Enterprise management in crisis conditions. Strategies of small businesses in times of crisis. Text of the scientific work on the topic “Financial analysis of small businesses. Problems, solutions"
Constant changes in the market structure and the difficult economic situation increase the risk of instability in the enterprise, which often leads to it. You can avoid negative consequences and extend the life of an organization with the help of anti-crisis measures.
The essence and functions of crisis management
Anti-crisis management is a comprehensive management system aimed at preventing and eliminating the financial crisis of an organization and eliminating its negative consequences.
The main goal of making anti-crisis management decisions is to restore the activities of an enterprise that has suffered from unfavorable economic circumstances.
On the way to achieving this goal, crisis management performs a set of tasks:
- Timely diagnostics and identifying weaknesses in the economics of the enterprise;
- Preparation to a crisis situation (capital accumulation, saving resources, reducing purchases and freezing reserves);
- Prevention crisis situation;
- and resolving insolvency issues to employees, shareholders and creditors;
- Restoring economic sustainability and establishing a strong position in the market;
- Taking preventive measures to avoid the announcement or ;
- Elimination of consequences and compensation for damage caused;
- Organization post-crisis activities company, which must be adjusted taking into account the factors and circumstances that led to negative consequences.
Anti-crisis management objects– companies, organizations and enterprises affected by financial problems. Also, the implementation of anti-crisis measures is provided for by legislation in relation to regional, municipal and regional structures.
Subjects of anti-crisis management– owners and specialists who develop and implement a set of measures.
Financial crisis of the enterprise– a local threat to the economic stability of an enterprise, during which internal and external debt grows, solvency falls and the threat of bankruptcy and liquidation of the company increases.
The essence of anti-crisis measures is expressed in the following provisions:
- Crisis situations can be prevented, accelerated or artificially caused;
- The crisis can be paused, postponed or accelerated;
- The financial impact on the company can be minimized;
- The processes of company destruction can be controlled by management:
- The company must be prepared for any unforeseen adverse situations.
Basic techniques
The way out of the crisis can be achieved by the following methods:
- Cost cutting – a necessary measure that consists in optimizing the company’s expenses – dismissal of personnel; salary reduction; optimization of labor resources; reduction of product range; replacement of raw materials with cheaper analogues, etc.;
- Raising funds – any property at the disposal of the company can be sold or rented out for additional income. The sale of securities and real estate can bring money into a company; changing credit policy and optimizing sales;
- Debt restructuring – a set of negotiations with creditors in order to obtain concessions and deferments to reduce official obligations;
- Drawing up a new strategic development plan – the company must adapt to new conditions and optimize its functionality as much as possible;
- Company reorganization – fundamental changes in the structure and activities of the organization, which entail changes in all areas: sales, management and foreign policy.
Cutting costs is not the best way out of the situation, since a decrease in the quality of goods and service leads to a drop in sales and further ruin of the company.
It is much more effective to look for new sources of funding and carry out strategic improvement activities.
Anti-crisis personnel management
In conditions of financial difficulties, it is important to stimulate employees, because it is the efforts they make that can revive and regenerate a broken system.
Personnel Management– a set of organizational and educational measures aimed at recruiting personnel, redistributing them, improving their qualifications and stimulating them by awarding incentive bonuses and bonuses.
During a crisis situation, the task of a specialist or manager is not only to organize the work of staff, but also to provide them with psychological support. It is important to create a favorable atmosphere for the team and adapt employees to the new operating conditions of the enterprise.
Personnel policy should also be focused on attracting young qualified personnel and early dismissal of employees, which do not fit into the company’s strategic development plan and may hinder it.
Despite the fact that personnel policy should be uniform and fair for all employees, it should also be multi-level to cover all layers and groups.
The multi-level system consists of the following subsystems:
- Recruitment and accounting of personnel;
- Management of labor relations within the team - the company must be aimed at strategic results and work in one direction. Disagreement between the parties leads to conflicts that undermine the work process;
- Optimization of labor resources - in difficult conditions, the company cannot afford additional employees performing insignificant or unnecessary work;
- Providing optimal working conditions;
- Information support and staff training - the team must be aware of new circumstances and easily adapt to realities;
- Social development management – control and improvement of the internal climate at work.
Working for the future and development of the company, a competent manager is obliged to develop a system of criteria and define the qualities that an employee should have.
Based on this data, new positions are created to support the new course of development.
Anti-crisis financial management
Measures to eliminate financial problems depend on the stage of development of the crisis.
At the first stage there is a drop in profitability and sales volumes, which entails financial losses.
Solution: improving the quality of labor and reducing production costs, and related services.
At the second stage production crosses a critical point and goes negative.
Solution: reorganization and strategic decision making.
At the third stage the company is losing its own resources, and reserve funds are at zero, because all earnings are spent on repaying external debts to creditors.
Solution: debt restructuring.
At the fourth stage development of the financial crisis, the only way out is to declare bankruptcy.
Examples of anti-crisis enterprise management
Let's look at an example of how to overcome a crisis situation in Ford. In 2009, the company faced a number of difficulties:
- Conflicts within the company;
- Falling level of trust on the part of buyers;
- Rising prices for oil and components;
- High growth of competition;
- Economic crisis;
- Selling part of the shares to competitors.
The difficult situation at the enterprise led to a wave of strikes demanding a 30% increase in wages. The company decided to partially meet this demand by increasing rates by 15%, but even this increase in costs was unaffordable for management, and the following year 1,200 workers were laid off.
To stabilize the situation, management took the following measures:
- Reducing bonuses and incentive payments to employees, as well as a significant reduction in interest rates for auctioneers;
- Solving problems with trade unions, which helped improve the climate within the enterprise;
- Reducing the retirement age.
To reduce production costs, it was decided to reduce the model range, focusing on 4 most requested models, reduce working hours and cut production. In order not to lose in product quality, the company optimized the production process.
Ford not only tried to strengthen its position in the home market, but also found new markets - in particular, in the CIS countries, where the dealer network was significantly expanded.
A special feature of this set of anti-crisis measures was that the management, despite the difficult economic period, managed to maintain the reputation of a responsible employer that cares about its subordinates. This was achieved thanks to a competent personnel policy and interaction with trade unions, thanks to which it was possible to avoid undermining production from the inside.
The exact opposite example is the situation with holding "Rusklimat", which produces engineering parts and equipment. The despotic and disrespectful attitude of management towards subordinates led to a large drain of valuable personnel and a drop in interest in vacancies on the labor market, despite the fact that salaries and working conditions were at a high level.
This led to the creation of a negative reputation, which also affected sales. Thanks to an effective advertising campaign and a new concept, the company managed to partially regain its good name, until information surfaced about the criminal record of one of its managers.
Rusklimat managed to stay afloat and eliminate some of the negative consequences of the crisis, but the bad reputation still affects the holding’s activities.
Features of crisis management using the example of Eldorado LLC
Popular European appliance chain Eldorado faced an economic crisis in 2008 when tax authorities announced debt of 15 billion rubles. As a result, the organization's reputation was shaken, the banks lost $400 million, and regular suppliers interrupted cooperation.
Despite the difficulties, Eldorado did not falter financially - this was helped by a loan of $500 million from an international investment group, which subsequently bought a controlling stake from the owner of Eldorado and became 100% owner, which remains to this day.
The new owner of PPF immediately began to implement anti-crisis actions, which were a great success - despite the difficulties, the organization lost only 1% of sales.
The anti-crisis plan consisted of the following actions:
- Changes in commodity and transport logistics– the volumes of shipments in warehouses were significantly reduced, and the delivery of goods began to take place in small batches, thanks to which it was possible to reduce transportation costs;
- Introduction of the “sale by sample” system– the goods arrive to the buyer from the manufacturer, the company acts as an intermediary, charging a percentage for organizing the transaction - this reduces the costs of storing goods in warehouses, and the company reduces the risk of unsold products;
- Reduced personnel costs- management levels were cut - the number of subordinates for each manager doubled. Instead of a large staff of managers, it was decided to increase the number of consultants, which increased sales at local sales points. In total, about 12 thousand employees were laid off.
These actions helped keep the company afloat and remain competitive in the market, but significant mistakes were also made in management decisions.
For example, an organization decided to tighten conditions for workers reducing their wages several times And assign additional functions to them that take up time to perform direct duties. Was the reward system was eliminated(now the amount of earnings did not depend on the sales level of each individual employee, but was distributed among regional branches).
The result is a large wave of voluntary dismissals. Even experienced employees who had worked for more than three years left.
The decline in skill level affected the company's service - sales fell, and the number of returns and dissatisfaction from customers increased significantly. The reason for this is unprofessional consultation, which even constant trainings and educational programs, for which Eldorado regularly spends money, cannot correct.
As can be seen in this example, saving on personnel leads to undesirable consequences: Eldorado has a serious competitor on the market - M.video. Currently, there is talk about a possible merger of the two organizations or the buyout of Eldorado M.video.
As can be seen in this example, the crisis management system is individual in nature and must take into account the characteristics of a particular enterprise.
Anti-crisis management for small and medium-sized businesses
The examples above are good for a general understanding of strategies to overcome the crisis, but what should managers of smaller companies know? The video below is a seminar during which the basic principles of crisis management are explained.
The essence of crisis management undoubtedly differs from the understanding of management in its usual general use. Crisis management is a functional area of management, distinguished by its targets, issues, objectives, means, methods and management tools. General management takes the internal environment of the organization as the basis for its activities, adapting to external changes through internal transformations. For anti-crisis management, on the contrary, the external environment, its development and dynamics are primary.
The critical situation of enterprises is often caused by a discrepancy between their financial and economic parameters and environmental factors, which is due to an incorrectly chosen strategy, illiterate business organization, and subsequently poor adaptability to changing market requirements.
In modern conditions, Russian enterprises for the most part have an unstable financial condition. The share of unprofitable domestic enterprises in the period January-July 2013 was 31.7%, the reason for which was the presence of overdue debt on obligations, or, in other words, the presence of the main prerequisite for financial insolvency and bankruptcy.
