What is crisis management: types, strategies and examples. Basic theories of economic crises

Crisis situations are manageable, and this is confirmed not only by the experience of some well-known companies such as Johnson & Johnson, British Airways, Renault, but also by the existence of a special direction, a rapidly growing area of ​​PR practice - crisis management.

Crisis management is the art of mastering a complex situation, eliminating a greater degree of risk and uncertainty, allowing you to subdue most of the unwanted processes and take control of what is happening. Otherwise, this is the answer to the question of how to keep your head in place when everyone around is losing it.

Crisis management is applied both in extreme circumstances associated with natural disasters and accidents, and to regulate problems in the business world. Its main principles can be formulated as follows: sympathy, openness, truthfulness, timeliness, prevention. One of the key ideas is crisis prediction and prevention. To do this, a particular company must carefully monitor and analyze many factors of its living environment, identify those that pose a potential threat to its profits, image, and competitiveness.

Crisis management is rarely taught in business schools. And in order to identify their danger zones, problems, vulnerabilities, to draw up a special plan in case of a crisis and to teach management how to behave in a crisis situation, many Western companies call for the help of PR services that determine the corporate policy of the company and its strategy based on taking into account the entire range of external and internal influences.

Anti-crisis management has recently become one of the most important areas of activity, the study of the crisis and ways to overcome it have become closely involved. Crisis management requires careful study and includes many aspects.

concept"anti-crisis management" has several meanings depending on how the accents are placed.

In Western literature, this term refers to a certain type of activity to overcome a state (meaning a crisis situation), which is a threat to the functioning of an organization or enterprise and the main issue in which the question of existence becomes. Economists characterize this activity by increasing the use of measures and methods at the enterprise necessary to deal with a crisis situation. Many researchers note the following trend here: all attention is switched mainly to everyday problems that, at the same time, require a quick response and rather tough measures.

In other sources, the authors have a different position - this is due to their attitude to crises, which, in their opinion, are positive. Here, anti-crisis management is already defined as a means for creating techniques that allow predicting the onset of a new crisis turning point and planning the policy and strategy of an enterprise.

However, these definitions are still associated with goal setting, and the concept of anti-crisis management is actually broader, this should also include crisis prevention and forecasting. In other words, the definition of anti-crisis management includes two aspects: preventive and anticipatory, that is, warning and anticipatory.

In any firm and organization, anti-crisis management should begin with building a system that includes a qualitative-quantitative analysis of various deteriorating indicators that signal the approach of a possible crisis. This is the primary task of anti-crisis management.

The possibility of anti-crisis management depends primarily on the human factor. The presence of conscious human actions is the factor that allows you to find possible options out of crisis situations, direct efforts to overcome the most difficult problems and use the accumulated experience.

In addition, certain knowledge is required in the field economic systems, in particular their cyclical development. Without this, it is impossible to predict the onset of the crisis, and its unexpected occurrence, which is considered the most dangerous, can in this case completely destabilize the state of the enterprise.

Goals crisis management as a whole stem from the definition. However, it should also be noted that in various organizations anti-crisis management has special goals specific to this type of activity. For example, if we consider crisis management in environmental organizations, then the goal here is to prevent or minimize the negative impact on environment and man by changing technologies, searching for new ones, etc. And if we consider nuclear technologies, then we will talk about staff training, technical improvement, etc.

Tasks crisis management can be combined into the following groups.

1. Forecasting pre-crisis states. It is precisely pre-crisis ones, since timely detection will make it possible to even out the situation and not incur large losses. This is quite difficult, since it is necessary to recognize the very first signs, the beginnings of a crisis, which is sometimes problematic. But this is really necessary, because it is one of the measures to prevent the crisis.

2. Economic substantiation of applied programs.

3. Determination of means and methods of management in crisis situations. These are primarily methodological issues.

4. Differentiation of management technologies. In anti-crisis management, an important role is played by the analysis and assessment of crisis situations, the search for the required information and the development of solutions. All this takes time, a certain qualification of employees, availability of information, etc. This also includes the development of innovative strategies with which the enterprise can overcome the crisis.

5. The development of staff selection and the study of conflictology, conflict is an integral part of crisis situations.

In many sources functions and tasks crisis management are identified. This is not entirely correct, since the tasks determine the direction of management, and the functions reflect the subject of management and determine its result and effectiveness. In general, the functions of anti-crisis management are to take those measures that will lead to positive results in anticipation, process and after a crisis situation. So this is:

1) pre-crisis management;

2) management in a crisis;

3) measures to overcome the crisis;

4) stabilization of unstable positions;

5) minimization of losses and missed opportunities;

6) timely adoption of necessary measures and decisions.

The subject of impact of anti-crisis management are issues and factors related to crisis situations.

According to most economists, any management should be anti-crisis to a certain percentage and immediately become such at the time of the onset of the crisis.

The essence of crisis management can be expressed as follows:

1) crises can be predicted, expected and provoked;

2) crises to a certain extent can be accelerated or, conversely, slowed down;

3) crises can be mitigated;

4) for full-fledged management during a crisis, special knowledge, experience and certain training are required;

5) crisis processes can be controlled to a certain extent;

6) targeted actions to overcome the crisis help to accelerate this process and minimize negative consequences.

In general, all processes that take place in an enterprise or organization can be divided into two groups: managed and unmanaged. Managed - these are processes that are amenable to influence due to a change in their direction. Uncontrolled processes do not change under any influence and proceed according to their own internal laws.

These two groups are in a certain ratio and have their own dynamics, which, by the way, reflects the management technique and its effectiveness.

In some cases, managed processes can become unmanaged, which is negative indicator. The predominance of unmanaged processes is one of the causes of crises and an indicator of the failure of the administrative apparatus. However, too high a percentage of managed processes can also eventually lead to a crisis.

It is very important to determine the possible controllability of the process, which is one of the tasks of anti-crisis management. "Not seeing" those processes, the direction of which can be controlled, also leads to a crisis. Moreover, such situations can become spontaneous. A crisis can also arise if active management has begun unmanaged processes without any scheme or strategy. There will be a big waste of resources - both economic and human.

Therefore, it is so important to organize anti-crisis management at the proper level and maintain it. This is also due to the fact that over time there is an increase in the pace and complexity of the processes in the enterprise, i.e., there is a development of activity, and, consequently, management. In order for management to be effective, it must be ahead of development, which will require its complication and reorganization. But at some point, there should be a slowdown and accumulation of potential for the next stage.

So, the basis of anti-crisis management is the development and practical implementation of measures aimed at overcoming a crisis situation by a company. The search for and selection of these measures is a rather complex process, since it requires a significant investment of time and resources, which are usually relatively modest. The problem of lack of time is also quite tangible, since it is necessary to solve many different issues in a very short period of time. First of all, it is necessary to analyze the real possibilities. One of the most effective in recent years is the SWOT analysis. SWOT is an abbreviation for: strengthens (advantages), weaknesses (disadvantages), opportunities (opportunities), threats (threats) (Fig. 1):

Rice. 1. SWOT analysis

When assessing the state of a company or firm, its internal and external environment must be taken into account. Internal tasks, as a rule, are solved faster and easier than those related to customers, competitors and other external factors. When drawing up an anti-crisis program, it is necessary to take into account not only the shortcomings, but also the advantages of the organization. At the same time, it is important to prioritize in accordance with the tasks of anti-crisis management. When using a SWOT analysis, the following features should be taken into account:

1) all data is considered in a dynamic structure in order to notice deviations in time;

2) study of the external environment to identify new opportunities and use them to strengthen the position of the company;

3) taking into account changes in the programs of competitors, the introduction of new methodological programs by them.

