Mission of the organization is an important part of the strategy of each company, defining its goals and objectives. A well-organized mission is the key to success for the development and functioning of the organization. In anti-crisis management, this aspect requires great attention, since over time the mission of the organization may lose its relevance and relevance. real conditions market. In addition, in a crisis, when the question arises as to whether the enterprise will be able to overcome the negative situation within the framework of the previous mission, an important task is to develop a new or correct the old mission.

Mission- these are the target settings of the organization, which constitute the reason for the organization's activities and which must be met within a certain period.

In fact, it represents the meaning of the organization's activities aimed at final result. It is advisable to define the mission for large socio-economic units, where the strategy is the most important business guide. For small organizations that provide, as a rule, household and household services (grocery stores, workshops, ateliers, etc.), mission definition is not required, since for them the main goal of existence in the long term is to survive in competition and with the favorable development of business expansion. Also, the definition of the mission becomes difficult in organizations with a highly regulated management system - state and municipal institutions.

A mission is formed with the aim of planning the activities of the organization, rational management and production process. There are many reasons why organizations need to form a mission. The most important:

1) determination of the goals of the organization's activities and ways to achieve them;

2) the need to identify the most priority tasks and ways to solve them;

3) planning of actions of managerial and production systems organizations in case of crisis situations;

4) formation personnel policy;

5) development of a program for the use and distribution of resources;

6) creation of business culture in the organization;

7) shortcomings in the old mission.

Mission composition.

Although the mission of each organization contains its individual elements, it must meet some general requirements.

First, it must correspond to the real capabilities and resources of the firm. The activity of the company should be aimed at achieving real results, taking into account the available opportunities.

Secondly, the mission statement of the organization should be clear and specific. It should not include all the details and features of the activity, as well as use generalizing and abstract formulations. Otherwise, this can lead to serious contradictions at crucial moments. The mission should have a clear time frame and, if necessary, a seasonal "schedule".

Thirdly, include a system of incentives and rewards for personnel. The successful implementation of programs and the achievement of the final result will depend on the actions of employees. But do not turn the workflow into a meaningless technical execution of tasks - the enthusiasm and interest of employees are decisive in the implementation of the company's strategy. In addition, a lot depends on how the end result is defined - only as a profit or also as helping and making life easier for consumers. Oddly enough, but in conditions of constant material interest, organizations that define their mission not only from a material point of view, are more successful.

Fourth, contain individual features that differ from others. When a company enters the market or returns after a long break, in particular a period of crisis, it is required to attract the attention of customers. The presence of innovations or qualitatively new proposals significantly raises the status of the organization and increases the chances of success.

Within the framework of anti-crisis management, the mission of the organization plays a big role not only because of the planning of actions in a crisis situation, but also because of the prevention of such situations. A well-formed mission in itself makes it possible to avoid many internal crises and to act more successfully in crisis situations related to external causes.

The mission of the organization determines many important components of its activities. In principle, we can say that this is the composition of the mission, but it is in a broader concept. The basis of the mission is the target settings, on the basis of which further stages are already determined.

1. Determination of the scope of the organization and the main directions. Here, the branch of the market that the organization enters or occupies stands out. The initial scale of activity and those parts of the sphere that the organization would like to occupy in the future are noted.

2. Determination of the goals of the organization for the short and long term. Goals in the short term include, as a rule, organizational and legal responsibilities and the introduction of a new or updated company on the market. Long-term goals include changing the organizational structure; increase in the occupied market share; increase in the volume and structure of goods and services produced; switching to cheaper or newer materials; increase in product quality; reorganization of the organization and others.

3. Determination of methods and measures to achieve the goals. Each goal implies a set of attitudes, principles and methods for its implementation. Exactly how the result is achieved depends on the existence and activities of the organization, its sustainability and stability in the market. It also sets time frames for achieving goals.

4. Formation of the structure and tactics of management policy. In particular, we are talking on the allocation of management functions and the degree of its control over the work process. It also sets the deadlines for reporting periods, delivery of documents, etc.

5. Purpose responsible persons for change and control. It defines the managerial staff (middle and high level), teams to carry out special assignments.

6. Determination of a set of goods and services put into production and sale, as well as the development and introduction of new products. This section describes the types of products offered for sale, the market demand for these products, the advantages and disadvantages, the expected profit from its sale and possible costs and losses.

7. Development of personnel policy. Responsibilities are distributed between departments, an incentive system is determined, programs for training, advanced training, and development of employees are developed. Personnel is considered in terms of the goals and objectives set, the ability to effectively perform their duties and act both in normal and in crisis situations.

8. Organization of the production process. Occurs after an assessment of the available resources, as well as the state of the technical and technological base. Organizations overcoming a crisis and revising their mission usually make changes to the existing system, replacing physically and morally obsolete equipment and providing their firm with new technologies. Providing the firm with a powerful technical base and information technologies is of great importance.

9. Assessment of the business and competitive environment. A very important stage of the mission, which, in fact, is the starting point for everyone else. The goals of the organization (the most common) can be formed earlier, but the definition of all other components - methods of achievement, management and personnel policy - occurs after the study of the external environment. An assessment of the business environment allows you to determine the feasibility of a firm entering a given market or taking into account changes that occur in it over time. This is of particular importance for organizations in the period of overcoming crisis situations, when they form a strategy to deal with the crisis or choose a way to overcome it (restructuring, reengineering, minor changes). It is very important for such organizations to give a correct assessment of the environment and competition, since in fact they are in a weakened state and an unprepared entry into the market can lead to poor results.

10. Development of a marketing research program. This includes researching the market and the products available on it, the size of supply and demand. The market is also assessed for opportunities. Each opportunity is considered in terms of the existing goals and resources of the organization. In addition, the type of brand is determined - an analogue of existing ones or the creation of a qualitatively new product. Organization is also related to marketing. advertising campaign, which in modern conditions is a powerful means of winning customers and creating the image of the company.

The definition of the mission also depends on the ability to capture the emerging needs of the market and bring them out in time. New Product, while defining best mission. For example, many experts call the creation of MP3 players – portable music carriers – a real breakthrough. The developers were able to successfully anticipate the need for such a product and offer it to consumers.

Thus, the mission of the organization should be aimed at a long-term period, at least 10-15 years. The mission should be focused on sustainable, purposeful development, but at the same time be flexible. Changes in the market environment occur almost every day, so it is simply irrational to review the mission every 2-3 years. However, if an enterprise has entered a crisis due to a poorly thought out strategy or its inconsistency with market needs, then the mission must be revised to ensure the continued existence of the company. Over time, it may also become clear that when defining the mission, important aspects of the external or internal environment were not taken into account due to insufficient analysis and evaluation of various factors. This is also a reason to reconsider the mission.

Within the framework of anti-crisis management, the transformation of the mission into specific goals and objectives at each level of the company plays an important role. In other words, each department and employee should have certain tasks with time limits for their implementation.