The low level of efficiency of Russian enterprises is largely determined by the low competitiveness of their products, which is caused by the following factors:
- - increasing exports of products from transnational companies to Russia;
- - accession to the WTO;
- - insufficient innovative activity of enterprises;
- - high degree of physical and moral wear and tear of the main technological equipment;
- - rising production costs, low product quality.
The cost of production costs at Russian enterprises is on average higher than in Japan - 2.8 times, in the USA - 2.7 times; France, Germany and Italy - 2.3 times, and Great Britain - 2.0 times. The level of depreciation of fixed assets in Russia currently reaches 60-65%, while in other developed countries this figure does not exceed 35%.
The basic concept of crisis management is that it should be the basis of ongoing operational management. However, many managers see crisis management only through the institution of bankruptcy. There remains a misconception among Russian managers that anti-crisis measures should be taken only in the immediate onset of a crisis situation.
Crisis management in modern conditions must be preventive, that is, not only detecting signs of a crisis at an early stage, but also predicting them in advance, allowing the formation of behavior options for the enterprise and preventing one or another crisis situation. In addition, crisis management must be adaptive and timely. It is necessary not only to predict changes in the external environment and plan corresponding changes in the activities of the enterprise, but also to have time to develop anti-crisis measures and implement them.
Russian experience in crisis management shows that enterprises mainly choose recovery, exit, liquidation, and defense strategies. Foreign experience offers a choice of other production strategies:
- - modernization,
- - reengineering,
- - diversification of production,
- - outsourcing.
Foreign experience dictates its conditions. Russian enterprises need to realize that in the context of globalization, the business world operates according to uniform standards. Strong economic integration and the tendency to standardize management procedures and principles entail the need to develop new systems and models of crisis management.
The foreign typology of crisis management offers corporate crisis management, the content of which is revealed through the following categories:
- - Amateur crisis management;
- - crisis consulting;
- - anti-crisis management under the control of creditors;
- - anti-crisis management under the leadership of an invited anti-crisis director;
- - integrated corporate risk and crisis management system.
Amateur crisis management is most typical for Russian enterprises. The following definition is most suitable for this type of crisis management: it is a response to unforeseen circumstances when it is too late to plan anything. The essence of this management is that the manager is not endowed with special training in crisis management and copes with the current crisis through his own efforts. In turn, the manager must have not only special knowledge and a certain set of personal qualities, but also methods of behavior in extreme situations. The training of such specialists for Russian enterprises undoubtedly requires new approaches to technology and organization of the educational process.
In anti-crisis consulting, anti-crisis management is carried out by an external anti-crisis manager invited at the initiative of the enterprise. He carries out a set of measures, including express analysis, development of priority measures to stabilize activities, diagnostics of the state of a crisis enterprise, development of a program of measures to bring the enterprise out of the crisis, which is ultimately combined into a comprehensive plan of anti-crisis measures. In the Russian business services market, anti-crisis consulting is not distinguished as a separate type of service, and inviting an anti-crisis consultant from abroad is a very expensive service and only certain domestic companies can afford it.
Crisis management under the control of creditors is an important component of foreign crisis management. Lenders of foreign companies are often commercial banks. It is very unprofitable for a bank to have a borrower in crisis with the threat of non-payment of the loan. In this regard, most foreign banks have special divisions that constantly monitor the financial condition of borrowing enterprises. If there is a threat of crisis, these divisions offer the enterprise a set of measures to remove the borrower from an unstable state, which in turn is compulsory. With this approach, both parties benefit: the bank receives full compensation for its claims, the enterprise receives a developed set of anti-crisis measures, and, as a result, financial recovery. This foreign experience should be of interest to Russian companies, since it is, first of all, relatively low-cost, which plays an important role in conditions of financial instability.
In a situation where the owner notes the presence of problems at the enterprise, and the existing management cannot cope with them, an anti-crisis manager is invited. A specialist in this profile is not required to have knowledge in a particular industry; he must have such qualities as a prompt assessment of the current situation, quick and correct decision-making and determination in actions. As a rule, the form of payment for the services of such a specialist is a remuneration calculated as a share of the company’s income increase, paid in the event of successful anti-crisis management. In Russian business conditions, this type of crisis management is difficult to apply, since these services are very expensive, and there are no Russian representatives of this type of activity.
Another foreign approach to organizing crisis management is the introduction of an integrated risk management system into the company. Its basic characteristics are that risk is a category of uncertainty associated with upcoming events and their undesirable consequences. A crisis is a special case of risk that threatens the viability of the enterprise as a whole. Risk management is based on a systems approach and is associated with the identification of risks and crises, and, as a result, the impact on them. Integrated risk management is a process of preventive, systematic and continuous awareness of risks and crises, impact on them from the perspective of the enterprise.
The integrated risk management system includes the following components:
- - identification and assessment of risks by scanning the external and internal environment of the enterprise;
- - constant monitoring of the enterprise’s activities;
- - discovery, awareness and application of the main areas of risk management;
- - training of personnel in risk and crisis management;
- - development of a plan and measures to prepare personnel for work in anti-crisis mode;
- - integration of the results of practical risk management into the enterprise’s system of priorities.
This management approach is effectively used abroad not only at the corporate, but also at the state and municipal levels. For Russian enterprises, the implementation of an integrated risk management system is associated with a lack of funds, slow development and implementation of measures, and the need for their constant updating in a rapidly developing external environment.
In Russia, there is a point of view that anti-crisis work at an enterprise in the form of prevention should begin from the moment of its foundation. This view of the situation should motivate Russian enterprises to modernize measures and ways to overcome the crisis. The need to turn to foreign experience is justified by the weak management activities of enterprises in the field of crisis management.
2170 _m_course
course work "Enterprise management in times of crisis."
This company is represented in Khabarovsk by a branch
So analysis for a local enterprise
Introduction…………………………………………………………… …….………..…….3
Chapter I Theoretical foundations of enterprise management in times of crisis………………………………….5
1. The concept of crisis and crisis situation in an enterprise……………5
2. Features of enterprise management in a crisis…………9
3. The concept of crisis management…………… …………………….12
Chapter II Analysis of the efficiency of enterprise management in times of crisis using the example of CJSC “Tula RTI Plant”…………………………………………………….17
1. Brief description of the enterprise………… ………………………17
2.Diagnostics of the financial condition of the enterprise and assessment of management in a crisis…………………………………………………………..20
Chapter III Recommendations for enterprise management in times of crisis……………………………………………………………...….30
Conclusion……………………………………………………… …………………...39
List of references………………..…….41
Application
Introduction
The terms “anti-crisis policy” and “anti-crisis management” arose relatively recently. It is believed that the reason for their appearance is the reform of the Russian economy and the emergence of a large number of enterprises on the verge of bankruptcy. The crisis of some enterprises is a normal phenomenon of a market economy in which, by analogy with Darwin's theory, the strongest survive. A business that does not fit into its “environment” must either adapt and use its strengths or disappear.
Modern economic reality forces business managers to constantly make decisions under conditions of uncertainty. In conditions of financial and political instability, commercial activity is fraught with various crisis situations, which may result in insolvency or bankruptcy.
The term “crisis management” is becoming increasingly popular and relevant among managers. More and more managers of various ranks understand the need and importance of knowledge and skills in the field of diagnosing crisis phenomena in order to timely develop measures to prevent negative phenomena.
The theory and practice of crisis management in Russia is developing dynamically, as evidenced by the close attention to this issue by specialists in the field of crisis management, lawyers, economists, scientists, and authorities.
At the present stage of the country’s socio-economic development, there is still a need to train specialists who have modern methodology and knowledge of the mechanisms of anti-crisis management of an enterprise based on a systematic and integrated approach based on the diagnosis, identification, prevention or elimination of phenomena unfavorable for business through the use of the full potential of modern management, development and implementation of a special program of a strategic nature at the enterprise. The reason for the bankruptcy of Russian enterprises during the general crisis is too unfavorable macroeconomic conditions: disruption of traditional economic ties, decline in demand, sudden and difficult to predict changes in the government's economic policy, instability of the financial market. Only the use of a set of methods from various sections of the economy can today give the necessary economic effect and bring Russian enterprises out of the crisis state in which they find themselves.
The works of such Russian and foreign scientists as Ansoff I., Astakhov V., Gitelman L., Kovalev A., Utkin E. and many others are devoted to general problems of management.
All of the above determines the relevance of the chosen topic.
Purpose of the study-
development of theoretical foundations and practical recommendations for managing an industrial enterprise in a crisis. To achieve this goal, the following tasks are solved:
1. Generalization of existing theoretical approaches to enterprise management in times of crisis.
2. Analysis of the effectiveness of enterprise management activities in times of crisis.
3.Development of measures to improve the enterprise management system to overcome the crisis.
The object of the study is the anti-crisis management of the enterprises of CJSC Tula RTI Plant, based on data provided by its Khabarovsk representative office. Subject of study-
theoretical and practical issues of application of anti-crisis management of the enterprise ZAO Tula RTI Plant.
Chapter I. Theoretical foundations of enterprise management in times of crisis
- The concept of crisis and crisis situation in an enterprise
The concept of “crisis” is closely connected with the concept of “risk”, which to one degree or another influences the methodology for developing any management decision. Eliminate the expectation of a crisis from it, and the acuteness of risk perception will disappear; not only crisis situations, but also quite ordinary mistakes will become unexpected and therefore even more severe.
A crisis is an extreme aggravation of contradictions in a socio-economic system (organization), threatening its viability in the environment.
The causes of the crisis may be different. They are divided into objective ones, related to the cyclical needs of modernization and restructuring, and subjective ones, reflecting errors in management, as well as natural ones, characterizing climate phenomena, earthquakes, etc.
The causes of the crisis can be external and internal.
The former are associated with trends and strategies of macroeconomic development or even the development of the world economy, competition, the political situation in the country, the latter with a risky marketing strategy, internal conflicts, shortcomings in the organization of production, imperfect management, innovation and investment policies.
If we understand the crisis in this way, we can state the fact that the danger of a crisis always exists and it must be foreseen and predicted.
The consequences of a crisis can lead to sudden changes or a soft, long-term and consistent exit, and post-crisis changes in the development of an organization can be long-term and short-term, qualitative and quantitative, reversible and irreversible.
