnel policy of a crisis enterprise. To effectively move towards the goal, the leader must coordinate the work and encourage people to do it.

Anti-crisis financial strategy.

The development of a financial strategy for overcoming the crisis should be in full compliance with the strategic goal of increasing the value of net assets (or bringing it in line with the sales forecast), which ultimately leads to maximizing the market value of the business and maintaining its investment attractiveness. Due to the complexity and time lag associated with attracting external sources of funding, management is initially interested in assessing the rate of growth that can be supported with internal sources of funding.

The development of an anti-crisis financial strategy of an enterprise is aimed at building an effective financial management system, with the help of which it is possible to ensure the solution of strategic and tactical tasks of its activities. The reform of the enterprise is aimed at solving such strategic tasks as profit optimization, growth in the value of net assets (maximization of the market value of the business), optimization of the capital structure and formation of the investment attractiveness of the enterprise.

Strategy for increasing the liquidity of assets.

It is aimed at increasing the value of net assets (equity capital) as a necessary condition for complying with the strategic direction of recovery: "financial restructuring - an increase in the value of net assets while reducing losses and increasing profits - achieving financial indicators that characterize a profitable and growing business."

Many enterprises still bear the burden of expenses for the maintenance of social and cultural property that does not belong to them. Therefore, in order to increase the liquidity of assets, it is necessary first of all to transfer these objects to the balance of local authorities, and also to audit unused (surplus) intangible and production assets. To improve the structure of current assets, it is necessary to collect overdue receivables (claim work is possible, appeal to an arbitration court to declare the debtor bankrupt, sale of debts, assignment of rights, etc.).

Capital Structure Optimization Strategy.

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

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

Strategy for improving the system of accounting and cost control.

It is aimed at organizing a management accounting system in order to focus management's attention on identifying internal reserves, strategic and operational management of costs and profits, and increasing competitiveness.

Optimization of accounting policy is closely related to the improvement of financial, tax and management accounting, identifying the advantages of calculating limited costs (based on production and variable costs), increasing pricing flexibility and profit management. To adequately reflect the activities of the enterprise, it is necessary to correct existing accounting errors, increase the responsibility of accountants for the work performed and expand their functions in analytical (managerial) accounting.

Profit optimization strategy.

It includes tightening control over the profitability of products and the cost of operating assets, using the possibilities of pricing policy (arbitrage pricing) and optimizing the assortment policy. The strategy aims to identify the added value "hidden" within the enterprise in the possible reserves of units (responsibility centers) that can increase their contribution to covering fixed costs and obtaining the desired profit.

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Introduction

1. Development of an anti-crisis strategy for the enterprise

1.1 The role of strategy in crisis management

1.2 Stages of developing an anti-crisis strategy

1.3 Types of anti-crisis strategies

2 Development of anti-crisis management at the enterprise JSC "Bryanskgradostroitel"

2.1 General analysis of the enterprise JSC "Bryanskgradostroitel"

2.2 Analysis of the anti-crisis strategy of OAO Bryanskgradostroitel

2.3 Proposals for improving the anti-crisis strategy of OAO Bryanskgradostroitel

List of used literature

Introduction

In this course work, the question of the anti-crisis strategy of the organization is considered. This topic is especially relevant and important for any enterprise, since a crisis is possible in the life cycle of any enterprise.

Anti-crisis strategies are strategies that optimize the behavior of an enterprise in a recession, a steady decline in the main financial indicators of a corporation and the threat of bankruptcy. They include a set of measures in the field of planning, personnel management, finance, relationships with support groups, as well as legal and other measures in order to protect the company from the threat of bankruptcy or a significant decline and create conditions for a turn towards the recovery of the enterprise. The decline in production, financial and other important indicators that determine the effectiveness of the firm in the market is natural, deterministic.(1)

When developing a strategy, an analysis of the external and internal environment of the organization’s activities is carried out, those factors that are of key importance for the organization are identified, information is collected and monitored for each factor, and based on an assessment of the real situation of the organization, the causes of danger and the appearance of signs of a crisis state are found out.

The purpose of the course work is to study the general concepts of anti-crisis strategies, as well as their application at the enterprise JSC "Bryanskgradostroitel".