Over time, crisis management must increasingly be characterized by efficiency. It, in turn, is characterized by the level of mitigation and positive use of the crisis in comparison with the funds spent on it. It is difficult to evaluate such efficiency in some exact calculated indicators, but it can still be traced in the analysis management activities, successes and miscalculations.

Below are the main factors determining the effectiveness of anti-crisis management. Their study and analysis allow to achieve better results in the fight against crises.

1. Professional level and preparation. This refers to professional knowledge and skills. They cannot be obtained in the general education system, only special training will provide the proper level.

Unfortunately, in our country this practice has recently become widespread, while abroad it is on a par with other sciences.

But even when training ordinary managers, this issue should also be paid attention to, since a manager is a link in management, and any management, as already noted, must be anti-crisis to a certain extent.

2. Individual skill in crisis management. In many situations, it is this skill that is the determining factor in mitigating the crisis and even getting out of it. Therefore, it is advisable to test, select employees-managers, in particular, those who are able to quickly make objective decisions in critical situations.

3. System of decisions in crisis situations. This is very main part anti-crisis management, since the quality of decisions made, their timeliness, etc. depend on it.

4. Scientific methodologies. Although each situation is strictly individual, an analysis based on a scientific approach, and not on subjective opinion, will allow you to choose a more correct solution.

5. Corporatism. The problem cannot be solved by adopting some kind of action plan alone. Only if the efforts of all employees are united can this plan be implemented. It is a complex set of social, psychological and business relationships. But corporatism is the result of an enhanced management policy, without a "firm hand" it will not be able to act.

6. Efficiency and flexibility of management. In crisis situations, decisions very often have to be made on the fly. But here it is also important to make the right decision, since a mistake in such a situation may be the last one. The ability to make quick and, most importantly, useful decisions is a necessary quality of people involved in anti-crisis management.

7. Strategy of anti-crisis programs. Important element, which must have sufficient mobility in today's ever-changing environment.

8. Crisis monitoring system. It requires careful study of all indicators and analysis of emerging deviations in order to identify a possible crisis. It requires highly qualified specialists.

The issue of anti-crisis management has recently received a lot of attention. The anti-crisis department is now an integral part of the company, since it ensures the stability of the functioning of any structure. Many experts are even talking about including anti-crisis management in the mandatory training program for all managers.

Thus, we can say with confidence that anti-crisis management is one of the most important components of the functioning of the organization. The many functions and tasks discussed above confirm its importance. It is a complex structure that includes many parts, but the main difficulty is that crisis management must be dynamic due to fierce competition and rapid development. Anti-crisis management should accompany the activities of the enterprise throughout the entire path of its development. A properly organized system of staff motivation and the selection of highly qualified specialists in this area are the key to success.

The concept of crisis.

When analyzing various literary sources, one can see that there is no generally accepted concept of crises. There has long been a belief that crises are an essential feature of capitalism and should be absent under socialism. There was even such a point of view that under the socialist mode of production there are no crises at all, there are so-called "difficulties in growth". This concept existed in our country, but it was more ideological than real.

Such a position is narrow and one-sided, all factors are not taken into account, and the adoption of this position can have negative consequences.

The concept of "crisis" is closely intertwined with another concept - "risk", which to a certain extent has an impact on the methodology of management development. If the expectation of a crisis is excluded from it, then the acuteness of risk perception disappears, and crises and quite ordinary mistakes can become very difficult.

But the problem of the crisis can be looked at from another angle. Any socio-economic system has two main directions of its existence - functioning and development.

Functioning is the maintenance of life, the preservation of the functions of the company, which determine its qualitative certainty and the most important characteristics.

Development is the acquisition of a new quality that provides certain benefits and strengthens the position of the company.

These two directions are closely connected with each other, and this connection has a dialectical character, which illustrates the possibility and regularity of the onset and resolution of crises. Functioning constrains development and at the same time is its fundamental environment; development, in turn, destroys some functioning processes, but creates conditions for strengthening its implementation.

The consequence is the emergence of a cyclic development trend, in which one can see the periodic manifestation of crises. Crises are not necessarily destructive, they have different levels of severity, but they can also have a positive impact on a small scale. These are, for example, gaps in management, in strategy, etc.

In this way, a crisis- this is an extreme aggravation of contradictions in the socio-economic system (enterprise, organization), which is a threat to its existence, normal functioning and competitiveness; danger of bankruptcy and a turning point in various processes.

Classification of crises.

In general, each crisis has an individual character, depending on the conditions and factors of occurrence, which will be discussed further. But despite this, the classification of crises is necessary, since with its help it will be possible to determine one or another type of crisis, and this, in turn, facilitates the establishment of causes.

When describing the typology of crises, one has to deal with a branched structure. This is due to the fact that crises are diverse in their essence, causes and consequences, as well as approaches to their classification.

Classifications based on identifying the nature of the course of crises.

1. By the scope of the problem:

1) microeconomic - cover a specific group of issues or problems;

2) macroeconomic - cover individual industries or areas as a whole.

A feature of the crisis is that, being local or microeconomic, it can spread and take on a larger scale. But this is a consequence of the inept policy to combat the crisis.

Macroeconomic crises, in turn, can cause sudden crises in various industries. They are very dangerous because they take on large scales and can cause deep structural changes.

2. By frequency of occurrence:

1) periodic crises - repeated regularly and, as a rule, are characterized by a similar course; they are predictable and therefore you can prepare for them;

2) intermediate crises - are less acute and prolonged, often interrupted at some stage.

3. Degree of predictability:

1) predictable - often occur as a stage of development, predictable and caused by objective reasons: the accumulation of factors, such as the need to change the structure, change direction;

2) unpredictable (unexpected, random) - the result of miscalculations in management, errors in forecasting, a crisis in a certain state sphere, natural (catastrophic) phenomena.

4. According to the degree of openness of the flow:

1) explicit - easily detected and noticeable flow; "pitfalls" are unlikely;

2) latent (hidden) - the most dangerous, since in their initial stages they are practically invisible, they appear already when large contradictions are identified.

5. Process depth:

1) light - such crises proceed quite mildly; short, easily predictable and manageable;

2) deep - have a protracted nature, are difficult; often cause the destruction of various structures of the socio-economic system, can lead to larger and more dangerous forms of crisis.

Classifications based on the structural characteristics of crises.

1. In terms of scale:

1) general - cover the entire socio-economic system;

2) local - cover a certain part or area of ​​the system.

This division is conditional, since when analyzing a specific crisis situation, one must take into account the boundaries of the system, its environment and structure.

Monetary Crisis- Banks suffer first of all, as there is a sharp reduction in the issuance of commercial and bank loans, a massive withdrawal of deposits by the population and their conversion into cash. Stock and bond prices are also falling, which, of course, is an extremely negative moment for firms and companies. The rate of bank interest also has a negative trend. In principle, this can include the depreciation of money, the collapse of prices, but these processes have deeper causes and therefore it is inappropriate to attribute them only to the monetary crisis.

Financial crisis - deep difficulties of public finances. This is mainly manifested in budget deficits, i.e., the excess of state expenditures to a large extent over its revenues. The critical point in the financial crisis is the insolvency of the state on foreign loans. Suffice it to recall the financial crisis in Russia in 1998. Another vivid example is the crisis of 1929-1933, when payments on foreign loans stopped such payments. European countries, as Great Britain, France, Germany, Italy, and the USA delayed payments on foreign debts in 1931.

A financial crisis can arise from attempts to overcome some difficult situations, for example, due to a natural disaster, after which a huge part of the population was left without a livelihood. However, if we talk about Russia, then our external debt is practically repaid and now there is an accumulation of fixed assets and reserves, that is, there is a positive trend.