The different consequences of a crisis are determined not only by its nature, but also by crisis management, which can either mitigate the crisis or aggravate it. Management capabilities in this regard depend on the goal, professionalism, art of management, the nature of motivation, understanding of causes and consequences, and responsibility.
From a crisis management perspective, a crisis is an interruption of a normal process, an unforeseen event that threatens the stability of the enterprise, and a sudden serious incident that has the potential to damage or even destroy the reputation of the campaign.
M. Regester, one of the leading experts in the field of crisis management, gives the following definition: “A crisis is an event due to which a company finds itself in the center of not always friendly attention of the media and other external target audiences, including shareholders, trade union organizations, movements in defense of the environment, which for one reason or another is quite legitimately interested in the actions of the organization." All the essential aspects of a crisis situation are presented here: the event has occurred, it cannot be changed; you should immediately begin to “treat” the information representation of the event; the information representation of the event begins to develop to a strong degree in a plane independent of us.
There is the following typology of crises and possible scenarios for their development:
- Sudden crises when there is no time to prepare and plan. This includes an airplane crash, an earthquake, a fire, or the death of a top executive, which requires pre-agreed actions between leading managers in order to prevent misunderstanding, conflict, and delays in reaction from developing.
The emerging crisis provides time for research and planning, where the task becomes to carry out corrections before the crisis reaches a critical phase.
Persistent crises that can last for months or years despite efforts to stop them. This definition, for example, includes rumors.
- Crises are incidents. This includes environmental crises associated with the activities of enterprises that cause damage and threat to the environment and human life; crises caused by errors in the production process of a product; crises due to direct threats to the enterprise in the form of blackmail.
Social crises. These are crisis situations caused by the social structure and social-production ties of enterprises in society. For example, strikes.
Economic or financial crises. These are crises related to the activities of companies in the financial market. The consequences of such crises can lead to the complete disappearance of firms or their absorption by others. However, it is believed that the above typologies need significant additions, which will directly affect the process of managing a crisis situation.
Further, an enterprise crisis can be understood as an unplanned and unwanted, time-limited process that can significantly interfere with or even make it impossible for the enterprise to function. The type of fundamental goals of the enterprise that are threatened and the size of this threat determine the severity of the crisis.
An enterprise crisis represents a turning point in the sequence of events and actions. Typically for a crisis situation there are two options for getting out of it, either liquidation of the enterprise as an extreme form, or successful overcoming of the crisis.
The intervals between the beginning and end of a crisis vary in length. On the one hand, there are long-term, weakly accelerating crisis processes, on the other hand, there are unexpectedly emerging crisis processes, of high intensity and with a short period of development. A crisis can appear completely unexpectedly during the harmonious development of an enterprise and have the character of an insurmountable catastrophe or arise in accordance with assumptions and calculations. But in rare cases, a crisis appears unexpectedly, i.e. without any warning to the company's specialists.
During a crisis, there is a lack of time and solutions. The assessment of the limited time for making decisions depends on the state of the crisis and thereby determines the lack of time or the urgency of solving problems.
- Features of enterprise management in times of crisis
A decrease in the profitability of an enterprise also means a decrease in its price. The price of an enterprise is the current streams of payments to creditors and shareholders. The price may fall below the amount owed to creditors. This means that share capital disappears, which means complete bankruptcy occurs.
Thus, a process, the first sign of which is a relative decrease in profitability, can lead the enterprise to bankruptcy.
A drop in the profitability of an enterprise to a level below the cost of its capital should be considered as a consequence of a number of factors.
The bankruptcy of an enterprise is the result of the simultaneous joint negative action of external and internal factors, the share of “contribution” of which may be different. Thus, according to available estimates, in developed countries with a stable political and economic system, 1/3 of external factors and 2/3 of internal factors are involved in bankruptcy. External factors can be international or national in nature.
The most powerful external factor of bankruptcy is the so-called technological gaps - major scientific and technical shifts, in which, according to experts, in seven cases out of ten, former enterprises, leaders in their field in a certain market, become lagging behind.
No less numerous are the internal factors that determine the development of the enterprise and are the result of its activities. In the most general form, they can be grouped into five main groups:
- competitive environment and position of the enterprise;
- operating principles;
- resources and their use;
- applied marketing strategies and policies;
- quality and level of financial management.
Another important factor in the possible failure of an enterprise is excessive production costs due to a significant share of unproductive costs. Ways to reduce them have been studied in sufficient detail in the economic literature and are known to practitioners: reducing outdated and excess production capacity, reducing the cost of technological processes, their intensification, eliminating defects, losses from the irrational use of working time, reducing management costs through the rationalization of organizational and production structures, sales and liquidation of unprofitable production, mastering the production of highly profitable products. These measures are often associated with increasing the competitiveness of the enterprise's products. However, it is also necessary to take into account the market processes occurring in the market.
Literary sources of recent years note that the participation of an enterprise in a rational division of labor is very effective, in particular the subcontracting method of production based on contractual relations for individual products or components in small and medium-sized companies, as well as the creation of so-called risk enterprises that are able to quickly implement and develop new technologies and respond to changing market requirements.
For Russian enterprises it seems very difficult to prioritize all the noted factors. And yet, at present, even taking into account low business activity, the financial condition of enterprises is largely influenced by external factors (unlike Western firms, where they account for 1/3). Of these, the main factor is political, economic and financial instability, which causes uncertainty among entrepreneurs about the success (and even, apparently, the possibility) of their activities, and is reflected in all components of the organization of production, logistics, and sales of products.
This priority group of factors should, of course, include high inflation rates in Russia. Despite a slight slowdown in its pace recently, constant inflation expectations are by no means conducive to enterprises realizing their strategic goals. Associated with an insufficiently flexible, and often simply ruinous, especially for diversifying enterprises, state tax system and credit policy, high prices for the end consumer stimulate not the expansion of production, but its reduction. The high prices charged by enterprises for their products are often caused not so much by the unreasonable pricing policy of these enterprises as by external pricing factors. And this, in turn, leads to a decline in the competitiveness of goods and a decrease in consumer demand.
The consequences of the negative impact of certain factors can be foreseen, which means that appropriate measures can be taken in a timely manner to eliminate or mitigate them, if you constantly monitor signs of a possible deterioration in the financial condition of the enterprise. These signs, of course, do not have absolute strength and must be considered in conjunction with other indicators of economic activity. They are the reason for a thorough examination of the financial condition of both managers and shareholders, as well as customers and creditors. The source of information for such diagnostics can be official financial statements, especially if they are compared with data for several reporting periods.
There is certainly a crisis in Russia; its symptoms became obvious already in the summer of 2008. The global financial crisis has only spurred irreversible processes in the Russian economy. Even before there was talk of the financial disaster looming from the West, our economy was faced with a number of problems that required solutions for a long time, but have become critical in recent months. Energy and labor costs have increased significantly in industry. The development of the vast majority of enterprises began to occur solely through the investment of additional funds, and not through optimization of the production process. The tragedy of the situation lies in the fact that, having internal resources and the ability to attract investment, Russian enterprises have not reached a qualitatively new level of organization of production and management. A new promising project led by a team of talented professionals may not be successful if it is implemented on the basis of an enterprise where the production process scheme is ineffective and the technological support does not meet modern requirements. This is exactly the story we have seen and continue to see in the Russian market. The infrastructure and means of production at enterprises are outdated, modern management, information and industrial technologies are just beginning to be introduced.
- Concept of crisis management
Depending on the goals, there are different crisis management strategies, but for each of them it is important to timely recognize a crisis situation, determine the causes, symptoms and factors of the crisis.
Anti-crisis management updates the functional aspects of identifying and overcoming the reasons that impede the recovery of the enterprise, and the radicalization of measures that restore its solvency. According to some authors, for enterprises that have reached the stage of development and recovery in their life cycle, the economic side of the crisis and, consequently, the need for diagnostics is expressed in a shortage of funds necessary for conducting production and paying creditors. But this approach, according to the author, suffers from abstraction, since it does not take into account the individual characteristics of the life cycle of an enterprise, in which crises are possible due to the process of development and growth, the age and size of the organization.
The restructuring of the enterprise and the program for stabilizing the financial and economic condition require emergency measures to raise funds for their implementation. If such prompt measures are not taken, a liquidity crisis and bankruptcy occurs (the result of stage four regression). The peculiarity of diagnostics at this stage is the calculation of the diagnostic value of signs characterizing the crisis and the level of risk when making management decisions for the emergency option of finding working capital. For example, selling part of inventory, materials, and work in progress below cost in another period would not be justified, but in this situation it is an effective, emergency measure. Analysis of the conditions and factors for increasing the efficiency of crisis management of an enterprise leads to the need to introduce a classification of types and types of diagnostics in crisis management (Fig. 1)
Figure 1. Classification of types and types of crisis diagnostics
For senior management and owners of an enterprise, diagnostics is a means of obtaining reliable high-quality information about its real capabilities at the initial stage of the economic crisis and the basis for introducing special methods and management mechanisms. Based on the results of diagnostic and preventive studies of various aspects of an enterprise’s activities, managers and owners have the opportunity to begin developing a reflexive model of crisis management for their enterprise.
In anti-crisis management, a prominent place should be occupied by the concept of reflection, which in the early stages of the development of crisis situations acts as the methodological basis of the model connecting modern alternative microeconomic theories and dynamic economic reality. The need to build new “buffer”, transition and simulation models arises from the fact of differences in approaches to the economics of an enterprise as an abstract object of economic theory or a real object of crisis management.
Among the many models of management systems, which, together with different interpretations of the concept of management, blur the possibility of their evidentiary classification, it is difficult to find any significant general or specific models of crisis management as a type of management. The absence of such models indicates the correctness of the methodological assumption about the radical difference between the abstract object of the theory of economic science, including the theory of management, and the real object of crisis management.
This difference in objects, despite the similarity of the problems being solved (in management, economic analysis and diagnostics), is revealed as different points of view. It is one thing to study, for example, economics with the aim of deepening scientific knowledge regardless of real economic objects and business entities, and another thing is to apply this knowledge in management practice, give expert assessments of the current or past financial, economic, organizational state, and predict possible future of the enterprise. In other words, this means the implementation of the entire complex of current and preventive scientific research, which for a manager, auditor or management consultant is structurally inseparable from an individual company or enterprise.