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

1) to reveal the concept of anti-crisis strategies, their types and roles;

2) to analyze the anti-crisis strategy of OJSC "Bryanskgradostroitel" and put forward proposals for its improvement.

The object of study in this work is the open joint-stock company "Bryanskgradostroitel". The subject of the study is the anti-crisis strategy of JSC "Bryanskgradostroitel"

When writing this course work, we used the following methods:

1) classification method;

2) method of synthesis and analysis;

3) tabular method;

4) the method of induction and deduction;

5) structural method.

This course work is done on 41 sheets and consists of theoretical and practical parts.

1 . Developmentanti-crisisstrategiesenterprises

1.1 RolestrategiesVanti-crisismanagement

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

The reasons why a company falls into a crisis can be divided into two groups:

1. external, which do not depend on the enterprise or which the enterprise can influence to a small extent;

2. internal, which arose as a result of the activities of the enterprise itself.

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

It can be concluded that the way out of the crisis of Russian enterprises is associated with the elimination of the causes that caused it, and the process of planning this way out can be called a strategy (anti-crisis strategic planning) and tactics (operational planning) of anti-crisis management.

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

1) how the enterprise can resist changes in the external environment (arising often, irregularly and almost unpredictably);

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

The anti-crisis management strategy covers all planned, organized and controlled changes in the field of the existing strategy, production processes, structure and culture of any socio-economic system, including private and state enterprises. The enterprise must constantly monitor the main environmental factors and draw timely and correct conclusions regarding its needs for change. Crisis situations are the impetus for change. Depending on the area in which they pose a threat to achieving the goals of the enterprise, an appropriate anti-crisis strategy is selected. (2)

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

An enterprise is successful only if it is in a state of consistent and steady development. Therefore, a full-fledged crisis management strategy is a strategy of creating, capturing and maintaining a certain market niche, a strategy of competitive advantage in the long term. (4)

To create competitive products, it is necessary to accumulate all your strengths and abilities, focusing them on the development of a product that has the required characteristics, and on the earliest possible launch of these products on the market. In today's high-tech world, in order to surprise the customer who prefers superior products, the manufacturer must spend significant funds on research and development of new products and services. Therefore, a company that strives to stay firmly in the market must develop new products and technologies and do it faster than competitors. This is the key to success in a highly competitive world. With all sorts of information channels available, today's discovery could become the property of competitors tomorrow, who will sell a product similar to yours, but at a lower price - and this means losing a competitive advantage based only on innovations.

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

The development and implementation of anti-crisis strategic enterprise management are the key problems of stabilizing the Russian economy. Thus, we can conclude that the strategy of anti-crisis management makes it possible to recognize the crisis in time and, given its peculiarity, reduce its consequences.(3)

1.2 Stagesdevelopmentanti-crisisstrategies

crisis management strategy

The anti-crisis management strategy involves the adoption of a strategic program that requires a lot of analytical and design work.

When developing a strategy, an analysis of the external and internal environment of the organization’s activities is carried out, those factors that are of key importance for the organization are identified, information is collected and monitored for each factor, and based on an assessment of the real situation of the organization, the causes of danger and the appearance of signs of a crisis state are found out. Accurate, comprehensive, timely diagnostics of the state of the enterprise is the first stage in the development of an anti-crisis management strategy.

Analysis external factors With purpose identifying reasons crisis.

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

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

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

Having received sufficiently extensive information about the external environment, it is possible to synthesize it by creating scenarios.

Scenarios is a realistic description of what trends may appear in an industry in the future. Usually, several scenarios are created, on which one or another anti-crisis strategy of the enterprise is then tested. Scenarios make it possible to determine the most important environmental factors that an enterprise needs to take into account, some of them will be under the direct control of the enterprise (it will be able to either avoid danger or take advantage of the opportunity that has arisen). If there are factors beyond the control of the enterprise, the developed anti-crisis strategy should help the enterprise to maximize the use of competitive advantages and at the same time minimize possible losses.

By studying the external environment, managers focus on finding out what threats and what opportunities the external environment is fraught with. A fairly popular method, also used to analyze the external environment, is the SWOT method, which consists in analyzing the strengths, weaknesses, threats and opportunities of the organization, which allows you to determine the potential and those opportunities that the organization has. (7)

Analysis states enterprises, located V crisis situations. Along with the analysis of the external environment of the enterprise, it is important to conduct an in-depth study of its real state. Armed with this knowledge and vision of what the enterprise should be like in the future, the manager can develop an achievable anti-crisis strategy to bring about the necessary changes.