Currency crisis - manifested in the depreciation of the currency on the world market, the fall in exchange rates, the depletion of foreign exchange reserves in banks. An example is the situation with the US dollar at the time of the emergence of the euro. Many times it was possible to observe the critical levels of the American currency, despite the strong position on the currency exchanges for such a long time.

stock market crisis- can sometimes be a consequence of a monetary crisis. It is expressed in a sharp decline in exchange rates valuable papers and reduce their emissions. The activity of the stock exchange is experiencing deep recessions at such times.

Economic crisis reflects the acute tension in the socio-economic system. This type of crisis is characterized by a cyclic type of development, which consists of four main phases:

1) recession- there is a reduction in production and business activity. It should be noted that such a recession has a different impact in different industries. For example, in the sectors of essential goods (medicines, foodstuffs, etc.), production is reduced on a relatively small scale, while in heavy industry, metallurgy, mechanical engineering, the decline is quite noticeable;

2) depression This phase lasts an average of six months to four years. It is characterized by uncertainty and attempts to adapt to new conditions. Unemployment is growing. Costs begin to decline, prices stop falling, inventories begin to be sold, and fixed capital is renewed;

3) revival- recovery phase. It is characterized by a rise in prices, production, and investment. Unemployment is falling and wages are rising. First of all, the revival covers enterprises that produce means of production;

4) climb- new enterprises and products are actively emerging. The price of stocks, bonds and other securities rises sharply. However, in this phase, the tension of bank balance sheets begins to grow. The rise of the economy new level at the same time preparing it for the next periodic crisis.

As already mentioned, the economic crisis is characterized by cyclicality. There are several types of cycles proposed by various scientists:

1) "long waves" Kondratiev, to which most scholars have focused their attention. Their duration is on average 50 years. The reason is radical changes in the technological base of social production, its restructuring;

2) Kuznets cycles. Duration approximately 20 years. They differ in shifts in the reproductive structure of production, therefore these cycles are often also called reproductive or construction cycles;

3) Jagler cycles. Duration - 7-11 years. It is based on a variety of interactions of monetary factors;

4) Kitchin cycles. Duration - 3-5 years. They arise due to the dynamics of the relative value of stocks of various inventory items at enterprises.

The group of economic crises includes several varieties: financial, structural, production crises, crises of loss of competitive advantages. Of course, there are more types, but these are the most common.

Structural crisis - is generated by deep disproportions between the development of individual spheres and industries. This is, as a rule, a long, protracted crisis, which is not inherently cyclical.

Crisis of overproduction of goods- the release of surplus units of production and, as a result, a decrease, and sometimes even the disappearance of demand for it.

Crisis of underproduction of goods- an acute shortage of goods in conditions of high demand for them. Here, by the way, one can observe such a feature - enterprises that produce scarce this moment goods, can agree on a simultaneous increase in prices for them, which, of course, is an illegal act.

Crisis of Loss of Competitive Advantage is a very relevant issue for our time, since competition is the defining word in the global market. Sooner or later, all firms and enterprises face this crisis. And if earlier it was relatively easy to recover, now such a crisis can become disastrous. The loss of competitive advantage means switching consumer demand to another type of product. Consequently, it is necessary to limit the pace of production or introduce new technologies and innovative structures.

Agrarian crisis- this is a sharp drop in prices for agricultural products, a general deterioration in the state of the economy. May be accompanied by a sharp outflow of population from the village to the city. In our country, until recently, this problem was quite acute. For example, recently the issue of a large number of land remains unused due to lack of technical and human resources. Increasingly, one can hear talk that a crisis will soon occur in agriculture due to a shortage of people. This is due to poor working and housing conditions.

industrial crisis- acute difficulties in the industry, primarily due to the lack of demand for domestic products and depreciation of technical resources. Domestic enterprises have to survive in the face of fierce competition from foreign firms. This happens for several reasons:

1) the technical equipment of the enterprise can cause a serious crisis, since, as a rule, the replacement of equipment requires large material costs. Besides, new technology has a different device and for effective use it is necessary to train employees, which also requires costs;

2) obsolete equipment does not allow in some cases to produce products that meet generally recognized standards, which also reduces the demand for it;

3) a purely psychological factor - the population does not trust the domestic manufacturer, despite the fact that in many cases the products are no different. All this sharply reduces demand, and hence the profit of the enterprise.

Classifications based on the structure of relations in the socio-economic system.

1. social crisis- an increase in social tension due to the aggravation of contradictions between various social groups. Often social crises are called a consequence of economic ones, although it cannot be said that this is a direct consequence. Social crises can result from any other crisis; dangerous in the sense that they can arise spontaneously and it is almost impossible to control them.

2. Special place among social crises occupy political crises. These are crises in the political system of the country, crises of power. When this type of crisis occurs, all attention, as a rule, is directed to solving the problem that has arisen, and therefore other areas suffer. Almost always, political crises turn into economic crises, that is, the crisis situation in the country lasts for quite a long time, which, of course, is extremely negative for society.

Significant features of political crises are:

1) a sharp aggravation of social and economic conflicts, developing into crises. They are political in nature, since the dissatisfaction of the masses is primarily directed towards state administration;

2) the helplessness of the authorities with the growth of conflicts and crises. Former methods, as a rule, are unacceptable for influencing the socio-economic environment;

3) division of powers into oppositions, severance of interacting ties, growing tension in society.

Systemic political crisis - its occurrence means that the contradictions in the main spheres of society have reached such a state that this destabilization cannot be overcome without changing the existing political system.

Signs:

1) long-term inaction of the authorities, complete loss of the management potential and strategic concept by the state bodies;

2) the negative activity of the social masses, the transition to active actions of dissatisfied persons;

3) a sharp drop in living standards, lack of income for most of the population.

3. organizational crises. AT organizational structure any system can aggravate socio-economic relations. This includes business conflicts, management problems due to complex infrastructure, etc. Management crises can lead to the reorganization of an enterprise or its complete liquidation. This is typical for such organizational and legal forms as partnership, joint-stock company; moreover, if in the latter the possibility of liquidation is not so great, then in a partnership the conflict between managers can be very dangerous, since if one of the participants leaves, the funds of the other may simply not be enough to carry out activities.

4. reputation crisis. Decline in the reputation of a company or firm in society due to a number of reasons. Quite a dangerous crisis, as it can cause a complete decline in activity. There may be several reasons: the release of low-quality products, the detection of fraud, actions of a dummy character by competitors, violations of the terms of transactions. The magnitude of the impact depends on the size of the system. Paradoxically, small businesses need less time to restore their reputation, of course, provided that it is worth doing at all. AT large companies the matter is more serious - the fact is that such systems, as a rule, are focused on consumer trust, which, as you know, is very difficult to win.

Another issue is the crisis of reputation in the business sphere. Suppliers, banks, partners are people on whom the company's activities directly depend. Loss of reputation can lead to the withdrawal of contracts, agreements, non-issuance of loans.

5. Psychological crises especially common in our society. These are mental health crises. Manifested in the form of stressful conditions, feelings of dissatisfaction or lack of fulfillment, dissatisfaction with the social or legal status. They arise due to critical conditions in society, the state, and other crises.

Classification based on immediate causes.

1. natural crises- are characterized by the state of the environment. Occur due to serious natural phenomena– hurricanes, floods, earthquakes, wildfires. Such crises have a strong impact on the economy and social processes, since entire cities and towns can suffer as a result of various natural disasters. settlements whose restoration would be costly. The main attention is paid to forecasting for possible warning of the population. These phenomena, as a rule, are predicted in a few days, but even this makes it possible to save people.

2. Environmental crises- crises caused by profound changes in natural and climatic conditions due to human activity. These include: resource depletion, air pollution and water resources, climate change (global warming). This is a very urgent problem, because in a few years environmental crises can cause deep industrial and economic crises.

Of course, much attention is currently being paid to this issue. Replacement of certain types of resources with artificial ones, treatment facilities, environmental programs- no doubt necessary measures; but, according to many scientists, mankind has already crossed the critical line, and now it is only possible to take measures to curb the pace of destruction of the environment.