Certain problems are caused by too many-level hierarchy of tasks of the organization. For example, a company that manufactures household appliances, will define its mission as "simplifying the lives of customers and improving their quality of life." But in order to maintain competitive advantages, the company will have to develop new models and technologies that are more functional and powerful, the use of which will increase the comfort of customers. However, for the development of new products, it is necessary to conduct research and testing, which are quite expensive. Therefore, a new goal of the company arises in increasing revenues for further investment in the development of new products. Profit, respectively, can be obtained by increasing sales or reducing costs and expenses. If the company chooses the first option, then it needs to determine how to do it: expand the company, develop new markets, etc. This creates new goals and objectives.

Accordingly, general goals are distinguished, developed for the entire organization as a whole, and specific goals, developed for each department and division on the basis of a dedicated strategy.

General goals reflect the very direction of the company, its concept. As a rule, these are long-term goals that underlie the mission statement. There is a certain classification of these goals depending on their functional orientation:

Achievement by the company of the maximum level of profitability with the available amount of resources. The following indicators are distinguished, which reflect the development trend, and the decrease of which indicates the possibility of crisis situations: the volume of profits and sales, the growth rate of profits and sales, product quality indicators, etc.

Achievement of stable functioning and existence of the organization. This includes policy in internal areas: technical, investment, personnel, marketing.

Goals related to the development of the company: expansion of market share through the use of methods of diversification, restructuring of the organizational structure, strengthening the information and technical base, creating innovative management styles and organization of production.

Specific goals are developed on the basis of general goals, the difference lies in a more in-depth and narrow approach.

An important goal is to determine the degree of profitability and implementation of the plan for each department. The development of such an assessment system will allow not only to obtain detailed data, but also to monitor the dynamics, in case of deviation of which in negative side steps are taken to identify symptoms and causes. Such a system will make it possible to analyze the work of each department and subdivision, moreover, in the event of a crisis, the search for causes will be significantly facilitated, since the existing dynamics in the form of reporting documents will make it possible to judge specific factors in the emergence of a crisis.

Mission development technique.

Usually the mission is drawn up by a special group strategic planning with the obligatory presence of the head of the company. If we are talking about several owners, it is best if they are present in full force. The mission of an organization cannot be determined by oneself, otherwise it is doomed to failure. There are now a large number of consulting firms that provide their employees to help determine the mission. However, you should not entrust the entire task to the consultant. In Western companies, the practice of involving personnel in discussion and decision-making is now widely used. It is believed that a person directly involved in the labor process can give a more accurate and objective assessment, as well as express the necessary needs.

As a rule, a strategic planning group is formed, which includes consultants, heads of the organization, senior and middle managers. This group forms the initial positions and goals. It is also advisable to conduct a staff survey in writing or electronic form asking for suggestions and comments. This will take into account gaps in the production and management systems. After that, the general collection and processing of information takes place, which, together with the decisions of the group, is formed into the final formulation.

Every employee and worker needs to have a clear vision of the mission of their organization. For this, various events notification of personnel, issuance of souvenirs from the company with the text of the mission on them, etc.

The mission must be properly formulated for easy understanding and formal presentation. This is necessary because in terms of content it is quite large, as it contains a description of the activities of the enterprise in the long term. From the point of view of anti-crisis management, the mission is best oriented to the market. This position is more advantageous because the goods and technological systems quickly become obsolete (this is especially true in modern economic conditions), but the functional needs of the market, as a rule, only begin to be interpreted differently, while retaining their essence. For example, in the automotive world, power, speed and reliability will always remain a priority, despite the fact that companies compete with each other, presenting as novelties in the field technical developments and additional features.

A lot depends on how the mission of the organization was formulated, it should not be too narrow and at the same time too detailed. Often companies present their mission in the form of stands and signs, expressed emotionally and vividly in a few words. When creating company advertising, brochures and banners on the Internet, which are the source of initial information about the company, the mission of the company is also expressed with the help of headings, tickers, etc. The wording itself should contain only the main provisions for each component. In order to do this correctly, it is necessary to give a description of each part during development, from which the main, supporting phrase is subsequently selected. Some companies even resort to the services of psychologists when formulating the main provisions of the mission, in order to more effectively influence consumers.

A complex issue that gives rise to disputes and discussions is the determination of the priority of the interests of managers and consumers. Undoubtedly, the company is created to satisfy the interests of the owner, but in the long run, the needs of customers come to the fore. Much depends on the stage of development of the organization. But in any case, ignoring the interests of the consumer environment is a sure failure. A balance must be found between the two sides. Often in the early stages of an organization, many leaders go to the detriment of their needs for the sake of further development and functioning of the company, which, by the way, gives good results.

In general, the definition of the organization's mission is a rather complicated process, because, in addition to studying the internal and external environment, a program is needed to create the mission itself, its " appearance". This usually takes place in several stages.

1. Determine the group that will be tasked with developing the mission. To do this, it is necessary to assess the potential of each participant, his professionalism and awareness of the company's affairs. In addition, it would be useful to invite employees who already have experience in such work.

2. Determining the mission schedule. When solving this issue, one should not show excessive haste, however, if the enterprise is in a crisis, then the time factor will play a significant role.

3. Definition of mission orientation: to the market, to partners, to foreign investors. As a rule, the mission is not created strictly focused on one particular category, it is developed as a multilateral system. But if there is a certain goal that is most important for the next medium term, for example, attracting foreign colleagues, then it is worth considering this fact and developing a mission in terms of attractiveness for foreign partners.

4. Definition of the style of the mission, its expression and representative form. This is necessary for a successful advertising campaign in the first place. Large firms, as a rule, use all available forms of mission presentation - in electronic, printed form, through videos, etc.

5. Development of a program to inform personnel about the main provisions of the mission. This is important for the staff to understand the needs and requirements of the company.

The value of the mission in anti-crisis management.

The mission of the organization is truly of great importance for crisis management. Firstly, with its help, an enterprise management structure and an activity planning system are developed. As already mentioned, this reduces the risk of internal crises. Secondly, due to the fact that when forming the mission, internal and external factors are assessed, it is possible to judge the general state of the company and, if there are problems, develop measures to solve them. In addition, the mission of the organization is, as it were, an ordered list of all elements of the organization and their tasks in realizing the goals of the activity.

As you can see, a lot depends on the mission in the activities and existence of the company, therefore, if a crisis situation arises, the first thing to do is turn to the mission. In principle, many researchers believe that even with individual changes, one can speak of a redefinition of the mission. However, this is a rather controversial issue, since the mission is the target settings on the basis of which the structure of other parts is formed. We can speak with precision about redefining the mission if, for some reason, it no longer corresponds to real conditions market environment and needs to be radically revised taking into account new factors.

5.2. Analysis of the business environment and competition

Each company is located in a certain environment, where other socio-economic units operate along with it. The activities of the organization will be carried out only when there are more or less favorable conditions for this in the environment. Both the internal and external environment are important for developing an anti-crisis management strategy, because often the causes of crises lie precisely in the external environment.

Until the 60s and 70s. In the 20th century, the main attention was paid to the internal environment, and only from that time did attention begin to be paid to the external environment. Initially, a systems approach was used, in which the organization was considered as open system in interaction with the external environment. Over time, the complication of connections and structures, this approach became wider - a situational approach arose in which the definition of an organization's policy and strategy was considered depending on the conditions of a particular situation, in which a certain part is occupied by elements of the external environment.