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

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

1. Efficiency current strategies.

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

2. Force And weakness, possibilities And threats enterprises.

The most convenient way to assess the strategic position of a company is a SWOT analysis. Strength is what an enterprise excels at. It can be skills, experience, resources, achievements (better product, perfect technology, better customer service, brand recognition). Weakness is the absence of something important in the functioning of the company, something that it fails in comparison with others. Once the strengths and weaknesses are identified, both lists are scrutinized and evaluated. From the point of view of strategy formation, the strengths of the enterprise are important, since they can be used as the basis of an anti-crisis strategy. If these are not enough, enterprise managers must urgently create the base on which this strategy is based. At the same time, a successful anti-crisis strategy is aimed at eliminating the weaknesses that contributed to the crisis situation. Market opportunities and threats also largely determine the anti-crisis strategy of the enterprise. To do this, all industry opportunities that can provide the potential profitability of the enterprise, and threats that adversely affect the enterprise are evaluated. Opportunities and threats not only affect the state of the enterprise, but also indicate what strategic changes need to be made. The anti-crisis strategy must take into account the prospects that match the opportunities and provide protection against threats. An important part of the SWOT analysis is an assessment of the strengths and weaknesses of the enterprise, its opportunities and threats, as well as conclusions about the need for certain strategic changes.

3. Competitiveness prices And costs enterprises.

It should be known how the prices and costs of the enterprise compare with the prices and costs of competitors.

In this case, strategic cost analysis is used. The method by which this analysis is carried out is called the “value chain” (Figure 1).

Figure 1 Value Chain

The value chain reflects the process of creating the value of a product or service and includes various activities and profits. The links between these activities can be an important source of enterprise benefits. Each activity in this chain is associated with costs and, in turn, with the assets of the enterprise. By relating production costs and assets to each individual activity in the chain, one can estimate their costs. In addition, the prices and costs of the enterprise are influenced by the activities of suppliers and end users.

Managers must have a good understanding of the entire value creation process, so the value chain of suppliers and end customers must be taken into account. The process of determining the costs of each activity is tedious and complicated, but it provides an opportunity to better understand the cost structure of the enterprise. In addition, it is necessary to conduct a comparative assessment of the costs of the enterprise and the costs of its competitors in the main activities. Thus, it is possible to identify the best practice for performing a certain type of activity, the most effective way to minimize costs, and, based on the analysis obtained, begin to increase the competitiveness of the enterprise in terms of costs.

4. Grade strength competitive positions enterprises.

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

5. Revealing problems caused a crisis on enterprise.

Managers study all the results of the state of the enterprise at the time of the crisis and determine what to focus on.

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

6. revision missions And systems goals enterprises.

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

The manager coordinating the policy of an enterprise in a crisis situation must concentrate all the information obtained during the strategic analysis. He must consider whether the enterprise, within the framework of its former mission, will be able to overcome the crisis and achieve competitive advantages. If necessary, you need to adjust the mission. A well-articulated mission statement that is understandable and trustworthy can be a powerful driver for a change in strategy. It may include the following:

1. Proclamation of beliefs and values.

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

3. Markets in which the company will operate:

a) ways to enter the market;

b) technologies that the enterprise will use;

c) growth and financing policy.

A clearly formulated mission inspires and encourages action, enables employees of the enterprise to take the initiative, forms the main prerequisites for the success of the enterprise under various influences on it from the external and internal environment.

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

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

1. Owners of the enterprise;

2. Employees of the enterprise;

3. Buyers;

4. Business partners;

5. Society as a whole.

If the mission is a vision of what the enterprise should be like in the future, then the system of goals (long-term and short-term goals) is the desired results that correspond to the understanding of the goal. (5)

Goals are the starting point of the systems of strategic planning, motivation and control used in the enterprise. Goals underlie organizational relations and evaluation of the results of the work of individual employees, departments and the organization as a whole. In any organization there are several levels of goals, thus, a hierarchy of goals is formed.