In various sources, you can find a different explanation of the concept of "enterprise", but in principle they all have similar points. An enterprise is a separate institution that performs one or more different functions for the sale of goods and services.

So is there a real threat to the existence of the enterprise in the form of a crisis? Unfortunately, such a threat always exists.

Crises are an indicator of the development of an individual enterprise, which may not correspond to the development of other enterprises or the industry as a whole. This is due to the fact that each enterprise has a purely individual development, capabilities and means, and is subject to the laws and principles of the cyclical development of the entire socio-economic system. It has its own cycles and crises. This is influenced by various factors: external, internal, local and general.

The enterprise depends on external factors that characterize the state of the economy in which the enterprise operates. Changes in the economy lead to changes in the enterprise. If the economy is in a state of crisis, then this is reflected in the enterprise. However, the nature of the activity, the scale and potential of the enterprise play an important role here. It can quite successfully withstand external crisis situations or, in the opposite case, sensitively respond to them.

Each individual enterprise has its own ratio of internal and external factors of the crisis. Enterprises similar in structure and organization in a crisis situation can behave completely differently. Some will resist for a long time, others will be on the verge of bankruptcy, and still others will benefit. What is the reason? There may be many. Among them are possible potential, strategy, a high level of management, even a simple coincidence. All this reflects internal factors, which are the main weapon in the fight against external ones.

But there may be another situation when an enterprise enters a crisis with quite favorable external factors. Here, the reasons are already internal difficulties, such as business conflicts, organizational problems, low professional level employees, mistakes in decision-making, poor-quality marketing and many others.

Below are the main symptoms that indicate the approach of a crisis situation.

1. Decrease in demand for the products of the enterprise and a simultaneous increase in demand for the products of competing enterprises.

2. Negative dynamics from the external environment: a decrease in the volume of material and raw materials, an increase in prices for raw materials and technical equipment.

3. Reducing the pace of production of neighboring industries.

4. Loss of competitive status against the backdrop of a general increase in competition in the market.

5. Unfavorable government measures in the enterprise industry: increased customs duties, tax rates, undesirable changes in the ruble exchange rate.

6. Unstable situation in the region where the enterprise is located. This may be an unfavorable environmental, political, social situation.

7. Instability of actions of foreign partners.

8. New discoveries and innovative developments by competing enterprises.

9. Aging and deterioration of the technical base of the enterprise: wear and tear, moral obsolescence, the use of technologies that cause losses and a decrease in product quality.

10. Difficulties with personnel: insufficient professional level, inconsistency of employees' skills with new requirements and technologies, decrease in interest.

11. Insufficient organization of the management structure, its stagnation.

12. Financial policy is characterized by the presence of borrowed funds, the fall in the value of the company's shares.

So, there are a lot of symptoms of crises. However, in addition to them, there are still reasons for the crisis. There is a very close connection between them, however, for proper analysis and forecasting, you need to be able to understand these concepts.

Symptoms- these are the initial signs, the very first "calls". They are manifested in various indicators and, most importantly, in their dynamics characterizing the functioning of the enterprise. The analysis of indicators such as, for example, productivity, financial condition, efficiency, staff turnover can reflect the state of the production base of the enterprise. The most important role is played by financial, economic and socio-economic indicators. The state of the indicators is assessed, on the one hand, relative to the standard values, and on the other hand, relative to each other.

A symptom of a pre-crisis state may be a deviation of indicators from the norm, a deviation from the average value, etc.

The symptoms are not a reflection of the causes of the crisis. A symptom is the initial manifestation of a crisis situation, while the causes lie much deeper, they can develop for a long time and depend on many factors. A sign of a crisis is an objective state or event that indicates the onset of a crisis.

Causes of a crisis are the events or phenomena that caused the crisis to occur.

For example, inflation is a crisis factor, the cause will be an increase in the supply of money. Symptoms – price increase, unexpected growth wages etc.

At an enterprise, a sign of a crisis can be, for example, a decrease in product quality, a large debt on loans, the cause is financial and economic difficulties, a deterioration in the general state of the economy, and an insufficient level of professionalism of employees. Symptoms - the first indicators of negative dynamics, the growth of financial issues, etc.

It is also necessary to take into account the fact that an enterprise is a system, because it consists of interconnected elements, components and is an integral mechanism. And the system, as you know, can be stable or unstable. The stability of the system depends on factors that can be external and internal.

If we consider the planned economy, then the stability of socio-economic systems was determined for the most part by external factors. Under such conditions, the stability of the enterprise was achieved by taking measures from outside, and the crisis did not arise. However, this is not an indication that there were no crises. They existed at higher levels - sectoral, state.

Now is the time of a market economy, and now, in addition to external ones, it is necessary to take into account internal factors of enterprise stability. The main thing is the principle of self-organization - the company conducts its own analysis of activities and its interaction with the external environment.

As a result of the process of vital activity of systems (enterprises), their structure changes. The development of the system includes many cycles. There are many of them, they are superimposed on each other, so the study and analysis of the processes of the enterprise presents certain difficulties.

Now in various literature you can find different approaches to the allocation of enterprise development cycles. However, in a generalized form, these cycles can be represented in a five-stage system (Fig. 2).

Rice. 2. Enterprise life cycle

The first stage is the origin of the enterprise, the establishment of its initial organizational structure. This is a hidden stage of the future development. The enterprise does not yet have a clear structure, but it is already possible to single out the direction of activity, certain features, characteristics. It is impossible to talk about the final registration of the enterprise, but at this stage, trial operations, market research for demand, are already beginning. Every business involves a certain amount of risk. This is due to the fact that at the time of the emergence of the enterprise, a large number of competitors are already operating in the market. Therefore, many enterprises simply go bankrupt. Therefore, now in many countries, measures are being taken to support small businesses in the form of benefits, tax cuts, etc.

The reasons for the crisis in these cases can be:

1) the lack of a well-coordinated management apparatus capable of directing the actions of employees; 2) lack of resources - financial, labor, technological, material; 3) lack of demand for products manufactured at the enterprise; 4) insufficient working conditions and social security in comparison with a competing enterprise; 5) low wages of workers.

If the first stage was relatively successful, then we can talk about the onset of the second, in which the final registration of the enterprise and its structure takes place. The stage begins with the transition of activities to a higher level, the formation of an extensive management network, improving the quality of products and labor productivity. This is the stage of strengthening one's position, choosing a competitive strategy, marketing activities to a new level. This stage is characterized mainly by quantitative growth. But here, too, there is the danger of a crisis. As a rule, it is not related to internal factors, since it is in the internal development at this stage that the time of stability comes. The enterprise should be afraid first of all of external influences - political or economic.

In addition, the causes of the crisis can be:

1) disagreements in the administrative apparatus;

2) limited resources;

3) the inability of employees to quickly reorganize;

5) unsuitable working conditions and remuneration;

6) problems with technical equipment;

7) low production rates.

The third stage is the stage of maturity, high competitiveness, sustainable functioning. Very often, many enterprises at this stage decide to slow down the pace of dynamics towards a more stable existence. They can afford it because they already have sufficient size, a certain constant percentage of demand, and a network of subsidiaries. As a rule, the first positions are lost with such a policy, but it is possible to remain the first all the time only with a constant innovation regime. By this time, the company has formed a wide range, geographically large-scale location, which makes it less dependent on the outcome of the competition. But here, too, lies a threat. It is already difficult for such enterprises to remain dynamic, especially since they themselves partially refuse dynamics. The ability to obtain a commensurate profit while maintaining turnover is lost. The reason may also lie in the fact that by this stage, enterprises have formed many other, indirect directions, which over time will require an increasing amount of funds. With the emergence of an extensive network, the management structure will also become more complex.