In addition to the fact that external conditions affect internal environment organization, they still determine its potential. The fact is that the resources and materials that are necessary for the production of goods and services, the organization receives from the external environment, that is, there is a system of constant exchange, which is the source of the company's existence. However, any company has limits on the use of resources. This is due to the presence of competition in the market. Lack of resources can lead to a crisis and other negative consequences. Moreover, such a danger exists constantly, since many factors influence the organization's relations with the external environment. For this, an assessment of the business environment is carried out in order to determine the optimal ratio of elements of exchange and establish such links with the environment that would allow it to ensure the effective implementation of its activities and maintain such a state in the long term.

However, data on the external environment alone is not enough to develop a firm's strategy and ensure an effective level of management. If there are problems in the internal environment, the enterprise will not be able to maintain stable production. Therefore, it is important to comprehensively consider the factors of the external and internal environment.

The study of the external environment is carried out primarily to determine those threats and dangers that can harm the internal environment of the organization. Of course, it is impossible to predict all the scenarios for the development of the situation, but this will help to develop at least rough plan action in a crisis.

The main difference between the modern and the old view of the external environment is that before the conditions surrounding the organization were considered uncontrollable, they could only be taken for granted in the development of the market. However, this point of view has now changed. Now the organization must not only observe changes in environmental conditions, but also adapt to them by changing its internal structure in accordance with the appearance of threats from outside; it is, as it were, a reaction to the external environment. This approach is widely used in the formation of the anti-crisis strategy of many Russian and foreign firms.

The concept of "business environment".

Business environment- this is a set of factors and conditions that affect the activities of the organization and its functional state and which are regulated by decision-making by the management of a liquidation or adaptation nature.

As it is already clear, the business environment consists of two parts: internal and external. In addition, the external environment is divided into microenvironment - this is the immediate work area, and macroenvironment - this is the environment of the business environment.

Internal business environment- this is the economic structure of the organization, including management, production and other mechanisms. It includes all departments and divisions - financial, economic, marketing, personnel. This also includes all processes occurring within the company - production, research and others that require the use of the resources and capabilities of the organization.

External business environment - these are factors and conditions that arise in the environment regardless of the company's activities, developing according to their own laws, but which have a direct or indirect impact on the company's activities.

The analysis of each environment is usually carried out to determine the state of the elements with which the organization is in direct contact. Each environment has its own components. However, in order to develop the most effective strategy, it is also necessary to take into account those factors with which the company is not connected on a daily basis, since they are of a wider scale and determine the functioning of all other units - these are political factors, factors social development society, natural and climatic factors, etc.

Accordingly, in a two-valued business environment, there is also a two-valued management. On the one hand, internal management is carried out, on the other hand, management of the organization as a market entity.

5.2.1. Assessment of the internal business environment

The internal environment consists of a certain amount elements that are situational in nature. They are mainly the result of development and decision-making by management. However, as in the external environment, these elements cannot always be fully controlled. Therefore, management should take care to create optimal system functioning of departments and subdivisions, links between them to achieve goals.

There are many different departments and divisions in the enterprise, but their work is based on the following main components: goals, objectives, structure, personnel, capital and technology.

Goals- this is the meaning of the organization's activities, the desired states or results. The goal of almost any commercial enterprise is to make a profit. Profit is an indicator of the success of the functioning of the organization and production efficiency. Objectives are usually determined by management, as well as the method of negotiating with top and middle managers. After the goals are defined, methods for achieving them are developed, followed by informing the entire staff of the organization.

Tasks- a certain type of work that must be completed within a specified time frame using a certain set of methods. The peculiarity of the tasks is that they are constantly becoming more complex as the organization develops and take on a more multifaceted character. Tasks are set in accordance with the goals of the organization.

Structure(in this case it means organizational structure) is the level of relationships between different departments and management, the nature of the relationship between different departments and the distribution of tasks and responsibilities between them. The structure of the organization is formed in such a way as to ensure the most efficient level of production with the optimal use of available resources. As a rule, the structure of the enterprise is created for a long time and is difficult, this is not enough flexible system for continuous adaptation to environmental conditions. Therefore, structural crises in the enterprise are so dangerous.

Staff- a human resource, thanks to which the work process is carried out and the existence of the organization is ensured. It has a very complex device system, so it is extremely important to have a personnel policy, especially in large-scale organizations.

Capital- from the point of view of the organization, this is all available cash and material resources, as well as resources, with the help of which the production process is carried out. Without capital, it is impossible to carry out the activities of the company and plan any long-term prospects.

Technologies- these are ways of producing and manufacturing products using certain resources and capabilities. Technologies have recently played an ever-increasing role, the possession of an organization by one technology or another determines its competitiveness in the market. Technology can be bought and sold. Many companies specialize in the development of new technologies related to their activities.

The main elements of the internal environment of the company:

1) the administrative apparatus;

2) financial department;

3) accounting department;

4) production department;

5) information department;

6) marketing department;

7) personnel department;

8) transport department;

9) development department;

10) anti-crisis department.

Of course, this is not a complete list of all the services that make up the internal business environment. Some organizations may create special departments and divisions that are necessary specifically for this business.

From the point of view of anti-crisis management, the assessment of the internal environment of the organization should take place continuously in order to timely identify the symptoms of a crisis. Besides, management decisions cannot be accepted without detailed information about the state of the organization, which means that the effective implementation of the company's activities is impossible.

At each level of the internal environment, a system of indicators is developed, on the basis of which conclusions are drawn about the state of the organization. These indicators characterize, as a rule, the effectiveness of the functioning of departments and divisions, and also on their basis, the dynamics and trends in the development of the organization are built, which allow determining the overall result.

5.2.2. Assessment of the external business environment

Most scientists and researchers are of the opinion that the root causes of problem situations in the organization lie in the external environment. This is actually true, the activities and development of any company depend on many external processes - political, social, competitive. It is because of the presence of these factors that management has to develop an organization strategy, its structure.

The main problem that arises when assessing the external environment is the number of its factors that cause various processes In the organisation. As a rule, the management of the company seeks to reduce the list of these factors to those on which the existence and profitability of the enterprise directly depends.

The classification of factors has many types, but in management there is a more or less generalized classification of factors of direct and indirect impact:

1) general political;

2) general economic;

3) regulation of business by the state;

4) social;

5) the state of the market;

6) economic factors organizations.

The first four groups of factors are usually classified as indirect impact factors, and the last two - as direct impact factors.

The external environment is a very complex mechanism. Its assessment is also complicated by the fact that it is characterized by the following qualities:

1) mobility;

2) uncertainty;

3) complexity;

4) the presence of a close relationship between factors.

Mobility is the rate at which changes occur and occur in the external environment. The environment is not permanent, it is in dynamic processes. And in recent years, these changes are happening more and more often. But this state is not homogeneous; there are organizations with a more mobile environment, or vice versa. Decision-making under such conditions becomes quite a complex process, so a lot of information is required to create the whole picture as a whole.

Uncertainty- this quality is associated with the information that the organization has about the external environment. Due to other qualities, obtaining complete and reliable information is not an easy process, thereby creating uncertainty in the available data, which also complicates decision-making.