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

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

The development of an anti-crisis strategy is a very complex and multifaceted process, since it takes into account all the strengths and weaknesses of the enterprise, goals, as well as all environmental factors. (8)

1.3 Kindsanti-crisisstrategies

The process of strategic planning ends with the planning of strategic alternatives for the enterprise's exit from the economic crisis and the implementation of the choice of strategy.

Anti-crisis marketing strategy

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

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

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

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

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

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

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

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

1) focusing on low-cost methods, continuing the production of already mastered products and sold in old markets;

2) attracting relatively small investments to sell products in new geographic markets;

3) transition to more ambitious investment projects to enter the old markets with a new product, etc. (9)

Anti-crisis production strategy

It is preferable to reorganize production activities by a new management team. The reorganization of the enterprise includes the following areas:

1) termination of operations that do not contribute to covering the fixed costs of the enterprise;

2) termination of the production of unprofitable products or an attempt to turn it into a profitable one by reducing costs;

3) search for a source of financing in the form of venture capital, if the company has an underfunded high-marginal product that is in demand on the market;

4) analysis of lease agreements.

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

Strategy improvements quality products. Quality improvement is becoming one of the most key factors influencing the strategy of companies. Currently in foreign companies there is a general movement towards total quality control. Therefore, in order to achieve the competitiveness of the products of domestic firms, it is also necessary to introduce “total quality management” in their country.

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

Strategy changes nomenclature And assortment products. Most Russian enterprises are focused on highly specialized large-scale production. A wider range of customer satisfaction will make it possible to differentiate sales and increase the flexibility of profit management by optimizing the assortment policy. An anti-crisis strategy for changing the range and range of products was applied to improve the health of textile and pharmaceutical enterprises.

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

Anti-crisis personnel strategy

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

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

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

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

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

Strategy amplification personnel capacity enterprises. The first step, which concerns all departments, especially the departments of marketing and sales, accounting and finance, is the selection of specialists who meet the requirements of the time for vacant positions. A change in leadership is also necessary if methods that are inadequate to current conditions and a long-term strategy are being implemented.

Staff development, elimination of duplication, establishing interaction between departments and recovery goals are the main links in the personnel policy of a crisis enterprise. To effectively move towards the goal, the leader must coordinate the work and encourage people to do it.

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

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

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

Anti-crisis financial strategy

The development of a financial strategy for overcoming the crisis should be in full compliance with the strategic goal of increasing the value of net assets (or bringing it in line with the sales forecast), which ultimately leads to maximizing the market value of the business and maintaining its investment attractiveness. Due to the complexity and time lag associated with attracting external sources of funding, management is initially interested in assessing the rate of growth that can be supported with internal sources of funding.

The development of an anti-crisis financial strategy of an enterprise is aimed at building an effective financial management system, with the help of which it is possible to ensure the solution of strategic and tactical tasks of its activities. The reform of the enterprise is aimed at solving such strategic tasks as profit optimization, growth in the value of net assets (maximization of the market value of the business), optimization of the capital structure and formation of the investment attractiveness of the enterprise.

Strategy raise liquidity assets. It is aimed at increasing the value of net assets (equity capital) as a necessary condition for complying with the strategic direction of recovery: "financial restructuring - increasing the value of net assets while reducing losses and increasing profits - achieving financial indicators that characterize a profitable and growing business."

Many enterprises still bear the burden of expenses for the maintenance of social and cultural property that does not belong to them. Therefore, in order to increase the liquidity of assets, it is necessary first of all to transfer these objects to the balance of local authorities, and also to audit unused (surplus) intangible and production assets. To improve the structure of current assets, it is necessary to collect overdue receivables (possible claim work, appeal to the arbitration court to declare the debtor bankrupt, sale of debts, assignment of rights, etc.). The anti-crisis strategy for increasing the liquidity of assets was applied to improve the enterprise for the production of rubber products.

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

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

The first step towards optimizing the capital structure is to achieve growth in the value of net assets. Only after painstaking and effective work on the "improvement" of property, giving it the status of a resource that promises to make a profit in the future, you can begin to consider options for attracting additional sources of funding.

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

Strategy improvements systems accounting And control costs. It is aimed at organizing a management accounting system in order to focus management's attention on identifying internal reserves, strategic and operational management of costs and profits, and increasing competitiveness.