The way out of the crisis can be found in reducing the size of the enterprise, in getting rid of unprofitable projects. If the measures taken do not bring results, then gradually the enterprise will take a secondary position and its activities will slowly come to naught.

The fourth stage - despite the fact that it is called the "peak of development", this is already a period of aging, the beginning of a decline in activity, a decrease in all indicators. There is a simplification of the structure, and younger and stronger competitors enter the market. Enterprises at this level have a limited demand and, as a rule, are included in the band of medium and small businesses.

The fifth stage is the termination of the existence of the enterprise or its reorganization.

The highest danger of a crisis in an enterprise exists during transitional periods - the intervals between the stages of the cycle.

First transitional period emergence of development potential. This period can be characterized by the processes of the birth of the new in the environment of the old. The emergence of potential is fraught with crisis. However, this crisis may not be destructive - for example, it may be crises of renewal, search.

At the initial stage of development, the enterprise is usually small in size and is distinguished by a small amount of funds and human resources. Therefore, the creation of an anti-crisis department involved in forecasting and developing an anti-crisis program is a difficult task. Therefore, it is so important to include anti-crisis management skills in the educational program of managers of any profile. Of course, with the development of the enterprise, more attention should be paid to this issue and a team of professionals should be assembled who will ensure that anti-crisis management is carried out at the proper level.

The second transitional period becoming. Here, the first difficulties in the organizational-legal and financial-economic structures of the enterprise begin to appear. It should be noted that, despite the high probability of a crisis, enterprises during this period are most difficult to respond to anti-crisis policy due to their aggressiveness. It is important for an enterprise to establish itself in the market and gain a strong position, so all other issues fade into the background.

Third transitional period - statement. There is a consolidation of the won positions, registration of competitive advantages. The danger of the crisis lies in the growth of various internal factors: business vicissitudes, socio-psychological aspects, and the absence of an innovative line.

Fourth transitional period the fall. Reduction of most indicators of the enterprise's activity. In principle, a drop in indicators is in itself a sign of the onset of a crisis, but here one should carefully analyze the rate of decline. It is possible that this is not an irreversible situation that will lead to the termination of the existence of the enterprise, but indicates the onset of the most dangerous period in the life of the enterprise, which can develop into a crisis. A crisis is an extreme and abrupt change in indicators in a negative direction. But the enterprise may well find a way out of the state of decline.

Fifth transitional period - Exodus. The time of the final destruction of the enterprise.

So, in all periods of the life of the enterprise there is a danger of a crisis. But the crisis itself also proceeds in several stages indicated below, which differ in nature, content, impacts and measures to eliminate them.

1. Decrease in the main indicators of the enterprise - profitability and profit volumes. As a result, the financial condition of the enterprise worsens. There are several ways to solve this problem: choosing a different strategy or changing the old one, reducing costs, increasing productivity.

2. At the second stage, the unprofitability of production is already manifested, as a result of which there is a decrease in the reserve funds of the enterprise. If these funds are not available, then the third phase immediately begins.

3. Complete depletion or absence of reserve funds. In order to reduce losses, the company has to use part of the working capital in this direction, which leads to a decrease in reproduction. Here, tough and serious measures should already be taken.

4. Insolvency. The enterprise cannot pay its obligations and even reduce reproduction. There is a threat of complete bankruptcy or temporary suspension of the enterprise.

Financial crisis in the enterprise.

One of the most dangerous crises, the outcome of which depends further fate enterprises. The financial crisis is, as it were, the first stage for other crises: technical, psychological, reputational crisis, etc. Therefore, it is the financial crisis that is subject to careful study.

The financial crisis is expressed in an acute shortage of financial resources, an increase in debt on loans, a reduction in production, employee dissatisfaction and many other factors. The number of requirements for management is increasing sharply. The financial crisis can lead to the closure of the enterprise, or it can be overcome by taking various measures - for example, reorganization.

In accordance with the depth of the crisis phenomena, three main types of financial conditions of the enterprise can be distinguished:

1) zone of solvent enterprises. The company has sufficient funds to pay current liabilities. However, there are already unfavorable trends that are the first signs of a crisis. At the enterprise, characteristic signs of the first phase of the crisis are noted - a decrease in profitability and production volumes. All the main indicators are still within the acceptable norm, but negative trends are already noted, which are quite long in time;

2) zone of crisis financial indicators. The profitability of the enterprise has an insignificant positive or negative value, which requires the involvement of additional sources of financing. An uncovered loss of the reporting period is possible. It should be noted that this type is typical for enterprises emerging from the crisis. Despite the generally unsatisfactory indicators of the balance sheet structure, financial indicators already have a positive trend. However, these positive results cannot ensure the solvency of the enterprise;

3) zone of insolvent enterprises. The activity of the enterprise is unprofitable, and the losses have different sizes.

In the context of the financial crisis, a firm, purposeful management policy is required, which should include measures to reduce costs, pay off debts, and increase sales. As a rule, it is necessary to use radically new methods of management.

In the context of the financial crisis, cash is urgently needed, which may not be enough in the domestic economy. There is a need for borrowed funds, which is often a rather difficult problem - if the scale of the crisis is too large, creditors, as a rule, refuse to conclude a contract.

Summarizing the above, we can single out the following main directions for eliminating the financial crisis:

1) reducing costs to the lowest possible level;

2) search for funds for the enterprise;

3) carrying out restructuring of accounts payable;

4) definition or redefinition of the enterprise's action strategy;

5) reorganization or restructuring of the enterprise.

Cost reduction is the most important measure during the financial crisis.

Cost reduction methods: cost control, study of their dynamics, analysis of cost sources, implementation of measures to reduce costs, evaluation of the results.

Cost reduction measures: reduction of employees' wages, the use of cheaper material and raw materials, the introduction of resource-saving technologies, the reduction of equipment repair and maintenance costs, and marketing costs.

Attracting funds to the organization, as already noted, is a rather complicated matter in the context of the financial crisis, but nevertheless, some measures are effective. This is, for example, leasing or selling company assets, optimizing sales, changing credit policies.

Any assets owned by the enterprise (buildings, structures, machinery, equipment, bonds, shares) can be used to pay off the debt if they are not collateral for debts on other obligations.

Sales optimization requires a number of measures: price regulation, attraction of new customers, introduction of discounts and benefits for consumers.

Change in credit policy occurs due to the acceleration of the turnover of receivables. The main groups of accounts payable are debts on the budget, off-budget funds, banks, suppliers. Accounts receivable are formed through work with customers, subsidiaries and other counterparties.

Enterprise restructuring.

From the results of studies of anti-crisis management at various enterprises, we can conclude that not a single anti-crisis program can do without the use of restructuring. But this is not surprising, because in the face of a decrease in all indicators and limited functioning, it is restructuring that is the most effective method.

However, despite this, there is still no clear description of this process. Because of this, confusion occurs in the literature, and some authors use completely different terms to describe the same process. The most common is the identification of the concepts of "restructuring" and "reorganization".

The concept of "reorganization" in Russian legislation has a clearer designation. In accordance with the Civil Code of the Russian Federation, reorganization is the transformation of an enterprise in the form of a merger, accession, transformation, spin-off. During the reorganization, the registration of newly emerged enterprises takes place.

But the concept of “restructuring” has a completely different meaning. This is the process of changing the structure of the enterprise, its assets and liabilities. The purpose of the restructuring is to increase the efficiency of the enterprise and its competitiveness - to restore its solvency and achieve financial stability. Therefore, restructuring is an integral part of measures to eliminate the crisis in the enterprise.

There are two main forms of restructuring.

1. Operational restructuring- is aimed at solving the most pressing problems of a financial and economic nature in the short term. With the successful implementation of operational restructuring at the enterprise, conditions are created for more efficient functioning and development, under which it will have a stable position in relation to profit.