Complexity The external environment is associated with a large number of factors that are also in constant change. This is an undesirable phenomenon in determining the causes of various negative situations in the organization.

The latter quality can be defined as the level of change, the occurrence of which in one factor leads to a change in another. This, by the way, is very similar to the internal environment, where a change in one factor can lead to a change in another.

When assessing the external environment, one has to use multi-alternative calculations. This is due to the fact that the activities of companies are influenced by changes not only in a particular market, but also in the global economy as a whole. Accordingly, firms are forced to look for various methods and ways of adapting to changes in the external environment. Multi-alternativeness arises due to a large number of factors. However, it is this method - a multi-alternative calculation of the effectiveness of the organization - that allows you to take into account specific situations and adapt to them.

Assessment of the external environment is of great interest not only for decision-makers, but also for the managerial staff. Therefore, it is necessary to create a solid system for monitoring, processing and analyzing information about the state of the external environment. Timeliness of information is of great importance in conditions of environment mobility, especially in case of major changes. Assessment of the external environment, in fact, is the organization of observation and processing of data on environmental factors in order to control and determine the opportunities and dangers that arise for the company in the market.

As already mentioned, two parts can be distinguished in the external environment: the microenvironment and the macroenvironment.

Assessment of the microenvironment.

This includes entities that are in immediate environment organization and have a direct impact on its activities. In turn, these subjects are influenced by all the processes taking place in the organization, i.e. the company can actively participate in external processes and help prevent threats to its activities and existence. The following main subjects of the organization's external microenvironment can be distinguished:

1) state bodies;

2) suppliers;

3) consumers;

4) competitors;

5) labor resources.

State bodies.

Any organization is under the influence of government authorities - it must comply with the requirements of the authorities state regulation and pay taxes. The latter is determined depending on the legal status of the organization, its type (commercial or non-commercial) and form (partnership, sole proprietorship, corporation, etc.). In case of non-compliance with the rules established by the Government Russian Federation, the management of the organization is held accountable or fines are imposed on it. In case of particularly serious violations, the question of terminating the activities of the organization may even be considered.

The state has a direct and indirect impact on organizations. Direct - in the form of legislative acts and documents, indirect - through the tax system and the state budget.

Of course, the main issue is related to tax collections, since their increase can significantly reduce the activity of a business and its investment capacity. Reducing the level of taxes, on the contrary, leads to a revival of business.

Suppliers.

Any organization is a system that operates by introducing some resources into it, after the use of which it gives back the produced goods or services. The main types of inputs are raw materials, materials, capital, equipment, labor resources. They enter the organization through suppliers. Suppliers can be domestic or foreign. Viewed from this point of view, the way in which foreign resources are used can be more dangerous, there is often a question of quality. Besides, detailed information and valuation of foreign supplier firms will provide assurance and reassurance.

For an organization, resources are the source material; without them, it cannot exist and produce goods and services. Therefore, suppliers can make firms very dependent on themselves, especially when they are highly competitive. Therefore, when choosing suppliers, it is necessary to collect as much information as possible to ensure the optimal level of interaction of the organization with them and, in addition, that the costs associated with resources do not cause a financial crisis.

The competitiveness of a supplier is its strength, so you need to know the main factors of this strength:

1) the quality of the supplied resources;

2) the degree of demand for the supplied resources in the market;

3) the level of competence of supplier firms;

4) the level of specialization of the buyer in the selection and purchase of resources;

5) market concentration.

Obviously, it is very important for an organization to create strong relationships with its suppliers, which will ensure the supply of quality resources. In addition, it is desirable to establish such relationships with suppliers that in the event of a crisis (and, accordingly, a delay in payments for the supply of resources), they would not switch to another company, but would supply this organization on credit. This is a very topical issue today, since during a crisis, an enterprise is in dire need of various resources, and most suppliers quickly switch to other customers.

Therefore, when evaluating suppliers of resources and materials, it is necessary to pay attention to the following points.

1. The cost of the supplied resources.

2. The quality of the supplied resources.

3. Guarantees provided by the supplier regarding the condition and quality of resources.

4. Schedule for the implementation of the terms of the contract.

5. Accuracy and obligation to fulfill all the terms of the contract for the supply of resources.

Consumers.

The goal of any organization in the field of making a profit is to create and win a customer. The firm's dependence on consumers is undeniable. The very existence of the organization is explained by the creation of a buyers' market and profit. The consumer market influences the strategy of the company, its structure and target areas. In modern conditions, it is no longer a simple focus on the consumer market that is becoming important, but a focus on customers or a group of customers who not only create demand for products, but also determine the company's image.

Therefore, the assessment of consumers in the first place implies the definition of the profile of customers and their purchasing power. The interests of buyers are very important, which allow you to determine the need for a particular product, the ability of the organization to meet these needs, the level of volume and sales, etc.

When evaluating consumers, the following characteristics should be taken into account.

Demographic characteristics - gender, age, field of activity. For example, if a company specializes in the production of goods for teenagers, it needs to pay special attention to this category of the population, it is even possible to organize information polls. It is more difficult if the goods are intended for the entire population as a whole, here it is already necessary to take into account and systematize the interests of different groups of the population.

Geographic description of the organization's area of ​​activity - the relevance of certain goods and services will depend on the location of the company. Goods (and especially those related to external conditions) must meet the situation and be needed by consumers. For example, starting a business selling various swimming accessories (circles, mattresses, inflatable pools) in the northern regions of the country does not make sense due to climatic conditions.

Socio-psychological characteristics - tastes, style, consumer preferences associated with the latest trends and directions. It is believed that foreign firms are ahead of Russian ones in the production and release of new goods. However, the non-production of these goods does not mean that consumers will not know about their existence and will not have a need for them. Therefore, it is important to follow the development of the market and technologies not only in the domestic, but also in foreign markets. This is also important for maintaining competitive advantages and the company's image.

Consumer demand is influenced by a huge number of factors, so consumer assessment should be carried out as a comprehensive work that considers this issue from different angles. It is necessary to take into account the general socio-economic situation in the country, since it is this that affects the consumer environment to a greater extent.

When evaluating consumers, a number of factors must also be taken into account.

1. The degree of dependence of the consumer on the seller.

2. Availability of substitute goods on the market.

3. The degree of consumer awareness.

4. The volume of purchases of goods by the consumer.

5. The sensitivity of the consumer to the price of the goods.

It is also advisable to identify the reasons for consumer interest in the products of this organization: the quality of goods, price, relevance, technical reliability, safety, the level of innovation in the product, the result of well-planned advertising, etc. It is quite clear that if, for example, product quality is average level, and consumer interest arose at the initial stage due to a successful promotion, then it is not necessary to count on high sales volumes of this product in the medium and long term.

Competitors.

An assessment of the external environment of an organization cannot be imagined without an analysis of the competitive environment. Many experts even separate the assessment of competitors into a separate study. In the conditions of the modern market, the issue of competition should be given especially close attention.

Competitors are persons, groups of persons, enterprises, firms, companies located within the same sphere and industry, having similar resources and technologies for their use and striving to win a large market share and consumer preferences.