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

Strategy optimization arrived. It includes tightening control over the profitability of products and the cost of operating assets, using the possibilities of pricing policy (arbitrage pricing) and optimizing the assortment policy. The strategy aims to identify the added value "hidden" within the enterprise in the possible reserves of units (responsibility centers) that can increase their contribution to covering fixed costs and obtaining the desired profit.

The anti-crisis profit optimization strategy was applied to improve the health of the pharmaceutical industry.

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

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

2 . Developmentanti-crisismanagementonenterpriseJSC"Bryansk city builder"

2. 1 GeneralanalysisenterprisesJSC« Bryansk city builder»

Open Joint Stock Company "Bryanskgradostroitel" was established in 1998 as a result of the merger of ZAO SUM "Gradostroitel" and ZAO "Bryanskgradostroitel".

Legal capacity society. Open Joint Stock Company "Bryanskgradostroitel" hereinafter referred to as the "Company" is the assignee of CJSC SUM "Urban builder" and CJSC "Bryansk-town builder".

The Company shall have the right to open settlement accounts, including currency and other accounts, in banks of the Russian Federation and abroad in accordance with the established procedure.

The Company has the right to make transactions on its own behalf, acquire and exercise property and personal non-property rights, bear obligations, be a plaintiff and defendant in an arbitration court, arbitration court.

The Company may have representative offices and branches in Russia and abroad, as well as participate in the capital of other legal entities.

In order to carry out entrepreneurial activities, the Company has the right to:

carry out additional issues of shares in cases of an increase in the authorized capital and form borrowed capital by issuing bonds in accordance with the requirements of the law;

independently plan their economic, financial, commercial activities;

independently set prices and tariffs for products of the main production, own goods and services, except for cases established by law;

invest own funds in the activities of Russian and foreign companies and other legal entities;

invest funds in the activities of Russian and foreign companies and other legal entities;

place cash and securities in circulation for the purpose of making a profit;

attract Russian and foreign specialists for work;

independently determine the forms and amounts of remuneration of the Company's personnel;

make any transactions and other legal acts not expressly prohibited by law;

Target And kinds activities society. The main goal of JSC "Bryanskgradostroitel" is to make a profit for its Shareholders on the basis of meeting the needs of citizens, business companies and any other legal entities in goods, works and services offered by the Company.

Main activities of the Company:

- construction and installation and repair and restoration works;

construction of buildings and structures, including residential

trade-purchasing and commercial-intermediary activity;

preparatory work;

arrangement and installation of concrete and reinforced concrete structures;

implementation of the functions of the general contractor.

The Company is also entitled to carry out other types of activities not prohibited by the legislation of the Russian Federation and in accordance with it.

The Company carries out foreign economic activity in compliance with the procedure provided for by legislative acts and international treaties of the Russian Federation.

Certain types of activities, the list of which is determined by the Federal Laws, may be carried out by the Company only on the basis of a special permit (license). If the conditions for granting a special permit (license) provide for the requirement to engage in such activities as exclusive, then the Company during the validity period of this special permit (license) is not entitled to carry out other types of activities provided for by this permit and related to it.

Organs management. The management bodies of the Company are:

1. The General Meeting of Shareholders, which is held annually not earlier than two and not later than six months after the end of the financial year.

2. The Supervisory Board of the Company, which carries out general management of the Company's activities, with the exception of resolving issues that fall within the competence of the General Meeting of Shareholders.

3. The Director, who acts on behalf of the Company without a power of attorney, represents it in all state bodies, institutions, enterprises, organizations, in courts and arbitration in the Russian Federation and abroad, concludes contracts, agreements on behalf of the Company, makes transactions and other legal acts , issues powers of attorney, opens settlement and other accounts in banks; Issues orders and instructions within its powers, which are obligatory for all employees of the Company, approves the staff list, hires and fires personnel, applies incentives and imposes penalties.

The authorized capital of the Company is 200 thousand rubles. At the end of 2009, the company employed 151 people. The head of the organization is Egor Timofeevich Nosov. (19)

OJSC "Bryanskgradostroitel" operates in three markets of the village of Novye Drkovichi of the Bryansk region, the city of Bryansk and suburban areas of the city of Bryansk.