2. Strategic restructuring- is aimed at solving problems in the long term. It has a deeper structure than the operational one, and is as follows: analysis of the enterprise, development of an additional strategy for the development and activities of the enterprise to the existing one, determining the direction of the work of marketing services, planning activities based on the chosen strategy.

However, the time factor plays an important role in the successful implementation of the restructuring program. If it was carried out on time, not in the conditions of an already deep financial crisis, then positive results are quite possible - minimal costs.

If the management of the enterprise failed to recognize the first symptoms and signs of the coming crisis, then the situation is much more complicated. In this case, the costs will already be quite significant, but even if the necessary funds are available, the situation sometimes becomes irreversible.

Enterprise bankruptcy.

Despite the fact that today many measures and methods are known to bring the enterprise out of the crisis, these measures are not always effective. The reasons lie in the following:

1) untimely measures - especially for large-scale enterprises during the peak of development or recession;

2) lack of funds for the implementation of a particular program, disagreements in management over the choice of strategy.

According to federal law RF “On Insolvency (Bankruptcy)” dated October 26, 2002, bankruptcy is “the inability of the debtor recognized by the arbitration court or declared by the debtor to fully satisfy the claims of creditors for monetary obligations and (or) fulfill the obligation to make mandatory payments.”

The case of insolvency (bankruptcy) of the enterprise is considered by the arbitration court at the location of the debtor enterprise. External management of the debtor's property is undertaken by the arbitration manager.

Creditors form a meeting of creditors, which agrees on a plan for external management of property.

There is such a procedure as pre-trial sanitation. It consists in providing the debtor enterprise with financial resources in the amount necessary to pay off monetary obligations and restore the debtor's solvency.

Sanitation is carried out in the following cases:

1) if an enterprise, in an attempt to overcome a crisis situation, seeks help before creditors initiate bankruptcy proceedings;

2) if the enterprise proposes the terms of its reorganization by applying to the arbitration court with a bankruptcy petition;

3) if the arbitration court makes a decision on the appointment of sanitation to satisfy the claims of creditors.

Depending on the crisis the enterprise (phase) is in and the conditions of outside assistance, two types of rehabilitation are distinguished:

1) reorganization of the enterprise, intended for the reorganization of debt. Such reorganization is carried out if the crisis is considered a temporary phenomenon to eliminate the insolvency of the enterprise:

a) repayment of the company's debt from the funds federal budget. But such reorganization applies only to state-owned enterprises;

b) repayment of the company's debt with a bank loan. Usually these are commercial banks;

c) transfer of debt to another enterprise that had a desire to participate in the rehabilitation;

d) issue of securities;

2) sanitation in the form of reorganization of the enterprise. It is carried out in deep crisis conditions.

Anti-crisis strategy of the enterprise.

Since crises relentlessly follow each stage of the development of an enterprise and all its activities as a whole, any management must be anti-crisis, that is, it must take into account the dangers and possibilities of a crisis. It is most preferable to create anti-crisis departments at enterprises that will directly deal with these issues.

In any activity, including anti-crisis, the main place belongs to the strategy. The existence of an enterprise often depends on her choice, she is a decisive factor at the time of a crisis. With the approach or immediate onset of a crisis, all attention is switched to ways to overcome the crisis, smooth out the process of flow and minimize damage from it.

It is clear that overcoming the crisis is directly related to the causes of its occurrence.

And for this, these reasons need to be identified, for which an analysis of external and internal factors is carried out, the study of the dynamics of indicators and the collection of information about the state of the enterprise in each of its departments. Timely, comprehensive, deep diagnostics of the state of the enterprise is the initial stage in the development of an anti-crisis management strategy.

Study of external factors.

As discussed above, there can be a large number of external factors in the emergence of a crisis - and it is important to correctly classify and investigate information. Therefore, it is best if the analysis of the external environment takes place in several stages according to a pre-compiled program.

1. Study of the macro environment, which in turn includes:

1) the political sphere;

2) economic sphere;

3) social environment;

4) technological environment.

2. Study of the surface environment. This includes:

1) buyers;

2) suppliers;

3) intra-industry competitors;

4) new competitors (new enterprises with new technologies).

The information received is usually large. It can be streamlined by creating scenarios of possible developments or trends. This method allows you to identify the most significant environmental factors for the enterprise, which it will keep under direct supervision in order to avoid danger.

A very effective method is also the SWOT analysis discussed in the previous paragraphs.

Analysis of internal factors in a crisis situation at the enterprise.

Analysis of the internal environment of the enterprise is carried out in order to identify internal contradictions and problems, as well as to determine the capabilities of the enterprise. If the general state is generally unstable and has many weaknesses, then this is an occasion for a careful study of the current strategy. The emergence of a crisis is the result of a weak strategy or its ineffective implementation, or the action of these factors in combination.

Managers engaged in anti-crisis research, first of all, should pay attention to the following factors.

1. The effectiveness of the current strategy.

It is necessary to identify the initial goals and objectives of the strategy and see which of them have already been achieved. Next, you need to assess the state of the enterprise for each of the components: this is to determine the competitiveness of the enterprise, the extent of competition, the structure of consumers, then determine the performance of the enterprise, the actions of marketers, financiers, employees. Such a thorough assessment will make it possible to describe in detail the strategy of the enterprise and its effectiveness, especially since the estimated indicators are in quantitative form. This is the company's market share, profit margin, sales volume, etc.

2. Strong and weak sides enterprises.

The strengths lie in the achievement by the enterprise of certain successes, technical improvement, brand competitiveness, acquisition of skills and experience necessary for further development, accumulation of resources and acquisition of new ones.

Weaknesses - the absence of any elements in the functioning of the enterprise. These are gaps in management, organizational structure, social relations, financial, economic and technical base, and much more. Weaknesses can manifest themselves in any department of the enterprise and at any level.

To create an anti-crisis strategy, both strengths and weaknesses are important. The first, because they serve as the basis of the anti-crisis strategy. If they are not enough, then it is necessary to stimulate the development of weaker sides. A large number of weak points is the cause of crises.

3. Competitiveness of prices and costs of the enterprise.

For such an analysis, it is also necessary to have data on competitive enterprises, of which there may be a large number in the industry. In the study of competitive enterprises, attention should be paid to their strategies. Perhaps this will be a useful experience that will prompt the right decisions.

4. competitor stability.

Estimates of the competitiveness of prices and costs of competing enterprises are very important, but they are not enough.

The stability and strength of the position is assessed by the financial situation, the state of the products, the technical base. At the same time, the position of this and competitive enterprises can be compared, which will make it possible to identify strengths and weaknesses in relation to competitors.

5. Formulation of the causes of the crisis.

After receiving the information, its processing and systematization, the results are summed up, during which the most important tasks are determined. They need a clear definition for a more effective preparation of an anti-crisis strategy.

6.Revision of the goals of the enterprise.

After setting the goals as a whole, the task of the management structure and the anti-crisis department is to determine whether the enterprise will be able to get out of the crisis within the framework of the existing structure.

7.Drawing up methods and ways to overcome the crisis by the enterprise.

Thus, the crisis of an enterprise is a very serious and deep process, and most importantly, it is a very dangerous process. This issue should not be taken lightly, since even a shallow short-term crisis reveals shortcomings in the managerial and organizational structure. Of course, if we are not talking about serious external factors. Even in conditions of stability and prosperity, all indicators must be carefully analyzed, because the initial symptoms may be separate and not bright, but their timely identification will contribute to a faster response, as a result of which the crisis may not occur.

Crisis signs.

In order to understand crises well, it is necessary to know their typology, because the classifications are based on the selection of any signs, which in itself is a hint.