Competition is an inevitable phenomenon in the modern economy, and now there is a tendency to complicate and tighten competitive relations between organizations. Accordingly, in order to satisfy and attract consumers, companies have to offer various additional benefits and conditions for consumers, which allows consumers, in turn, to choose for themselves best option. However, it should be noted that recently there has been a tendency to prefer "high prices". It lies in the fact that companies install on their products high prices, justifying this by the quality of the goods, which, in principle, does not always correspond to reality. Consumers fall for this trick, and companies in a wide variety of industries use this method. Here the competition is already for the "highest" price.

Not only small and medium-sized firms, but also large companies can suffer from competition. It is important to consider the fact that consumers are not the only object of the competitive ups and downs of organizations. The main objects of competition are, as already mentioned, consumers, resources (including labor), materials, capital, territory, technical and technological innovations.

When developing an anti-crisis strategy, a detailed consideration of all possible competitors is necessary. The danger of today's market is that many organizations resort to unauthorized and even illegal actions to "disarm" and eliminate competitors.

As a result of competition in the enterprise, a crisis situation of the following kind may arise.

Crisis due to lack of resources for the production of goods and services. Currently, the resource market is huge, but every enterprise strives to get better materials at better prices. As a result, organizations compete for the right to own certain resources, offering suppliers various conditions. There may also be a situation in which competitive firms deliberately poach suppliers to weaken the position of the organization.

Loss of company image. This situation arises as a result of a conspiracy or deliberate actions to damage the brand and image of the company. This leads to a reduction in consumer demand and problems with business partners. Companies often use the method of introducing their employees into a competitive organization to obtain information about the plans and projects of the business. In such a case, they can "steal" the technology or project.

The crisis associated with the lack of demand for products and, accordingly, the financial losses of the enterprise. This crisis does not necessarily arise as a result of competition, it can be caused by the entry into the market of a new enterprise with more powerful technologies, innovative discoveries of other enterprises and the subsequent attraction of consumers, etc.

Of course, there are other crises caused by competition. It all depends on the state and conditions of the market. It is important to remember that competitors exist at any stage of the development of an organization, it is simply irrational and sometimes even dangerous to ignore, because now, as a rule, competitive firms are not “disarmed”, but are trying to bring them to complete bankruptcy.

It is also necessary to know that even strong organizations that are stable and resilient have their weaknesses. Therefore, when evaluating competitors, it is necessary to identify not only strengths, but also weaknesses in order to successfully fight for the market. It is also a mistake of many organizations that they underestimate new enterprises that have just started their activity. Some organizations, when analyzing the external environment, do not even include such young enterprises in the list, which, of course, is a mistake. Such young enterprises can be very competitive due to their technical innovations and innovative technologies. And since at first they are not so closely watched, they adapt to market conditions for a certain period and take their position.

Labor resources.

Labor resources are the part of the able-bodied population of the country that has professional, physical and ethical qualities for the implementation of the labor process.

Grade labor resources recently acquired great importance due to the constant renewal and replenishment of the personnel of organizations. If earlier the personnel of the enterprise were noted as static, now they are characterized by mobility. The presence of professional, highly qualified and competent employees is a kind of key to the success of the organization and in many cases its “ calling card". Evaluation of the labor market is aimed primarily at identifying the potential level and its capabilities in supplying the necessary personnel. Often large companies themselves create learning programs and institutions for the training of specialists in the necessary areas.

Assessment of the macro environment.

These are various factors that have an indirect impact on the organization. This effect is not as noticeable as in the microenvironment. However, macroenvironmental factors are broader and can even affect the microenvironment. The indirect impact environment has a rather complex structure, so the forecasting method is widely used here.

The main factors of the macro environment include the following:

1) political factors;

2) economic;

3) social;

4) technological.

political factors.

The assessment of the political situation is primarily made from the point of view of stability. It is clear that in conditions of instability political situation in the country, one must act with extreme caution, because the organization, as already mentioned, cannot change the external environment, it can only adapt to it.

In addition, it is necessary to monitor the adopted legislative acts and tax changes in the country, i.e., an assessment of the political situation is still needed to predict possible changes in the country, as well as in state policy in relation to society and the economy. The study of the political factor should include the study of new and developing programs for the development of the economy, the attitude of the government to various industries, the degree of dependence of a particular sector of the economy on state power. When studying the political component of the macro environment, it is advisable to study the structure of the government - to determine the most powerful parties, their policies regarding the economy and business, and the stability of the current situation.

In any state in a certain period there is a hidden or open struggle for power. This, in turn, requires additional funds and sources of financing. Governments often use the method of embezzlement of funds from organizations, which can be a threat to the existence of the organization. That is why the assessment of the political situation is so important.

Economic forces.

An assessment of the economic situation allows you to identify ways to create and distribute resources, and resources for an organization are the source of its life. The state of the economy in a given period affects the price of resources and their availability, so the organization must predict possible changes in the internal environment following changes in the external one in order to create an effective management system. For example, if inflation is expected, then management may decide to increase the company's resource reserves in order to avoid higher costs in the future. If a downturn in the economy is expected, then measures such as increasing sales and expanding production should be postponed to another period.

Evaluating the state of the domestic economy in modern conditions is clearly not enough; it is necessary to monitor the development of the entire world market as a whole.

It is also necessary to take into account the fact that different changes in the economy can have different results for individual organizations, i.e. a change can have a positive result in one organization and a negative one in another. Therefore, you should not rely entirely on the experience of colleagues in various situations, especially since the nature of each organization is inherently unique.

There are whole systems economic indicators, which reflect general state economy: the value of the gross national product, gross domestic product, inflation rate, interest rate level, solvency level, unemployment rate, etc. The study of these indicators is important primarily not because of their direct purpose, but because of the opportunities that information gives the organization .

Also, when assessing economic factors, it is important to identify hidden threats to the organization. Moreover, there is often a twofold situation here: on the one hand, there is a threat to the company, and on the other, an opportunity. Eg, low price on resources can reduce costs, but at the same time, this may indicate a low quality of materials.

social factors.

Social factors are the state of society, its capabilities and abilities, as well as the foundations and orientations that affect the activities of organizations.

The assessment of the social component is associated with determining the degree of influence of various social processes and phenomena on the organization, as well as the qualitative characteristics of the population. Despite its apparent simplicity, this factor affects almost all other factors of the microenvironment, as well as the macroenvironment and the internal environment. Another feature is the relatively low rate of change in the social environment, which makes it easier to predict. However, if changes occur, they seriously affect not only an individual organization, but the entire economy as a whole. It is on the social component that the formation of consumer preferences depends, which, in turn, leads to the emergence of demand for products and the emergence of profits.

Basic social factors.

1. The level of income of the population.

2. The level of wages.

3. Correlation in the society of different groups (layers of the poor, middle and rich).

4. Social protection and guarantees.

It also includes various demographic characteristics that are important for determining the type of product.

If there is social tension in the country, then it is worth postponing the increase in prices. Otherwise, it may lead to more serious problems.

Technological factors.

Technology is a set of ways and methods by which a certain type of product is produced using certain resources and materials.