The situation theoretically becomes more complicated with the introduction of key figures of owners, founders, shareholders, creditors and other subjects of relations regarding the property of the enterprise. Consequently, in order to correctly assess the condition of the object under study and make a diagnosis, a system of criteria and classification of possible deviations of the basic parameters of the objects under study from their standard values, determination of the nature of the deviations and the reasons that caused them are necessary.
Diagnostic studies in crisis management should also determine whether the object under study belongs to a class, type, group, or identify an unconventional combination of signs, their diagnostic value for determining the result - making a diagnosis in order to weaken or prevent negative impacts.
Thus, we come to the conclusion that diagnostics is a category of crisis management, which has a specific order of connections, structure and functions. The purpose of diagnostics in crisis management is the timely recognition of the signs and nature of the crisis, as well as the localization of its undesirable effects.
In general, the management of a company that is in a state of crisis or is predicted that external factors contribute to the development of crisis phenomena within the organization must be changed, and such a change must occur in accordance with the development of the crisis itself. If a crisis is diagnosed already at the stage of exacerbation (or chronic course), then it is difficult to talk about creating effective management of the company and most likely, categorical and possibly aggressive measures will be required to eliminate problems associated with the crisis. If a change in management is carried out at the first stage or the stage of the emergence of a crisis, then it is already possible to predict good results (if there is an adequate program for such changes) and in this case changes in the management of the enterprise will allow not only to get through the crisis with the least losses, but also to derive real benefit from it and strengthen the enterprise.
Chapter II. Analysis of the efficiency of enterprise management in times of crisis using the example of ZAO Tula RTI Plant
2.1. Brief description of the enterprise
The Tula RTI plant is one of a number of leading enterprises in the Russian Federation that manufacture rubber products. In Khabarovsk, the company is represented by a branch located at st. Industrial, 22.
In May 2007, the plant celebrated its 60th anniversary. The company produced its first products in 1947: rubber shoes, rubberized suits and ventilation pipes for mines. Modern equipment and qualified personnel have made it possible to significantly expand the product range, improve the quality and competitiveness of manufactured products, and become the only manufacturer of a number of products. Today, TZ RTI specialists produce over 10,000 types of products.
The company's strategy is built on meeting the needs for rubber technical products in the defense industry, railway rolling stock, mechanical engineering, and automotive industries. For this purpose, a set of measures is being carried out to modernize technological processes, modern computerized equipment has been purchased (injection molding, vacuum presses, preformers, etc., product certification is being carried out (rubber rubber for rolling stock, mine ventilation pipes, reinforced cuffs for shafts, rubber-metal vibration isolator elements), and also management and quality systems (No.: 6300.312171/ZL), the central factory laboratory is accredited, and the special-purpose rubber production site is certified.This allows us to produce high-quality and competitive products.
In November 1995, the plant became one of the five thousand leading enterprises with the status of “Leaders of the Russian Economy”.
The plant cooperates with all regions of Russia and neighboring countries. The largest consumers are the enterprises of CJSC MTZ Transmash, CJSC Lipetsk Metallurgical Plant Svobodny Sokol, FSUE Plant named after. Sergo", IETSP "VNIIST", CJSC "Minsk Plant of Heating Equipment", plant "Avtozapchast". CJSC Livgidromash, AP Mine named after. A.F. Zasyadko", CJSC Vodopribor Plant, CJSC Arnest, CJSC Tverskoy Excavator, FSUE PO Avangard, FSUE Perm Plant Mashinostroitel, Voronezh Diesel Locomotive Repair Plant, a branch of CJSC Russian Railways, CJSC Tyazhpromarmatura, CJSC NPO Iskra, Ulyanovsk Automobile Plant and many others.
The company is constantly working to improve product quality. This has always been one of the priorities of his activities. Equipment from well-known foreign companies "Pirelli", "Sayag", "Desma", "Rap", "Scholz", "Krup", etc. allows us to ensure high quality. the use of modern technologies, high qualifications and many years of experience of the company’s specialists, the work of the quality service. To control raw materials, rubber compounds and parts, the company operates a testing center, which is the largest in the industry and has more than 2,000 units of the latest equipment and unique devices.
The main goal of the enterprise is to make a profit from its activities. The main activities are:
- production of molded and non-shaped rubber products, fan and flat-toothed belts, rubber fabric hoses, rubber adhesives, membranes and membrane fabrics, commercial rubber, soundproofing gaskets, roofing material, car carpets, sealants, watering hoses, monoblocks, automobile pallets, chalk and sealants;
construction, installation, commissioning and finishing works;
extraction and processing of chalk;
carrying out technical, technical-economic, financial, legal and other examinations and consultations;
production of consumer goods;
information service;
trading, trade and intermediary, purchasing, sales activities, creation of wholesale and retail divisions and enterprises, including the right to sell for foreign currency in accordance with current legislation;
organizing and holding exhibitions, sales exhibitions, fairs, auctions, trades, both in the Russian Federation and abroad, including in foreign countries;
transportation of goods by all types of transport;
transport services for technological processes of enterprises of JSC "Tula RTI Plant" and third-party customers;
provision of transport and forwarding services to organizations and the population of the city of Balakovo;
provision of warehousing services;
organization and operation of tourist, sports, recreational and preventive facilities;
organization of paid parking lots, garages, service stations and gas stations, sale of fuels and lubricants;
export-import operations;
foreign economic activity in all forms provided for by current legislation.
CJSC Tula RTI Plant is the leader in the RTI market, and for many types of products it is a monopolist, therefore, this places additional demands on CJSC Tula RTI Plant, since competing enterprises are oriented towards it.
In the conditions of the crisis that arose in the Russian automotive industry, it was precisely due to the monopoly positions that Tula RTI Plant CJSC suffered significant losses.
2.2.Diagnostics of the financial condition of the enterprise and assessment of management in times of crisis
Let's analyze financial indicators and assess the likelihood of a financial crisis in the enterprise.
According to the Federal Law “On Financial Insolvency (Bankruptcy)” dated September 27, 2002, if a debtor fails to fulfill his obligations for monetary payments and (or) obligations to make mandatory payments for more than three months, then he may be declared bankrupt. In other words, if bankruptcy proceedings have not been initiated against an enterprise, a financial crisis cannot be equated with possible bankruptcy.
In this case, it is not the possibility of bankruptcy and liquidation of the enterprise that is being examined, but the degree of manifestation of crises, especially evolutionary ones.
The practice of financial management uses three fundamental characteristics when assessing the scale of the crisis financial condition of an enterprise:
- mild financial crisis;
deep financial crisis;
financial disaster.
Net cash flow consists of the following elements:
Let's consider the dynamics of the company's net cash flow for 2008 and four quarters of 2009
Let's make a table for the calculation (Appendix 4)
As you can see, net cash flow has been declining over the past year and becomes negative in the 3rd quarter of 2009. If we take into account that this is intra-annual dynamics, and in the first half of 2009 the net cash flow, although declining, was positive, then the main result will be obtained based on the results of the 4th quarter. Overall, the decline in net cash flow should be noted.
It appears that if no changes occur, net cash flow will continue to decline in the future.
Table 2.1 Net cash flow parameters and crisis probability
Based on one indicator, it should be concluded that at ZAO Tula RTI Plant, due to problems with financial flows (primarily due to a shortage of its own working capital), there is a likelihood of a financial crisis. However, at the moment the financial crisis cannot be clearly identified.
Let's consider the dynamics of the market value of the assets of CJSC Tula RTI Plant. The assets involved in the calculation are the property of the joint-stock company, which includes the following items at book value.
The assets accepted for calculation include:
- non-current assets reflected in the first section of the balance sheet (intangible assets, fixed assets, construction in progress, profitable investments in tangible assets, long-term financial investments, other non-current assets);
- current assets reflected in the second section of the balance sheet (inventories, value added tax on acquired assets, accounts receivable, short-term financial investments, cash, other current assets), with the exception of the cost in the amount of actual costs for the repurchase of own shares purchased by the joint stock company company from shareholders for their subsequent resale or cancellation, and debts of participants (founders) for contributions to the authorized capital.
The market value of assets can be determined using the comparative, income or cost method. In this case, we will adjust the balance sheet asset items taking into account the possible market value of the property (cost method) and the likelihood of obtaining a market value (comparative method).
Non-current assets of CJSC Tula RTI Plant include fixed assets of production and non-production value. The enterprise's fixed assets were not valued at comparative market prices, and the large number of fixed assets does not allow for valuation within the framework of this thesis research. Therefore, we will use the residual value of fixed assets.
The non-current assets of the enterprise include unfinished construction. Such assets have not been subject to market valuation, but it is reasonable to believe that the value of construction in progress depends on both the degree of incompleteness and the degree of interdependence of construction with production capacity. It seems that the cost of such assets of Tula RTI Plant CJSC may be at least 50% of the cost.
Intangible assets are presented in the form of licenses and certificates available at the enterprise, as well as the cost of purchased software products. Since almost all licenses are registered, it is not possible to sell them at any price, just like certificates. The cost of software products also cannot be included in the market valuation, since the products were created specifically for this enterprise.
Thus, the market value of non-current assets of CJSC Tula RTI Plant can be:
Table 2.2 Calculation of the market value of non-current assets of an enterprise
The market value of non-current assets for 2008-2009 is declining.
Current assets can be valued at market value in the following amount:
Raw materials, supplies – at full purchase price
Unfinished construction – 0
VAT – at full price
Accounts receivable up to 3 months – in full
Accounts receivable over 3 months (minus bad debt at the end of the year) – half the cost.
Cash and short-term financial investments - at full cost.