The main competitors are the construction companies Dar-Stroy LLC, Tekhstroy LLC, Stroy-Vector LLC and Garant-TEK LLC.

The main suppliers of building materials for Bryanskgradostroitel OJSC are: Tekhelectro Bryansk LLC, StroyService OJSC, as well as AVIZ LLC

The main partners of JSC "Bryanskgradostroitel" are:

OOO BryanskGiproZem

BryanskGIPstroy LLC

MUP "Bryanskgorstroyzakazchik"

Bryanskgorstroyservis LLC

2.2 Analysisanti-crisisstrategiesJSC"Bryansk city builder"

In connection with the current unfavorable economic situation in the Bryansk region and in the country as a whole, the enterprise developed an anti-crisis strategy, which includes:

1. In the field of marketing:

- improving the quality and reliability of products of OAO Bryanskgradostroitel as a result of organizational and technical measures (strengthening labor discipline);

- development of a system of contracts with flexible terms of delivery and payment (discounts for prepayment, discounts for timely and accurate execution of the terms of contracts);

- retaining regular customers and attracting new ones, which provides for the provision of benefits and discounts to regular customers, as well as quality control;

- promotion of the services of the JSC "Bryanskgradostroitel" to new markets includes an active advertising policy, as well as the creation of an emblem of the organization;

2. In the field of production:

- replacement of obsolete equipment is carried out by purchasing foreign equipment that is more expensive but also of better quality, conducting research and tracking the development of scientific and technical progress, attending scientific conferences;

Cost reduction by 10% due to continuous technical progress, introduction of new technology, comprehensive mechanization and automation of production processes, improvement of technology, introduction of progressive types of materials. It is also planned to reduce costs by increasing labor productivity by 7% and reducing costs by 8%.

The most important thing in the struggle to reduce the cost of the company is the observance of the strictest economy regime in all areas of the production and economic activities of the enterprise. The consistent implementation of the economy mode at the enterprise is manifested primarily in reducing the cost of material resources per unit of output, reducing the cost of servicing production and management, in eliminating losses from marriage and other unproductive costs;

- strengthening labor discipline, introducing personal responsibility for marriage and violation of the technological regime;

- increasing the range of services offered by providing services for the overhaul of buildings and structures.

4. In the field of finance:

- increase in profit by 20% due to an increase in the total income of the enterprise, improvement in financial performance, the sale of fixed non-production assets, the withdrawal of unused technological equipment;

- improvement of the liquidity indicators of OAO Bryanskgradostroitel due to a reduction in the volume of short-term liabilities, an increase in the volume of current assets and an increase in the volume of free cash of the enterprise;

- improvement of the company's credit rating;

- increase in investments in the social sphere.

Thus, as a result of the implementation of these measures, the financial condition of Bryanskgradostroitel OJSC will significantly improve and it will be less sensitive to changes in the external environment, since the enterprise's profit will increase significantly and the sales markets of the enterprise will expand, thereby reducing the risk of a crisis at the enterprise and the risk of bankruptcy of the organization .

2.3 OffersByimprovementanti-crisisstrategiesJSC"Bryansk city builder"

In order to put forward proposals for improving the anti-crisis strategy of OAO Bryanskgradostroitel, first of all, it is necessary to analyze the external and internal environment of the enterprise.

Let's analyze the external and internal environment of the enterprise using SWOT analysis (Table 1).

Table 1 SWOT-analysis of JSC "Bryanskgradostroitel"

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2. Development of an anti-crisis strategy in the organization

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

Evaluation and analysis of the external environment of the enterprise. This is a rather complicated work, since it is necessary to analyze a large number of factors and identify the degree of their influence on the organization.

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

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

Assessment of the microenvironment. The microenvironment includes the subjects of the economy that have a direct impact on the activities of the organization:

1) the state;

2) suppliers;

3) consumers;

4) competitive environment;

5) human resources.

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

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

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

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

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

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

4) volume of purchases by customers;

5) sensitivity of consumers to the price of goods, etc.

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

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

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

1) political;

2) economic;

3) social;

4) technological.

The political factor is assessed in terms of stability and changes in bills.

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

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

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

1) management;

2) financial department;

3) production department;

4) marketing department;

5) personnel;

6) transport department.

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

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

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

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