Evaluation and analysis of technologies are necessary for the timely capture of new opportunities for the production of products, as well as for the modernization of enterprise equipment. All this affects the efficiency of the production process and the quality of the product itself. Technology is closely linked to development scientific and technological progress. Fast development technology, on the one hand, is a positive development, as it opens up new opportunities for the organization. But, on the other hand, there are also threats. The use of new technologies requires the modernization of the enterprise's equipment, which is extremely difficult to implement in a short time. Because of this, the firm may lose competitiveness and its market share.

are of great importance now information Technology. In principle, almost every organization has such systems, only different levels. They allow you to speed up the workflow and data processing. Development information systems, in turn, is also moving at a fast pace, so that many organizations cannot afford constant changes due to lack of funds.

5.2.3. Business Environment Analysis Methods

So, in order to develop an effective strategy and further system management organizations need a thorough assessment of the internal and external environment. Why is it impossible to use an assessment of only the external or internal environment? In the external environment, dynamic processes are constantly taking place that create new opportunities or new threats for the organization. To develop a successful strategy and management system for an organization, it is necessary to predict possible changes in the external environment. However, knowledge of these changes alone is not enough. In order to take timely action and actively deal with the dangers of the external environment, as well as to seize new opportunities, it is necessary to have information about the potential of the organization with which to carry out all these actions.

In other words, the assessment of the business environment is aimed at identifying threats and opportunities that may appear in the external environment, and the resources and capabilities of the organization itself for its effective interaction with the external environment. To this end, the following methods for analyzing the business environment have been developed.

SWOT analysis.

SWOT analysis is the identification of the strengths and weaknesses of the organization, as well as the opportunities and threats of the external environment. SWOT is an acronym for:

strengthens - virtues. Strengths and advantages of the organization;

weaknesses - shortcomings. Weaknesses of the organization;

opportunities - opportunities. These are the conditions and factors of the external environment that can benefit the activities of the organization;

threats - threats. These are conditions and environmental factors that can harm the organization's activities.

The main method of SWOT analysis is filling in the matrix.

Strengths- these are the advantages of the organization, its potential and capabilities. They may include unique technologies, large reserves of resources, modern equipment, experience in doing business and actions in various situations, highly qualified specialists, cost advantages, stable management, etc.

Weak sides- this is the absence of any important parts (resources, departments, specialists) necessary for the effective functioning and implementation of the organization's activities. Weak points can also be considered a more disadvantageous position compared to competitive firms, lack of image and advertising, a narrow production line, etc.

Market opportunities- these are the conditions and market conditions that are favorable for the organization to achieve its goals and obtain additional benefits. These include the growth in the level of incomes of the population, the emergence of new technologies, the deterioration of competitive firms, the possibility of cooperation with domestic and foreign colleagues, etc.

Market Threats- these are the conditions and market conditions that are undesirable for the organization and the occurrence of which can harm its activities and existence. This is an increase in taxes by the state, a decrease in demand, the emergence of new competitors, etc.

SWOT analysis is carried out in several stages:

Stage 1. Determining the strengths and weaknesses of the organization. This analysis is carried out on the basis of certain parameters, among which are the structure of the organization, the nature of the production process, financial and material resources, the level of technology and technology, personnel, marketing and management. Next, a table is drawn up in which the above parameters and the corresponding strengths and weaknesses of the organization are noted.

Stage 2. Identification of market opportunities and threats.

In the assessment, the same parameters are used as in the analysis of the external environment: political, economic, competitive, supply and demand, social, natural and climatic. A table is also compiled that highlights these parameters and the associated threats and opportunities.

Stage 3. Drawing up a SWOT matrix. As you can see, this is a combination of a table of strengths and weaknesses and market opportunities and threats.

Rice. 3.SNW-analysis

It is believed that SNW analysis is an improved version of SWOT analysis: strength - forte; neutral - neutral side; weakness- weak side. Here the new element is the neutral side. The main reason for adding this part is in the modern features of the market. Many experts now point out that in a competitive struggle, organizations do not have to have complete list benefits. If the firm is in a neutral position, then it will be enough to have some advantage to defeat competitors. When conducting an SNW analysis, a table is compiled that indicates the parameters by which the state of the organization is assessed, and their strong, weak or neutral positions.

Environment profile. In addition to the above methods, the environment profiling method can also be used to assess the business environment. It is convenient to use it if you need to evaluate separately the internal environment, microenvironment, macroenvironment. The method consists in compiling a table in which the factors of the studied environment are noted (Table 1). Each of them in several areas is given an assessment on a scale: importance for the industry: (3 - large, 2 - moderate, 1 - weak); impact on the organization: (3 - strong, 2 - moderate, 1 - weak, 0 - no impact); direction of influence: (+1 - positive, -1 - negative).

Table 1. Sphere profiling method

This method allows you to determine the most important factors and, accordingly, measures to influence them.

5.3. Making a decision on the method of exit from the crisis situation

Before taking any action, the leader makes a decision. It is an integral part of any managerial function. As a rule, a decision is a choice of an alternative from several available options. Right choice ensures successful achievement of the goal.

Due to the fact that the manager and the administrative team very often have to make important decisions, they need to know the technology of finding optimal solutions. Due to the poor organization of this process, a large number of firms and organizations suffer. The choice of alternative pervades all human life. Therefore, the study of technology for finding the right solution is a very topical issue today.

Decision making is the central link with which all other parts of the organization are connected. It underlies the planning of the organization's activities, because the plan is a set of decisions on various issues regarding the components of the organization.

Decision making can be defined as:

1) conscious and purposeful activity of an individual;

2) the process of interaction of team members;

3) the choice of an alternative within certain factors;

4) part overall process management;

5) the basis for performing other management functions.

The role played decision, is huge. The existence of an organization is determined by whether it can identify its problems in time and find ways to solve them. A good decision is one that best suits the organization's goals. However, to find such a solution, it is very important to correctly determine the goal. Otherwise, the decision will go the wrong way, which will negatively affect the use of the organization's resources. And here a great responsibility lies with the leader.

Solutions can be proposed by managers and subordinates, but the direct choice remains with the leader. It should be emphasized that the personality of the leader largely determines this or that choice, since the decision is one of the types of mental activity and a reflection of the will of a person.

Since there can be two or more alternatives, the person responsible for finding and making a decision, in addition to rationality, often uses intuition and judgment.

With the intuitive method, people use a "sixth sense", a feeling that suggests one or another option. However, it is clear that it is better not to consider intuition as a fundamental method, since reliable information and assistance modern technologies is a more accurate source. People who are guided by intuition become hostages of chance. According to statistics and surveys, only 35% of decisions made on the basis of intuition led to positive results. 65%, it turns out, led to the opposite result.

The choice of a decision based on judgment, at first glance, differs little from the intuitive one. However, the judgment is still based on some specific knowledge and thought processes; experience is also taken into consideration here. A large share in the judgment belongs to common sense, but, unfortunately, this is also not the most reliable source. Another minus of judgment is manifested when a completely new situation or a problem for which there is simply no experience of solving.

But despite the above disadvantages, intuition and judgment can bring positive results. This happens when a person is completely confident in himself or he has already had a similar experience.

When looking for a solution, you should pay attention to the people involved in this issue. The fact is that the character of a person, as a rule, leaves a certain imprint on the decision. There is even a classification of solutions.