Based on this, the market value of current assets will be as follows:
Table 2.3 Calculation of the market value of an enterprise’s current assets
The total value of the enterprise's assets, calculated taking into account the market value, will be:
Table 2.4 Calculation of the market value of enterprise assets
| Asset item | 2008 | 2009 |
| Residual value of fixed assets | 930605,4 | 981427,8 |
| Possible cost of unfinished construction, thousand rubles. | 116111,5 | 79340,16 |
| Productive reserves | 1042200 | 583632 |
| VAT | 31874 | 1784 |
| Accounts receivable (up to 3 months) | 511580 | 939372 |
| Accounts receivable (over 3 months) | 364500,75 | |
| Cash | 25432 | 19452 |
| Total | 3022303,65 | 2989145,96 |
As you can see, the market value of the assets of CJSC Tula RTI Plant for 2008-2009 decreased by 1.1%. Let’s consider how the dynamics of the market value of an enterprise’s assets characterizes the likelihood of a crisis:
Table 2.5 Parameters of the market value of enterprise assets and the likelihood of a crisis
| Index | The scale of the financial crisis | |
| 2008 | 2009 | |
| Dynamics of market value of assets | Growth in the market value of assets | A downward trend in the market value of an enterprise |
| Extent of financial crisis | No likelihood of financial crisis | Deep financial crisis |
This indicator cannot clearly characterize the likelihood of a crisis, since in 2008 there was stabilization and a complete absence of the likelihood of a financial crisis, and in 2009, according to this parameter, a deep financial crisis can be stated. Since a financial crisis cannot form within one year, it seems that there are financial problems associated with the market situation of the enterprise, but if this dynamic continues in the future, the likelihood of a deep financial crisis is not just probable, but obvious.
Let's consider the composition of the enterprise's financial liabilities by maturity.
Accounts payable in 2008 decreased by 61.2 million rubles. and as of January 1, 2009 amounted to 440.4 million rubles. Debt on short-term bank loans increased by 228.7 million rubles. and as of January 1, 2009 amounted to 733.7 million rubles.
According to forecast data for 2009, accounts payable increased by 89.06 million rubles. (+20.2%) and at the end of 2009 will amount to 529.46 million rubles. Debt on bank loans increased by another 247.6 million rubles. and at the end of 2009 will amount to 981.3 million rubles. The company has not attracted long-term loans in the last three years.
Long-term sources of debt capital are represented by deferred tax liabilities. This type of capital grew by 1.9% in 2009
Let's consider the dynamics and structure of borrowed capital:
Table 2.6 Dynamics of sources of borrowed capital of an enterprise
| Source | 2008 | 2009 | ||
| thousand roubles. | In % of total | thousand roubles. | In % of total | |
| Accounts payable | 440400 | 36,7 | 529460 | 34,4 |
| Bank loans | 733700 | 61,1 | 981300 | 63,8 |
| Dividend calculations, deferred income | 3554 | 0,3 | 3801 | 0,3 |
| Long term sources | 22611 | 1,9 | 23041 | 1,5 |
| Total borrowed capital | 1200240 | 100 | 1537602 | 100 |
In general, borrowed capital increased by 28.1% in 2008-2009, with the most noticeable increase observed in bank loans (+33.7%). Due to this, the structure of borrowed sources of capital changes in favor of bank loans. Considering that this source for the enterprise is associated with a constant increase in cost (penalties, fines in case of delays), it should be noted that the structure of attracted capital is deteriorating in 2009. The share of long-term sources decreases from 1.9% to 1.5%. The enterprise reduces the share of the most profitable sources of attracted capital.
We will calculate the share of the most urgent financial obligations (accounts payable and interest on loans) in the total capital of the enterprise
2008:
616488/4426552 = 13,9%
2009:
764972/ 4482190 = 17%
Taking into account the calculations carried out, let us consider how this parameter characterizes the likelihood of a crisis:
Table 2.7 Parameters of the enterprise’s debt capital structure and the likelihood of a crisis
As you can see, this parameter defines the financial situation at Tula RTI Plant CJSC as a mild financial crisis.
Let's consider the composition of the current costs of the enterprise, for which we will analyze the structure of the cost of production of CJSC "Tula RTI Plant" from the position of "fixed - variable costs" and the dynamics of their elements.
Table 2.8 Enterprise cost structure
| Type of costs | 2008 | 2009 | ||
| Thousand rub. | In % of total | Thousand rub. | In % of total | |
| Permanent Incl. |
1736725,9 | 35 | 1180014,08 | 49 |
| General plant | 1141277,02 | 23 | 650211,84 | 27 |
| General shop | 446586,66 | 9 | 264901,12 | 11 |
| Commercial | 148862,22 | 3 | 265080 | 11 |
| Variables incl. |
3225348,1 | 65 | 1228177,92 | 51 |
| Shop | 2838306,328 | 57,2 | 1023481,6 | 42,5 |
| Commercial | 387041,772 | 7,8 | 204696,32 | 8,5 |
| Full cost | 4962074 | 100 | 2408192 | 100 |
As you can see, in absolute terms, current production costs are reduced (by 51.5%), however, the cost structure changes in favor of the share of fixed costs (from 35% in 2008 to 49% in 2009), which is typical for manufacturing enterprises that have sharply reduced volume of production. A negative trend should be the increase in fixed costs due to the growth of commercial costs. As a result of a reduction in product sales, the enterprise lost the opportunity to use the effect of production scale and thereby reduce the share of fixed costs. The margin of manufactured products decreases, which reduces the financial security zone of the enterprise. The composition of the costs of production and sales of products of CJSC Tula RTI Plant allows us to speak about the negative dynamics of the cost structure.
Table 2.9 - Parameters of the composition of enterprise costs and the likelihood of a crisis
This parameter shows the likelihood of a mild financial crisis due to a reduction in the margin from production and sales of products. Let's bring all the results together. Let us introduce some conventions:
+ - no likelihood of crisis
- mild financial crisis
-! Deep financial crisis
!! - financial disaster
Table 2.10 - Results of calculation of parameters for assessing the probability of a financial crisis
A summary of the research results shows that in 2009 a mild financial crisis could be diagnosed at the Tula RTI Plant CJSC. However, if in 2008 good dynamics were observed for four out of five objects of observation, then in 2009 the dynamics were negative, and the parameter “market value of the enterprise’s assets” could reveal deep financial crisis manifestations. Since the main factors that have negatively affected and are currently influencing the financial sphere of the enterprise are outside the zone of influence of the enterprise and are associated with a narrow problem (industry component due to the specialization of the enterprise’s production activities and, as a consequence, its cooperation with the automotive industry), we can talk about the likelihood of in the future financial crisis. At the moment, crisis phenomena are observed only in certain elements of the financial sector of the enterprise and, with appropriate measures, can be prevented for further development.
Chapter III. Recommendations for managing an enterprise during a crisis
So, a diagnosis of possible crisis phenomena was carried out at the Tula RTI Plant CJSC. For the purpose of further work, it is necessary to note such an aspect as identifying multiple signals (of varying temporal intensity) about the likelihood of or already approaching crisis in various areas of enterprise management. This intensity indicates that there is no one point (or period) of time when we can say that there is a general organizational crisis at the enterprise. At the same time, signals show that microcrises appear in certain functional areas at different periods of time. Thus, there are already crisis phenomena in the financial sector, and there is an emerging crisis in the field of sales and marketing.
Since the management system is a mechanism for coordination and interaction throughout the enterprise of all its elements, then, of course, functional crises are reflected in the entire management system and, due to a single space, are projected onto other functional areas (still in a satisfactory state from the point of view of the crisis). Thus, microcrises that arise in one system at different times subsequently lead to a general organizational crisis, and the management system, if not changed, will not be able to effectively manage the enterprise in this crisis.
All this requires the development not just of anti-crisis management measures, but the formation of a new adaptive management system aimed at eliminating the consequences of crises that have already begun and minimizing losses from crises that will begin in the near future, and to which the system will not have time to respond prophylactically. In addition, such a system must have a clearly defined strategic nature, which will allow one not to set long-term goals depending on the current state, but to manage the current state of the enterprise depending on the most attractive long-term goals.
etc.................
GOALS AND OBJECTIVES OF STUDYING THE DISCIPLINE
The main goals of the discipline are to give students theoretical knowledge in the field of crisis management in small enterprises, to develop practical skills in relation to anti-crisis measures to ensure a balance of the capabilities of a small enterprise under the influence of the internal and external environment. To teach methods of practical solutions to bring a small enterprise out of a crisis situation.
The objectives of the discipline are to teach students:
Using an analytical approach to solving management problems in a crisis small business enterprise based on a systematic approach to private and socio-economic problems;
Practical solution of economic and organizational problems in diagnosing insolvent small businesses and bringing them out of the crisis.
REQUIREMENTS FOR THE LEVEL OF MASTERING THE CONTENT OF THE DISCIPLINE
As a result of studying the discipline “Principles of crisis management in small enterprises”, the student must:
Legal regulation of economic activity and anti-crisis management of small enterprises.
Selection of information to analyze the problems of a small enterprise and its financial condition;
Find ways to transition from crisis situations to stable operations of the company, taking into account external and internal factors of influence;
Use and apply the legal framework, in particular civil law, insolvency (bankruptcy) legislation, and arbitration procedural legislation.
· gain skills:
Definitions of crisis phenomena in the activities of the organization;
Analysis of the financial condition of the enterprise;
Reforming business entities within the framework of bankruptcy procedures in Russia;
Diagnostics as a process that takes place in time and space;
Application of procedures regarding the insolvency of an enterprise: monitoring, financial recovery, external management, bankruptcy proceedings, settlement agreement, formation of an anti-crisis program, assessment of the solvency of the enterprise;
Application of regulations that are the legislative basis for the bankruptcy procedure.
TYPES OF EDUCATIONAL WORK. EDUCATIONAL THEMATIC MAP OF DISCIPLINE
| No. | Topic name | Volume of classroom sessions (in hours) | The volume itself. slave. students (per hour) | ||||
| lectures | lab. slave. | pr. zan. | family zan. | total | |||
| 1. | Subject, objectives and content of the discipline. | - | - | ||||
| 2. | Crisis phenomena in a market economy, historical excursion. | - | - | ||||
| 3. | Basic economic concepts used in crisis management and bankruptcy of small businesses. | - | - | ||||
| 4. | Economic indicators and analysis of financial and economic activities of a small enterprise. | - | - | ||||
| 5. | Bankruptcy procedures. | - | - | ||||
| 6. | Planning as a tool for anti-crisis management of a small enterprise. | - | - | ||||
| 7. | Features of economic activity in anti-crisis management of a small enterprise and responsibility for unlawful actions. | - | - | ||||
| 8. | Human potential is a decisive prerequisite for overcoming a crisis situation. | - | - | ||||
| 9. | Practice of application of bankruptcy legislation | - | - | ||||
| Total: | - | - | |||||
| Forms of final control: | Well. work (project) | Counter. Job | Test | Exam | |||
| Semesters: | - | - | - | ||||
| For distance learning | |||||||
| Total: | - | - | |||||
| Forms of final control: | Well. work (project) | Counter. Job | Test | Exam | |||
| Semesters: | - | - |
THEORETICAL LESSONS
Topic 1. Subject, objectives and content of the discipline.