Overcoming crises is a manageable process. This can be judged from various sources that tell about the crises of the past. The success of management largely depends on the timely recognition of the crisis, its possible consequences. Signs of a crisis primarily differ in their classification.

1. Scales. They are of great importance in terms of the fact that it is much easier to overcome a local crisis than a crisis that has engulfed an entire enterprise or industry. If the crisis reaches the level of the country, then this is already a deep disorder in one or another area.

2. Direction. It is very important to initially determine the direction of the crisis, its problems in order to focus on the right moments.

3. Sharpness. One and the same crisis can proceed differently depending on various factors: the general situation, the presence of other types of crises, the stage of development of an enterprise or industry.

4. The reasons. To overcome the crisis, it is necessary to eliminate its causes, the identification of which is the result of an anti-crisis study.

5. Phases of manifestation and their course.

6. Effects.

In recognizing a crisis great place belongs to the relationship of problems. As a rule, the cause of a crisis is not a single problem, but a combination (accumulation) of various situations that led to a crisis state. Anti-crisis monitoring should exist in the management structure. This is a set of measures aimed at controlling the processes of development and activity and analyzing their dynamics in the concept of anti-crisis management. In other words, it is a system designed to predict the onset of crises by analyzing available indicators. The anti-crisis monitoring system has recently become very popular and is successfully used at Russian enterprises.

However, before analyzing the state, it is necessary to have a clear understanding of the indicators and symptoms of crises.

When analyzing the dynamics of indicators, it is also necessary to take into account the fact that individual negative trends may not necessarily indicate the onset of a crisis, although this is undoubtedly a warning signal. These may be episodic moments associated, for example, with the natural season.

Of great importance is not only the system of indicators, but also the methodology of their use. The indicators speak volumes and we need to learn how to use these data not only for analysis, but also for practical use - in order to predict and identify possible consequences.

As you can see, recognizing a crisis is not just a process of analyzing data and drawing any conclusions based on them. These are also measures for the further use of this information in order to overcome the crisis. Therefore, among specialists in anti-crisis management, managers alone are not enough; analysts, mathematicians and statisticians are still needed. Only with their integrated work can truly effective results be achieved.

Causes of the crisis.

The causes of the crisis depend on its factors, so they are also divided into external and internal.

External causes are a threat from the outside, and since the socio-economic system is in interaction with many different subjects, the structure of external causes also has a rather complicated form.

1. Socio-economic factors overall development of the country:

1) rising inflation; instability of the tax system - a change in the tax rate or the adoption of new taxes especially affects enterprises in initial period its development;

2) instability of the government system - deep disagreements in state bodies, because of which all other difficulties remain in the background;

3) the division of power into oppositions, which entails disorderly decision-making;

4) a decrease in the income level of the population - this is the basis for the growth of social tension and, as a result, the emergence of a social crisis. As a rule, the government is forced to take such measures due to economic and financial crises in the country and in the most important sectors, since large funds are required to overcome crises;

5) the growth of unemployment is the result of economic and industrial crises and the cause of social crises.

2. Market factors:

1) instability of the foreign exchange market;

2) strengthening of monopoly;

3) reduction of the scope of the market.

3. Other external factors:

1) political instability;

2) the growth of criminal structures - this problem has remained relevant for a long time, despite numerous government measures. Both small and large enterprises and the industry as a whole suffer from criminal activities. The greatest danger lies in the leadership of large industries and enterprises by people with low professional skills and lack of experience, which usually leads to a crisis situation, and a rather severe one at that;

3) natural and climatic causes - lie in natural disasters that cause great damage to the entire sector of activity and the state as a whole;

4) natural disasters are dangerous because they can cause several crises at once - economic, social, environmental. In such a situation, it is very difficult to orient and determine the priority of tasks. As a rule, there is a shortage of funds, for which it is necessary to use reserve funds.

Internal causes of the crisis.

1. Management reasons:

1) disagreements between members of the management structure- if these are minor disagreements, then usually everything is resolved through negotiations. But there are difficult situations that combine psychological factors, personal interests of the participants, inconsistency of actions - this can lead to serious consequences, such as a crisis;

2) lack of dynamics in management- over time, an enterprise or industry develops and becomes ever larger in scale and form, which requires a more extensive and differentiated management network. Lack of flexibility leads to "underachievement" of the course of development management;

3) high level of commercial risk- if an enterprise or business was created in risky conditions, then management can restrain the pace of development for some time, fearing losses. This may lead to the loss of a chance to take a place in the market or the gradual “fading” of the business;

4) insufficient knowledge of market conditions- when establishing an enterprise, one should conduct a careful analysis of the situation on the market, study the trends in supply and demand and a real assessment of one's capabilities in this regard. In the process of activity, it is also necessary to constantly monitor these processes in order to make changes in the organizational and production structures in order to remain competitive in the market;

5) difficulties with accounting systems– for the timely detection of the crisis, it is necessary to analyze the activity. In many ways, this is done through various reporting documents that reflect profits, expenses, costs, balance sheet, etc. The provision of these documents must take place on time, otherwise you can miss the first signs of a crisis;

6) marketing difficulties. Well-organized marketing is half the success, according to most experts. It helps in increasing competitiveness and promotion. However, if not well organized, it can have the opposite effect.

2. Production reasons:

1) outdated technical base- leads to a decrease in productivity and quality of products, and hence the demand for it;

2) low labor productivity- associated with the lack of incentives for hard and efficient work: suitable working conditions and wages, social guarantees, career growth, additional benefits;

3) high energy costs- this is due, as a rule, to the wear and tear of the technical base, where the old equipment simply has not yet been brought to the level of energy saving.

3. Market reasons:

1) low competitiveness of goods– associated with an insufficient level of quality or a poorly conducted marketing campaign;

2) dependence on a constant limited number of suppliers and customers.

The presence of at least one factor is already a pre-crisis state, but greatest influence the general state of an enterprise or industry is affected by difficulties in management structures. It is these difficulties that are most characteristic of modern business, preventing the normal (and effective) functioning of systems due to the emergence of crises.

To survive in crisis situations, the cohesion of all structures - economic, financial, managerial - is required.

Currently, many programs have been developed for diagnosing and monitoring crisis situations.

But before you start using them, you need to carefully analyze the structure of the socio-economic system and choose the right one. Still, it would be preferable to develop our own set of measures for forecasting and detecting crises, since, despite the general provisions, the environment of each system is purely individual.

In general, during the entire period of existence of the socio-economic system, it is necessary to monitor external and internal factors, because all processes are in a state of dynamic development.

Crisis (from the Greek krisis - turning point, decision) - a sharp turning point, a severe transitional state. The state of crisis is atypical, temporary. In the economic sense, the crisis can be both for an enterprise, a stock exchange or a bank, and for individual business organizations, finances, loans, currencies, for the economy of an industry, region or country as a whole.

The financial crisis manifests itself in chronic budget deficits and inflation.

The monetary crisis is caused by a massive withdrawal of deposits, a reduction in bank credit, and the desire of the population to have cash and valuables. An exchange crisis is a mass sale and a fall in the price of securities on the exchange. The crisis in production is manifested in a drop in output, rising unemployment, and a reduction in investment.

The crisis can be local in nature, for example, delays in the supply of components, disruption of the planned production schedule, power outages, etc. An accident in a workshop (on a highway) is also an element of a crisis situation.

All these examples characterize the crisis as a disease, the consequence of which can be one of three scenarios:

Return to the previous state.

Transition to another favorable state.

Termination of activity.

A distinctive feature of the crisis is the acceleration of events, the emergence of a state of panic and excitement, the emergence of atypical situations. These circumstances give grounds to speak of management in a crisis as a special field of activity - "crisis management".