Balanced - such decisions are made by people who are attentive and critical of their actions. They clearly understand the purpose of the problem, and finding a solution can take them quite a long time.

Impulsive - the authors of such decisions see many alternatives for themselves, but do not particularly bother to check and clarify them. Such decisions are usually unreliable, since as such there is no search for a solution - it is determined by a spontaneous choice.

Inert - these solutions are the result of a careful search. Clarifying procedures, double-checking - all this can be repeated even several times. But even here there is a minus: it is difficult to detect innovation or originality in such solutions.

Risky - such decisions can lead either to a positive result or to failure. Of course, this is dangerous, but many have succeeded because of risky choices.

Cautious - here there is a supercritical approach to business, a thorough consideration of all options.

Of course, there are several other types of classifications:

2) by the number of people making decisions (individual and collective), etc.

But the main thing here is that the technology for finding a solution directly depends on the type of problem and situation.

Before you start looking for a solution, you need to clearly define and classify the problem, which will allow you to narrow your search.

In some cases, there is not enough information to choose any solution, or the opinions of the discussers differ greatly. It is difficult for a leader to make a decision in such a situation. Making a decision is more of a psychological process, and the human psyche is not always logical. Therefore, two main models of search and decision making have been developed.

Within the framework of mathematical theory, normative decision-making models are created. The goal is to select the best alternatives based on a given criterion and the situation in which the decision is made. Here the focus is on how the decision maker should approach the process. However, these models are not always effective, because each situation is associated with many factors, and you can simply not find a model for your situation.

Descriptive models based on behavioral decision theory.

The above has been more general information. But the crisis is distinguished by the presence of special factors that must be taken into account when making decisions. Much also depends on the type of problem that arose in the enterprise. They may be next.

1. standard problems. In principle, the very essence of the crisis does not particularly fit into the framework of the standards, however, there is a certain set of problems, the solution of which should be based on established standard rules. No deviations are allowed here, and the decision-making process requires experience and skills.

2. Common Problems . To solve them, there are many different rules and settings, and in the process of solving it is necessary to choose one particular rule.

3. heuristic problems. Such problems imply an independent search for solution rules.

Oddly enough, but the level of solving standard and typical problems is still not high enough. At the same time, for the successful implementation of activities in today's conditions, it is necessary to have heuristic thinking. For this, even special training is carried out.

The context in which decisions have to be made plays an important role. Conditions can be favorable, extreme or crisis. The last two types require special skills and training. Modern managers are usually prepared for the level favorable conditions, since attention to crisis situations, to the extent that it is now, began to appear relatively recently.

Another problem in a crisis may be the lack of information. And this significantly reduces the effectiveness of decisions made. Therefore, many organizations are now implementing special information services, which in a short time can provide all necessary information. Such information departments are not yet particularly common in medium and small businesses, but in large companies this practice is already very common.

Stages of search and decision making.

1. Problem statement and goal selection.

2. Finding and listing all possible alternatives.

3. Analysis of alternatives.

4. Choice of solution.

5. Presentation of the result.

Choice of an alternative.

First, it is necessary to properly analyze all possible alternatives. Upon closer examination, some of the bottoms may not be entirely successful, after which the search circle will narrow. The search for the optimal solution is greatly facilitated by the following points: past experience, experiment, research.

Experience is perhaps the most commonly used approach in finding solutions. Again, there is a psychological aspect here. Middle managers use it because of the prevailing belief that the higher the management, the more experience. Although in reality this is not always the case. The manager's experience to a certain extent depends on the mind and skills of finding solutions.

However, applying the experience of the past to decide the future can be dangerous. The experience itself is very situational and may not fit into the current situation. It is useful if it is subjected to careful scrutiny, and in the course of this scrutiny, miscalculations are found that were not noticed in the past.

The experiment, in turn, is considered almost the only reliable confirmation of the choice. But the minus here is the high cost and, possibly, long terms. The latter is especially important, since the results of the experiment are not always satisfactory, and time has been lost. Therefore, you need to use this method in parallel with others.

But choosing a solution does not mean solving the problem. The most common mistake leaders make is making a decision without further supervision. The implementation of the solution involves the efforts of many people. Therefore, it is so necessary to create a plan for solving the problem, in which it is necessary to note the responsibilities of employees.

Individual or collective search for a solution.

Undoubtedly, when a problem arises, the first stage is discussion, which already involves collective action. However, the manager may not inform his subordinates about some problems if they do not directly concern them. The question is, would such an action be appropriate? Brainstorming is now ubiquitous in many organizations, as the opinions of several people are certainly broader than one. The advantage of collective search is also that employees get to the heart of the problem and, after finding a solution, they can immediately begin to implement the solution. But all this is appropriate if we are talking about a small organization or team. IN large organizations special crisis departments are currently being set up to look for solutions. However, these departments are usually engaged in the economic sphere. Therefore, if problems arise at the managerial level or relate to important aspects the functioning of the organization, then this is a question of the leader.

Another issue is that if the crisis is not different on a large scale and to a greater extent its course is predictable, then here the decision may well be made by one leader. However, if it is necessary to carry out global changes (restructuring, integration, etc.), it is necessary to assemble a specific team, which will include all necessary specialists. In such situations, the team leader plays an important role.

Leader- a person who has the main role in deciding on the type, control and dynamics of the activities of his subordinates in the team to achieve common goals.

A person who is a leader must show not only his ability to make the maximum contribution to the cause, but also be able to direct other team members along the branch of the chosen strategy.

Any new project can develop even during a crisis. It is no secret that the task of a project manager is to attract more clients, so he must always act. Productivity depends on determination and the ability to properly prioritize.

This material was kindly provided by the already mentioned Wrike service.

There are three periods in crisis management:

1. pre-crisis;
2. crisis;
3. post-crisis.

This infographic will help you understand what a project manager needs to know in order to effectively operate at each individual stage and complete the project successfully, despite all the obstacles. Your task is only to study this guide before starting the project and success will not be long in coming. When you feel an obstacle on the way to your goal, we advise you to remember that you have everything you need, and our quick guide helps you focus on the essentials.

How to avoid a crisis situation for a project manager

If the project fails, it is a real collapse. Of course, it is difficult to completely avoid failures, but it is possible. Are you confused and do not know how to move forward? Follow these guidelines:

1. pre-crisis moment. Some unpleasant situations are difficult to avoid, but you can try to anticipate them.

• Become someone you can trust.
• and always have a plan of action.
• The Crisis Response Team is there to help you get through difficult times.
• Learn to anticipate the first signs of an impending crisis.

1. Crisis period. What can be done if a crisis occurs?

• Positive and real understanding of possible solutions is the way to success.
• Mark sources of important information and document all steps.
• It is important to determine the type of crisis.
• Remember the Crisis Response Team.
• It is necessary to localize problems and monitor their status.
• Prioritize problem solving.
• Don't be afraid to provide full information about the crisis to both internal and external recipients.
• A rational response and the opportunity to listen to each employee will help to overcome difficulties faster.
• Evaluate whether it is possible to solve the problem on your own or if it is worth asking for help.

All this can be done with the help of a wonderful (comfortable project management with a high level of security and convenient analytics).