The subject and main content of the discipline “Principles of crisis management in small enterprises”, its place and role in the training of modern economists and managers. Objectives and structure of the course being studied. Requirements and guidelines for studying the course.
Seminar lesson:
Issues for discussion:
1. The importance of crisis management in the activities of a modern service sector manager.
2. Professional skills and personal qualities of an anti-crisis manager.
3. Review of specialized and periodical literature, Internet resources in the field of crisis management.
Literature:
3. Popov, R. A. Anti-crisis management: textbook / R. A. Popov. – M.: Higher School, 2003.
Topic 2. Crisis phenomena in a market economy, historical excursion.
Review and comparative analysis of Russian and foreign systems for regulating insolvency in a market economy. Historical excursion. Objectives of modern Russian bankruptcy legislation. Bankruptcy as a tool for market regulation of the economy. The Constitution of the Russian Federation on the rights and obligations of economic entities.
Seminar lesson:
Issues for discussion:
1. Retrospective analysis of the development of crisis management.
2. Regulatory framework for bankruptcy of an enterprise.
3. The use of bankruptcy to implement the market laws of the modern economy.
Literature:
3. Yun, G. B. Dictionary of crisis management / G. B. Yun, G. K. Tal. – M.: Delo, 2004.
Topic 3. Basic economic concepts used in crisis management and bankruptcy of small businesses.
The concept of "small enterprise". Effective small business management. Crisis management. Insolvency. Factors in the emergence of a crisis state of an enterprise. Signs of bankruptcy. Debtor. Creditors. Economic conditions. Forecasting insolvency. Economic risks. Business plan for the financial recovery of a small enterprise.
Seminar lesson:
Issues for discussion:
1. Reasons for the unfavorable financial condition of enterprises.
2. Indicators of liquidity and solvency of the enterprise.
3. Internal reserves of the enterprise.
Literature:
1. Popov, R. A. Anti-crisis management: textbook / R. A. Popov. – M.: Higher School, 2003.
Topic 4. Economic indicators and analysis of financial and economic activities of a small enterprise.
Enterprise assets, fixed and working capital. Profit, loss, profitability. Enterprise capital. Insolvency indicators. Unsatisfactory balance sheet structure. Analysis of the balance sheet and results of financial and economic activities of a small enterprise. Indicators of profitability, liquidity, provision of own funds. Recovery and loss of solvency rates. A simplified accounting system for small businesses.
Seminar lesson:
Issues for discussion:
1. Capital structure of the enterprise.
2. The main signs of enterprise insolvency.
3. Criteria for recognizing the balance sheet structure as unsatisfactory.
4. Methods for analyzing the balance of financial and economic activities of an enterprise.
5. Main indicators of the financial and economic activities of the enterprise.
Literature:
1. Anti-crisis management: textbook. manual / ed. G.K. Tal. – M.: INFRA-M, 2004.
2. Bogomolov, V. A. Anti-crisis regulation of the economy: textbook. manual / V. A. Bogomolov. – M.: UNITY-DANA, 2003.
Topic 5. Bankruptcy procedures.
Financial recovery. Bankruptcy procedures. Peculiarities of bankruptcy of certain categories of debtors: credit, insurance organizations, securities market participants, city-forming enterprises, strategic enterprises, subjects of natural monopolies, citizens, peasant (farm) enterprises, liquidated debtor, absent debtor.
Seminar lesson:
Issues for discussion:
2. Observation.
3. External control.
4. Bankruptcy proceedings.
5. The concept of a settlement agreement.
Literature:
1. Malyavina, A. V. Leasing and crisis management / A. V. Malyavina. – M.: Exam, 2002.
2. Fundamentals of anti-crisis enterprise management: textbook. manual / ed. N. N. Kozhevnikova. – M.: Academy, 2005.
3. Fomin, Ya. A. Diagnosis of the crisis state of an enterprise: textbook / Ya. A. Fomin. – M.: UNITY-DANA, 2003.
Topic 6. Planning as a tool for anti-crisis management of a small enterprise.
Strategic and tactical plans in the system of anti-crisis management of a small enterprise. Anti-crisis program. Anti-crisis investment policy. Financial recovery of the enterprise. Evaluation of business plans.
Seminar lesson:
Issues for discussion:
1. Methodology for developing an anti-crisis program for a small enterprise.
2. Activation of investment activity of small enterprises.
3. Use of the enterprise's internal reserves.
4. Economic efficiency of business projects.
Literature:
1. Anti-crisis management: textbook. manual / ed. G.K. Tal. – M.: INFRA-M, 2004.
2. Bogomolov, V. A. Anti-crisis regulation of the economy: textbook. manual / V. A. Bogomolov. – M.: UNITY-DANA, 2003.
Topic 7. Features of economic activity in anti-crisis management of a small enterprise and responsibility for unlawful actions.
Civil legislation on the fulfillment of obligations. Ensuring the fulfillment of obligations. Responsibility for violation of obligations. Features of concluding contracts in anti-crisis management. Procedure for terminating contracts and terminating obligations. Criminal and Administrative legislation on liability for unlawful actions in bankruptcy. Fictitious and deliberate bankruptcy.
Seminar lesson:
Issues for discussion:
1. Implementation of the enterprise’s requirements to fulfill obligations.
2. Legal consequences of failure to fulfill obligations.
3. Contractual relations during crisis management.
4. Termination of contractual relations.
Literature:
2. Tal, G. K. Arbitration management of enterprise: practical work. allowance / G. K. Tal, G. B. Yun, G. A. Gordienko. – M.: Delo, 2000.
3. Fomin, Ya. A. Diagnosis of the crisis state of an enterprise: textbook / Ya. A. Fomin. – M.: UNITY-DANA, 2003.
Topic 8. Human potential is a decisive prerequisite for overcoming a crisis situation.
Diagnostics of the personnel potential of a crisis enterprise. Anti-crisis model for the development and use of human resources (focus on a highly qualified and proactive workforce, continuous expansion of knowledge and advanced training, flexible labor organization, delegation of responsibility from top to bottom, partnerships between production participants). Personnel consulting.
Seminar lesson:
Issues for discussion:
1. Ways to use enterprise personnel to overcome the crisis.
2. Development and use of human resources in the long term.
3. The use of personnel consulting in anti-crisis management of a small enterprise.
Literature:
1. Anti-crisis management: textbook. manual / ed. G.K. Tal. – M.: INFRA-M, 2004.
3. Tal, G. K. Arbitration management of enterprise: practical work. allowance / G. K. Tal, G. B. Yun, G. A. Gordienko. – M.: Delo, 2000.
Topic 9. Practice of application of bankruptcy legislation.
Review of examples of the integrated use of Russian legislation in bankruptcy of enterprises. Prevention of bankruptcy of enterprises. Causes of bankruptcy of enterprises. Express diagnostics of financial condition. Measures for the financial recovery of enterprises. Restructuring of assets and reorganization of enterprises. Liquidation of the enterprise.
Seminar lesson:
Issues for discussion:
1. Using liquidity and solvency indicators for express diagnostics of the financial condition of a small enterprise.
2. The practice of applying bankruptcy procedures for enterprises.
3. Practice of financial recovery of a small enterprise.
4. Possible consequences of bankruptcy of enterprises.
Literature:
1. Fundamentals of anti-crisis enterprise management: textbook. manual / ed. N. N. Kozhevnikova. – M.: Academy, 2005.
2. Fomin, Ya. A. Diagnosis of the crisis state of an enterprise: textbook / Ya. A. Fomin. – M.: UNITY-DANA, 2003.
3. Yun, G. B. Dictionary of crisis management / G. B. Yun, G. K. Tal. – M.: Delo, 2004.
ORGANIZATION OF INDEPENDENT WORK OF STUDENTS
Independent work of students in the discipline includes:
─ independent study of theoretical sections of the discipline as instructed by the lecturer;
─ repetition and in-depth study of lecture material;
─ preparation for seminars;
─ performing test work;
─ preparation for the exam.
SUBJECTS OF CONTROL WORKS
(for distance learning students)
1. The essence and content of crisis management. The need and need for crisis management.
2. The concept of crisis, crisis situation.
3. The main factors in the occurrence of crisis situations in enterprises. Main directions and measures to prevent crisis situations.
4. Mechanisms of anti-crisis management.
5. Quantitative and qualitative indicators of the potential collapse of the enterprise.
6. Problems of liquidity and solvency and ways to minimize them at the enterprise.
7. Bankruptcy system. The goals are the principles of its functioning.
8. Reorganization of enterprises.
9. Carrying out structural restructuring of the national economy in accordance with the market demand of the population.
10. Financial market and enterprise funds.
11. Cost of capital and capital structure management.
12. Policy for attracting borrowed capital.
13. Time factor in financial management.
14. Taking into account risk factors.
15. Investment policy in anti-crisis management.
16. Investment decisions.
17. Concept and purpose of management accounting.
18. Taking into account the dynamics of costs and income of an enterprise as the basis for forming a management decision in crisis production. Interaction with trade unions in anti-crisis management processes.
19. Classification of management accounting systems.
20. Anti-crisis program.
21. The main task and main content of the enterprise’s anti-crisis program.
22. An enterprise's anti-crisis program as the basis for the development and implementation of its business plan.
23. Business plan: concept and content.
24. Diagnostics of the personnel potential of a crisis enterprise.
25. A new model for the development and use of human resources.
26. Personnel consulting.
FORMS AND TYPES OF KNOWLEDGE CONTROL
1. Current control:
─ survey at seminar classes;
─ fulfillment of control tasks;
─ protection of test work;
─ boundary control.