Imagine yourself driving a car that has to move only on a straight and level road. You will soon develop driving skills, you will know exactly the consequences of your managerial actions. But if you suddenly find yourself on a section of the road that goes sharply down, then it turns out that all your skills are no good. The consequences of the same managerial actions of the driver on a flat road and on a slope are significantly different. A similar situation arises in business. The established principles and mechanisms of enterprise management during the period of stable development require adjustment during the onset of the crisis.

Crisis management is distinguished by its focus on an unexpected problem that needs to be solved by eliminating an unfavorable situation and at the same time eliminating the need for crisis management, therefore optimal crisis management solutions provide overcoming it in the shortest time and at the lowest cost.

In general, the problems facing the enterprise can be divided into resource, consumer, personnel, technological, organizational.

The crisis situation in terms of causes can be divided into internal and external crisis. The internal crisis is associated with the state of the enterprise, and the external - with the position of the enterprise in the market.

The nature of the crisis situation is determined by stages with details of individual elements. At the first, largest stage, the crisis internal situation can be classified by two parameters: the margin of time (urgency of action), the amount of financial reserves (the ability to compensate for debts).

By the value of these parameters, three typical situations A, B and C can be distinguished. Situation A is the most unfavorable (without a margin of time and financial reserves). Situation C is the most favorable (there is a margin of time and financial reserves). Situation B is intermediate between A and C.

Situation A requires drastic measures, as the enterprise is under threat of destruction.

Short-term managerial actions are needed for external

financial support to compensate for delays in the payment of salaries. The price of the enterprise in this situation is low; the main value that can be used as collateral for a loan is a land plot.

Situation B - the company has a debt with no prospects of its repayment, but there is a possibility of selling part of the equipment or know-how. In this case, it is advisable to attract a short-term loan, develop a medium-term program of action.

Situation C - the enterprise compensates for the threatening deterioration of the economic situation with a promising business plan.

Detailing the nature of the crisis situation is due to the introduction of 7-10 parameters that qualitatively reveal the state of the enterprise:

profit development;

power usage;

production flexibility;

cost planning;

personnel qualification;

use of personnel qualifications;

management;

organization.

The value of indicators is determined by one of 3 parameters:

below the average;

above average.

Basic rules for the activity of a crisis manager:

availability of an action plan;

absolute consistency in actions;

maintaining principles;

discipline at work;

sociability;

efficiency of decisions;

regular monitoring and discussion;

informing about the results;

maintaining contacts with interested companies;

trust among management.

Typical crisis management solutions:

asset valuation;

assessment of the state of the enterprise;

development of options for financial support of the enterprise;

development of options for the reorganization of the enterprise;

assessment of the impact of the enterprise on the state of the region's economy.

The managerial activities of a crisis manager include the following:

Analysis of the state of the economy, the level of development of productive forces, labor motivation, entrepreneurial potential, income distribution, social guarantees, environmental situation.

Analysis of international experience in solving such problems.

Definition target areas development in the spheres of economy, ecology, sociology, culture, politics, management, worldview, their ranking, parity.

Selection of criteria for evaluating options for functioning (economic, political, social) in achieving goals.

Construction of mathematical dependencies, conditions, relationships for the functioning model.

Identification of resource endowment.

Development of functioning scenarios. Definition of stages and intermediate results.

Carrying out a professional examination.

Organization of support (economic, social, legal, managerial).

Change in the composition of the leadership.

Centralization of financial control.

Daily liquidity assessment.

Expanding employee autonomy.

Changing behavior in the market.

Changing the wage system.

Reducing the depth of the production cycle.

The support of the enterprise by the bank can be implemented through the provision of a loan secured by land, property, and the statutory fund. The bank has the right to redeem the debts of the enterprise. Economic support for a crisis enterprise is accompanied by the appointment of bank representatives to key management positions, including a crisis manager. This is one of the measures to reduce the risk of losing a loan.

Modern business is harsh reality where the fittest survive. Every day, hundreds or even thousands of companies are on the verge of bankruptcy or takeover. In such realities, only a competent specialist - a crisis manager - can save a "sinking" organization. Therefore, it is not surprising that in a difficult moment the directors are ready for any costs, just to get such an employee on their staff.

Naturally, such demand has led to the fact that today many ambitious people want to master this particular profession. However, is it really capable of giving them the financial independence they dream of? In order to understand this, let's look at all the intricacies of this profession.

In modern business, this profession came relatively recently. This is due to the rapid development of economics as a science in the 21st century. It was the generalization of theories and laws about money that allowed qualified specialists to take on the competent management of financial flows in various kinds of organizations.

As for the profession itself, a crisis manager is a person who can bring a company out of a loss-making state. Often he is hired in situations where the company is on the verge of bankruptcy or begins to slide into a financial abyss.

Who Needs a Crisis Manager?

The services of a crisis manager are relevant not only in difficult times for the company. By taking on the improvement of the company, such a person is able to bring it to the leaders of sales, thereby increasing its income. Therefore, abroad, the position of a crisis manager is in many large organizations in order not only to improve the production process, but also to predict possible risks.

In Russia, unfortunately, this is rare. Here, the help of this specialist is resorted to only in cases where the business is already on the verge of collapse. Most likely, this is due to inexperience. Russian entrepreneurs which often ignore the experience of Western partners.

At the same time, most often a crisis manager is hired by investors who are disappointed in their investments. Such a move is needed not only to restore the stability of income, but also to assess future risks. And if such a specialist decides that their investment is at risk, then they are more likely to believe him than the CEO.

How to become a crisis manager?

Today, many economic universities offer their applicants the specialty "crisis management". After receiving a bachelor's degree, a person can safely begin to perform their duties. That's just the cost of training in this area is often several times higher than for other economic professions.

However, already established professionals recommend that beginners do not bother about this. After all, you can become a crisis manager even without a specialist diploma. The main thing is that a person has a higher education and is well versed in economic and legal laws. Such a statement is due to the fact that in this area in the first place are the skills of a person, and only then - his education.

Priority Skills

A crisis manager is a specialist working in the economic sphere. Therefore, he should be well versed in financial theories and strategies. After all, this is the only way to see the gaps in the company's reporting and find a way to close them.

In addition, the manager is required to understand legal acts and laws. Otherwise, how can he avoid dangerous deals and contracts based on the opponent's legal illiteracy? Naturally, he does not need to memorize the entire legal code, because there are lawyers for this. But he must know the basic concepts.

Another crisis manager must understand the structure of the company. After all, this is the only way to set up the competent work of departments, as well as keep track of which of them is the most “hacking”. This is especially important in large organizations where a separate department or team is responsible for each operation.

Personal qualities

Now let's talk about what kind of person a crisis manager should be. Training is only half the journey, because you still need to establish yourself as a reliable specialist. And without certain data, this simply cannot be achieved.

You've probably heard the saying, "The end justifies the means." So, for a crisis manager, this saying is a life credo. After all, his task is to bring the company out of bankruptcy by any means. For example, if its employees do not perform well or there are too many of them, then the specialist should fire them, regardless of their pleas or personal problems. Therefore, a good crisis manager is a cold-blooded and unshakable person.

Another important personal quality is observation. Without it, the specialist will not be able to capture the information that is necessary to build the right strategy. By the way, experienced crisis managers assure that they are able to find all the shortcomings of the company within 2-3 weeks.

Features of the profession

Many believe that the main advantage is the salary that he receives and the contract of this specialist can quickly dispel this myth. Indeed, today many businessmen tie the earnings of a crisis manager to the results of his work. That is, if a specialist brought the company out of the crisis, then he will receive a good bonus, if not, then his work will be wasted.

Naturally, experienced managers know how to avoid such legal traps, but newcomers often fall into them. In addition, a big disadvantage is the low demand in the labor market. More precisely, the complete lack of proposals for specialists with little experience. Therefore, at first you will have to take on any order, regardless of its complexity and level of payment.