2. Interim certification – test and examination session:
─ the exam is conducted orally or in writing, subject to the completion of all forms of ongoing control and in accordance with the curriculum.
3. Control of students’ residual knowledge (tests).
LIST OF QUESTIONS FOR PREPARING FOR THE EXAM
1. The concept of “bankruptcy estate”.
2. The procedure for filing a creditor’s claim during bankruptcy proceedings.
3. Goals and objectives of forecasting economic conditions.
4. The concept of controlling in crisis management.
5. Factors influencing the efficiency of a small enterprise.
6. The concept of intangible assets.
7. The order of satisfaction of creditors’ claims during bankruptcy proceedings.
8. Reasons for the financial insolvency of the enterprise.
9. The assets of the enterprise that make up the bankruptcy estate.
10. The essence and content of the concept of “anti-crisis management”.
11. The essence and content of the concept of “anti-crisis regulation”
12. The main tasks of the Federal Service of Russia for the financial recovery of bankruptcy.
13. Basic subsystems of anti-crisis enterprise management.
14. Describe bankruptcy as an inevitable phenomenon of the modern market.
15. The connection between risk and profit for understanding the nature of entrepreneurship.
16. Possible reasons for the financial insolvency of an enterprise.
17. Tactical measures to overcome the crisis.
18. Strategic measures to overcome the crisis.
19. External (exogenous) factors of financial insolvency of an enterprise.
20. Internal (endogenous) factors of financial insolvency of an enterprise.
21. Factors determining the need for state anti-crisis regulation.
22. Two possible types of reaction of an enterprise to its crisis or pre-crisis state.
23. Relationship between stages of the life cycle, crisis situations and bankruptcy situations.
24. Enterprise bankruptcy systems.
25. Types of bankruptcy.
26. World experience in bankruptcy procedures.
27. indicators that are the basis for recognizing the structure of the enterprise’s balance sheet as unsatisfactory.
28. The purpose of opening “competition proceedings” at the enterprise.
29. Procedures aimed at restoring solvency.
30. The meaning of enterprise reorganization.
31. Basic concepts and conditions of bankruptcy.
32. Differences between the external management regime and the normal operating regime of the enterprise.
33. Measures applied to insolvent enterprises.
34. Analysis of the financial condition of the enterprise and its goals.
35. Ways out of the unsatisfactory financial condition of the enterprise.
36. Goals for the appointment of arbitration and bankruptcy trustees.
37. The concept of reengineering.
38. Differences between improvement and reengineering.
39. Mission of the enterprise.
40. Possible motivations of the enterprise.
41. Enterprise strategies.
42. The essence of the strategic planning process.
43. Tasks and purpose of controlling.
44. Controlling tools.
45. Procedure for hiring with a probationary period.
46. Types of employment contract.
47. Duration of a fixed-term employment contract.
48. Rules applied by the arbitration manager when terminating an employment contract due to staff reduction.
49. Features of labor regulation in organizations subject to liquidation procedures.
50. Explain the terms “hierarchy”, “priority”.
51. Describe scales for assessing the priority of factors.
52. Define a business plan.
53. Name the types of business plans.
54. Structure of a business plan.
55. Business plan concept.
56. Reasons necessitating the assessment of the market value of an enterprise’s capital.
57. Differences between market and investment values.
58. On what principles is the market approach to enterprise valuation based?
59. On what principles is the income approach to enterprise valuation based?
60. How market analysis and segmentation is carried out.
61. Types of potential markets.
62. Characteristics of income-generating real estate.
63. Purposes of real estate valuation.
64. Features of the real estate market.
65. Scope and essence of cost, market and income approaches.
66. Subject of business valuation.
67. The concept of a business line.
68. Advantages and disadvantages of the market approach to enterprise valuation.
69. Valuation methods applicable in the case of enterprise restructuring.
EDUCATIONAL AND METHODOLOGICAL SUPPORT OF DISCIPLINE
Regulatory:
1. Civil Code of the Russian Federation: 3 hours - M.: Omega-L, 2005.
Main:
1. Anti-crisis management: textbook. manual / ed. G.K. Tal. – M.: INFRA-M, 2004.
2. Bogomolov, V. A. Anti-crisis regulation of the economy: textbook. manual / V. A. Bogomolov. – M.: UNITY-DANA, 2003.
3. Fundamentals of anti-crisis enterprise management: textbook. manual / ed. N. N. Kozhevnikova. – M.: Academy, 2005.
4. Fomin, Ya. A. Diagnosis of the crisis state of an enterprise: textbook / Ya. A. Fomin. – M.: UNITY-DANA, 2003.
Additional:
1. Malyavina, A. V. Leasing and crisis management / A. V. Malyavina. – M.: Exam, 2002.
2. Popov, R. A. Anti-crisis management: textbook / R. A. Popov. – M.: Higher School, 2003.
3. Tal, G. K. Arbitration management of enterprise: practical work. allowance / G. K. Tal, G. B. Yun, G. A. Gordienko. – M.: Delo, 2000.
4. Yun, G. B. Dictionary of crisis management / G. B. Yun, G. K. Tal. – M.: Delo, 2004.
Compiled by: Ph.D., Associate Professor. Department of Entrepreneurship and Management of Housing and Communal Services V.P. Krepyakov.
Reviewer: Doctor of Economics, Prof. Department of Entrepreneurship and Management of Housing and Communal Services G.A. Gordienko.
Ivanova E.A.
Candidate of Economic Sciences, Don State Technical University
STRATEGIES FOR SMALL BUSINESSES IN CRISIS CONDITIONS
annotation
Crisis phenomena in the economy dictate new requirements for the strategies and management standards of small businesses, which allows them to “stay afloat” and increase their competitiveness and sustainability. Small business is the “locomotive” of the economy, which will allow us to rise to a new stage of development and ensure the economic growth of the country. Entrepreneurs must use qualitatively new development strategies, change their guidelines and business settings in the activities of the enterprise.
Keywords Keywords: small business, strategy, management principles, competitiveness.
Ivanova E.A.
PhD in Economics, Don State Technical University
THE STRATEGY OF THE ENTERPRISES OF SMALL BUSINESS INCONDITIONS OF CRISIS
Abstract
The crisis in the economy dictates new requirements to policies and standards of management of small businesses, allowing them to “stay afloat” and to increase their competitiveness and sustainability. Small business is the “engine” of the economy, which will rise to a new stage of development and economic growth of the country. Entrepreneurs should use qualitatively new strategy for the development, improvement, change their orientation, and business installations in the enterprise.
Keywords: small business, strategy, principles of management, competitiveness.
The complex systemic transformations that are now taking place in the domestic economy force us to take a fresh look at those sectors and areas that allow us to grow the country’s economy in the conditions of sanctions and restrictions. And small businesses play an important role in economic growth and import substitution.
Since March 2014, there has been a package of sanctions (financial, economic, scientific, technological, trade, etc.) imposed by the governments of a number of countries against Russia. As a result, the volume of foreign trade of the Russian Federation is reduced and the influx of foreign investment into the country is reduced, which entails a number of negative consequences.
The modern “war of sanctions” limits the re-equipment of manufacturing enterprises with the help of funds and new technologies from foreign partners and investments. Most European and American companies have completely suspended supplies of technology and equipment to Russia. This directly affects small businesses.
Small business is an important component of a market economic system. It penetrates into all systems of economic and social life of society: production, commerce, finance, the shadow economy, the world of art and spiritual values.
Small business provides the necessary mobility in market conditions, ensures specialization and cooperation, and allows you to increase the flexibility and efficiency of any business.
Small businesses perform serious economic and social tasks.
It is well known that the differentiation of small businesses in Russia is explained by the incomparability of the conditions for the development of small enterprises in Moscow and St. Petersburg and in other regions of the country.
Supporting small and medium-sized businesses in foreign countries is of great importance, as it is the basis for stable economic development in these countries. The development of small and medium-sized businesses in foreign countries is proceeding at a faster pace than in Russia.
To date, the support system for small and medium-sized enterprises (SMEs) has reached unprecedented levels in our country. In 2008 – 2013 in Russian small, and in 2009 – 2010. and in medium-sized businesses there was a rapid growth in the number of enterprises, characteristic of periods of greenery.
Rapid growth, which can roughly be called the second wave of modern Russian growth in the SME sector, began during the crisis of 2008–2009. Over two years, the number of small enterprises (including micro) increased by 17%, and by the end of 2013 - by 53% (Table 1). The number of microenterprises during this period increased by 65.2%. Let us note that it is small enterprises (including micro) that account for the largest number of employees and the share of turnover of Russian SMEs.
Table 1 – Characteristics of small enterprises in Russia in 2008-2013
| Index | 2008 | 2009 | 2010 | 2011 | 2012 | 2013 |
| Number of enterprises, thousand | 1348 | 1578 | 1644 | 1837 | 2003 | 2062 |
| % | 100 | 117,1 | 122,0 | 136,3 | 148,6 | 153,0 |
In 2008 – 2014 The federal authorities have implemented almost all the proposals of the public organization “OPORA Russia” and the proposals of other Russian unions of entrepreneurs to eliminate excessive administrative barriers. The country has intensified work to create special anti-corruption mechanisms in areas of activity of government bodies with an increased risk of corruption. An institute for the protection of the rights of entrepreneurs has been created - federal and regional ombudsmen for entrepreneurship.
At the same time, small businesses experience a number of problems and difficulties, which include:
– a higher level of risk, causing an unstable position in the market;
– dependence on large companies;
– poor competence of managers;
– increased sensitivity to changes in business conditions;
– difficulties in attracting additional funds and obtaining loans;
– uncertainty and caution of business partners when concluding agreements (contracts).
An analysis of statistics shows that in 2013, 932.8 thousand individual entrepreneurs (IEs) ceased their activities in the Russian Federation, 98% of them by their own decision. Such decisions are due to the simplicity of the procedure for liquidating an individual entrepreneur, as well as the personal responsibility of the individual entrepreneur for failure to comply with legal requirements.
In a more detailed study of the effectiveness of state assistance to small businesses in a particular region, it is advisable to consider other measures to support entrepreneurs, such as: the presence of business incubators and technology parks, the effectiveness of measures to popularize entrepreneurship, the number of microloans issued for development, and others.
There are four main principles for improving the current mechanism of state support for small businesses.
- Subsidy quotas for the budgets of constituent entities of the Russian Federation for the implementation of regional programs for the development of small businesses are determined based on the growth rate of the sector, and not its absolute size (thus, positive changes taking place today are encouraged, and not results achieved long ago).
- Refusal from multiple types of subsidies distributed by different departments according to criteria that are not transparent to the regions, in favor of 4–5 broad-purpose subsidies that a constituent entity of the Russian Federation can use with greater independence.
- The focus of responsibility for reducing spatial asymmetry is transferred to the regional level.
- To increase the economic efficiency of government funding at the regional level, promising areas for the development of small businesses within each municipality are determined, and further financial support for local business projects is provided only in these areas.
Thus, instead of the existing policy of “conservation” of the level of development of small and medium-sized businesses achieved in the country and its accelerated “restorative growth” in a narrow circle of already “developed” subjects of the Russian Federation, federal and regional authorities are invited to develop the ability to predict future demands of urban districts and rural areas municipal districts in accordance with existing priorities and natural, human, material, technical and other potential.
One of the directions for increasing the competitiveness of small enterprises in particular is the use of developed competitive advantages based on competitive strategies.
Strategic planning in small firms is either completely absent or fragmented.
So, the entrepreneurial view of the strategy building process is based on the following premises:
1) the manager must have a strategy in the form of development prospects;
2) a leader can form a strategy at the level of consciousness and it is based on the leader’s intuition.
3) control over the implementation of the strategy remains with management;
4) it is necessary to have flexible and thoughtful strategic thinking;
5) a small business enterprise is flexible, responding to all instructions from management;
6) entrepreneurs are characterized by a search for strategies and the absence of the influence of direct competitors in market niches.
Strategic planning and management of domestic enterprises is characterized by the fact that enterprise managers conduct their own research and forecasts of the influences of the external environment, determine the assortment list of goods and services, the procedure for calculating costs and expenses, form a pricing policy, must independently select suppliers, develop their own sales policy and influence consumer behavior. All of the above tasks require a unified and effective strategy for the functioning and development of enterprises.
Long-term goals aimed at achieving key results and creating competitive advantages play an important role in the strategic planning of small businesses. At the same time, it is important to highlight the key areas that determine long-term goals: market place, innovation and technology, marketing, production process, financial and personnel management, enterprise management.
Every year you can see the ruin of small businesses, since the risks are quite high, and the success of the activity depends on the right strategies.
The main reasons for the ruin of enterprises include:
1) insufficient level of competence of the founder and employees,
2) lack or absence of managerial experience of the manager;
3) there are no prospects and development plans for the medium and long term;
4) there is no strategic planning;
5) activities are expanding without knowledge of the real volumes of resources;
6) lack of information about consumers and suppliers;
7) inappropriate accounting and document flow systems;
8) outdated marketing research data;
9) family business;
10) legal problems with the law;
11) suboptimal delegation of responsibilities;
12) there is no balanced financial management.
During a crisis, the best strategy for the real sector is to imagine that the company’s revenue or profit has been halved. Each enterprise, like the state, needs three scenarios for the development of events and three sets of actions depending on each of them:
Optimistic – for staff and external audiences;
Pessimistic - for internal needs;
Realistic.
A short list of managerial responsibilities, according to Alexander Vysotsky, founder of the School of Business Owners and Vysotsky Consulting:
Achieve production of products
Give orders
Increase the responsibility of subordinates,
Develop instructions and policies,
Organize
To plan
Coordinate activities
Inspect
Learn and train subordinates.
Crisis phenomena in the economy force small businesses to take a fresh look at their goals, objectives and development strategy. An important goal is to maintain leadership positions, increase competitiveness, and high financial performance. The most important thing is to maintain flexibility and mobility, adapt to realities, take into account the influence of phenomena in the economy, politics, and the external environment, which is typical for modern domestic entrepreneurs.
Literature
- Kazantsev, S.V. Assessment of the impact of the economic recession and anti-Russian sanctions on the regions of the Russian Federation // EKO. All-Russian Economic Journal. – 2016. – No. 5.-P.55.
- Fedorova, E., Fedotova, M., Nikolaev, A. Assessing the impact of sanctions on the performance of Russian companies // Questions of Economics. – 2016. – No. 3-P.34
- Smirnov, D.V. Features of the institutional infrastructure of small and medium-sized businesses in the regional economic system: monograph / D.V. Smirnov, V.V. Salii. – Rostov: Publishing House “Azov-Print”, 2015.- P.4-5
- Knyazkina, E.V. Adaptation as a factor of competitiveness of small construction enterprises in the region in an unstable economic situation: monograph. – Samara, Samarsk. state arch.-build. univ., – 98 p.m.
- Podshivalova, M. The quality of socio-economic institutions that shape the environment for the development of small businesses // Issues of Economics. -2014.-No.6.-P.97-111
- Bagova, A. Experience in supporting small and medium-sized businesses in foreign countries (using the example of Germany and France) // Business Law. Appendix “Business and Law in Russia and Abroad”. – 2013. -No. 1. -S. 7 – 12
- Rosstat (www.gks.ru).
- Vilensky, A. State support for small and medium-sized businesses in modern Russia in the second wave of growth // Economic Issues. - 2014. - No. 11. – P.95-106
- Nizova, L.M., Malinkina, I.V. Entrepreneurship at the regional level: priorities and problems // EKO. All-Russian Economic Journal. – 2016.- No. 1.- P. 70-76
- Alexandrov, P. Some institutional changes in the development of small business // Society and Economics. – 2015.- No. 10.-C. 92-97
- Aleshchenko, V.V. Small business: spatial development and priorities of state policy // ECO. All-Russian Economic Journal.- 2014.- No. 11.-C. 132
- Knyazkina E.V. Adaptation as a factor of competitiveness of small construction enterprises in the region in an unstable economic situation: monograph. - Samara. Samarsk state arch.-build. University, – 98 c.
- Mintzberg, G. Strategic Safari: An Excursion through the Wilds of Strategic Management / Henry Mintzberg, Bruce Ahlstrand, Joseph Lampel; Per. from English - 2nd ed. - M.: Alpina Publisher, 2016. - 365 p.
- Fomichev, A.N. Strategic management: Textbook for universities / A. N. Fomichev. - M.: Publishing and trading corporation "Dashkov and Co", 2014. - 468 p.
- Lozik, N.F. Strategic management: textbook / N.F. Lozik, M.N. Kuzina, D.V. Tsaregorodtsev; under general ed. Doctor of Economics sciences, prof. A.A. Semenova. - M.: Publishing house "Ruseins", 2015. - 152 p.
- Voronin, A.D. Strategic management: textbook. allowance / A.D. Voronin, A.V. Korolev. – Minsk: Higher School, 2014. – 175 p.: ill.
- Tsvetkov, V. The company’s revenue has fallen by half: nine express tips will help you survive // General Director. - 2016. - No. 6. – P.33
- Vysotsky, A. A short list of managerial responsibilities//Business management standards.-2016.-No. 12.-P.88-90
References
- Kazantsev, SV Assessing the impact of the recession and anti-Russian sanctions on the regions of the Russian Federation // ECO. Russian Economic Journal. – 2016. – No. 5.-P.55.
- Fedorov, E.A., Fedotov, Moscow Nikolaev, A. Assessment of the impact of sanctions on the results of Russian companies // Questions of economy. – 2016. – No. 3-P.34
- Smirnov, D.V.Osobennosti institutional infrastructure of small and medium-sized enterprises in the regional economic system: Monograph / D.V. Smirnov V.V. Saly. – Rostov: “Azov-print” Publisher, 2015.- S.4-5
- Knyazkina, EV Adaptation as a factor in the competitiveness of small construction companies in the region in an unstable economic environment: Monograph Samara, Samara. state. arch.-building. University Press, 2011. -. 98 c.
- Podshivalova, M. Quality of social and economic institutions that form the environment of small business // Problems of Economics. -2014.-No.6.-S.97-111
- bugs A. Experience of supporting small and medium-sized businesses in foreign countries (for example, Germany and France) // Business Law. The app “Business and Law in Russia and abroad.” – 2013. -№ 1. P. 7 – 12
- Rosstat (www.gks.ru).
- Vilna, A.Gosudarstvennaya support for small and medium-sized businesses in Russia today for the second wave of Gründerzeit // Questions ekonomiki.-2014.-No. 11. – S.95-106
- Nizova, LM, Malinkin, IV Entrepreneurship regional priorities and problems // ECO. Russian Economic Journal. – 2016.- No. 1.- P. 70-76
- Aleksandrov, P. Some institutional changes in the development of small business // the Society and economy. – 2015.- No. 10.-C. 92-97
- Aleshchenko, VV Small business: spatial development and public policy priorities // ECO. National Economic Journal.- 2014.- No. 11.-C. 132
- Knyazkina EV Adaptation as a factor in the competitiveness of small construction companies in the region in an unstable economic environment: a monograph. – Samara. SAMARA. state. arch.-building. University Press, 2011. – 98 p.
- Mintzberg, G.Strategicheskoe safari tour of the wilds of strategic management / Henry Mintzberg, Bruce Ahlstrand, Joseph Lampela; Trans. from English. – 2nd ed. – Moscow: Alpina Publisher, 2016. – 365 p.
- Fomichev, AN Strategic Management: A Textbook for universities / AN Fomichev. – M.: Publishing and Trading Corporation “Dashkov and K °”, 2014. – 468 p.
- Lozik, NF Strategic Management: textbook / NF Lozik, MN Cousin, DV Tsaregorodcev; under the total. Ed. Dr. ehkon. Sciences, prof. A.A. Semenova. – M.: “Rusayns” Publishing House, 2015. – 152 p.
- Voronin, AD Strategic Management: Textbook. Benefit / AD Voronin, AV Korolev. – Minsk Higher School, 2014. – 175 p.: silent
- Tsvetkov, V. The company’s revenue fell two-fold: to help survive nine express tips // General director.- 2016.-№6. – P.33
- Vysotsky, A. A short list of duties of head // Management Standards biznesom.-2016.-№12.-S.88-90