1. Post-crisis period. The crisis is over, but the work is not over yet.

• Evaluate all stages of the crisis.
• Give a complete and understandable response to external recipients.
• Discuss the crisis with colleagues, listen to all recommendations.
• To make clients interested in cooperation, tell us about how you are going to prevent or deal with crises in the future.

Infographic provided

Most people go through life without regaining consciousness.

Project mission

By restoring your business, we return your successful future!

Objective of the project

Bringing the company out of the systemic crisis.

Project objectives:

1. Analysis and assessment of the state of affairs in the company.
2. Definition of the company's short-term goal.
3. Choosing the optimal strategy for achieving the goal.
4. Formation of a list of key decisions based on the chosen strategy.
5. Development of an Action Program for the implementation of key decisions.
6. Organizational support implementation of the Action Program (maintenance and implementation).
7. Conducting individual consultations on problematic situations of the implementation of the Action Program for the first person of the company (support and coaching).

Project stages

1. Analysis and assessment of the state of affairs in the company:

   • The system of performance indicators of the organization.
   • Analysis of trends by indicators.
   • Strengths/weaknesses of the organization.
   • External causes of weaknesses.
   • Internal causes occurrence of weaknesses.
   • Consequences of inaction.
   • Conclusions.

2. Determination of the company's short-term goal:

   • Refinement of the system of indicators.
   • Modeling the desired future by indicators.
   • Examination of indicators by specialists for the probability of achievement.
   • Risk analysis / Correction of the model of the desired future.
   • Goal-SMART (long-term).
   • Stages of achieving a long-term goal.
   • Goal-SMART (short-term).

3. Choosing the optimal strategy for achieving the goal:

   • Strategy options.
   • List of restrictions in the implementation of the strategy.
   • Weighted criteria for choosing the optimal strategy.
   • Evaluation of strategy options.
   • Choice of the optimal strategy.
   • Approval of the strategy for achieving the goal.

4. Formation of a list of key decisions based on the chosen strategy:

   • Results of the previous period by indicators.
   • Forecast based on the chosen strategy.
   • List of decisions by indicators.
   • Implementation budget.

5. Development of an Action Program for the implementation of key decisions:

   • Formulating SMART tasks for key decisions.
   • Development of action algorithms for tasks.
   • Formation of draft plans for the implementation of tasks.
   • Coordination of plans in terms of deadlines, results, responsible.
   • Preparation of the draft document "Program of Actions".
   • Budget adjustment.
   • Approval of the document "Program of Action".

6. Organizational support for the implementation of the Action Program (support and implementation):

   • Formation of the Controlling Group (GC).
   • Development of regulations on the work of the Civil Code.
   • Approval of the work schedule of the Civil Code.
   • Organization of the work of the GC.
   • Adoption of decisions by the Civil Code based on the results of control.
   • Implementation of solutions.
   • Analysis of the effectiveness of implemented solutions.

7. Conducting individual consultations on problematic situations of the implementation of the Action Program for the first person of the company (support and coaching):

   • List of reasons for the low efficiency of implemented solutions.
   • Ranking reasons by importance.
   • Determination of the main cause.
   • Setting the task to overcome the main cause.
   • Formulation of a SMART goal.
   • Development of a plan to achieve the goal.
   • Implementation of the action plan.

Interest in the application of project management methods in recent years has shown rapid growth, and in all sectors of the economy. In the course of the “growing up” of Russian project management, the forms of interest changed, and after them, the configuration of consulting services. Project management in a crisis is very different from project management in "fat" years.

Even 10 years ago, project management issues were considered more like a fashion or even a kind of "fetish" of individual managers. The very inclusion of the words “project”, “project management” into the managerial lexicon was considered useful. But by the end of this period, the level of general theoretical knowledge became higher and the demand for project management services became more concrete. Tasks project management began to be tied to the current processes of companies, organizational structures, development strategies.

Many Russian companies, following the Western ones, reoriented themselves and instead of large-scale implementation of difficult solutions, which usually drag on for years, they began to choose the solution of selected tasks. Some companies, following the Western trend, decided to completely transfer individual project management functions to the area of ​​responsibility of an external professional team. Outsourcing began to stand out as a separate business line of many consulting companies.

Another feature of the development of project management in Russia in recent years is the growing attention to this area on the part of state authorities. And not only at the regional, but also at the federal level. And this is understandable, because the implementation of large-scale projects of national importance (PNP, state and targeted programs) requires transparency of management, efficiency and validity of decisions made, and quality of planning. All this is very well manifested in the example of the largest state program of recent years - preparations for the 2014 Olympic Games, in the implementation of which we are directly involved.

But, despite the rapid development, the project management market approached the crisis in a motley manner. Growth problems emerged from globalized customer goals that were not driven by readiness and real needs, from “loose” solutions by a number of contractors who hurriedly created control systems due to growing demand.

Difficult present

The global financial crisis has made its own adjustments and changed approaches to project management during the crisis. However, its influence cannot be assessed only as negative. Moreover, according to the observations of our consultants, the crisis has sown the seeds of new interest, new opportunities and new areas of application of project management approaches.

In the second half of 2008, many companies were at a loss and froze their investment budgets. Now the situation is seriously changing. Those companies that turned out to be more efficient than their competitors, whose management was ready not to sit idly by in the face of uncertainty, are now demonstrating their readiness for internal development. More far-sighted management is making efforts to develop the business, aimed at further improving its efficiency.

In addition, right now, when many have gained indispensable experience of surviving during the crisis, there is an increase in investment activity. Companies are looking for new areas for their business, diversifying investments, investing in projects that imply long-term return on investment.

If before the crisis the priority was shifted towards projects designed for endless consumer demand (for example, development projects), now investors are ready to consider the possibility of investing in long-term development projects. The prospects for the creation of new industries, the development of new technologies that will bring profit in the future are considered. This is facilitated by the state, which is increasingly using tools to support such projects.

Naturally, an investor, agreeing to long-term investments, wants to minimize their risks. This can only be achieved by improving the quality of project and program management. That is why - in connection with the growing requirements for the project management system, monitoring and reporting, companies are turning to professionals in this field for such services.

If earlier a lot was built on trust, now the choice of a professional team capable of providing an effective and transparent management system is coming to the fore. Built-in monitoring by the Investor or the Customer is an almost mandatory feature investment projects- people want to check and control.

In a crisis, management does not go unnoticed government programs. The federal authorities, being one of the largest investors in Russia, require the processing of project management “slogans” into working solutions.

The experience of implementing projects during the crisis year shows that development has not stopped. Commercial companies implement individual elements of project management systems that lay the foundation for future development. Specialized solutions are being introduced on program-target management methods in government bodies authorities (in the Ministry Agriculture Russian Federation, in organizations implementing the state program of preparation for the 2014 Olympic Games and many others). The theoretical base of Russian project management is expanding - new national standards are being created in the GOST R system.

Forecasted prospects

According to our analytical research, despite all the current difficulties, project management in Russia is only strengthening its position, becoming a powerful tool in the struggle for efficiency and competitiveness.

The lull in the market at the end of 2008 and the first half of 2009 is replaced by an increase in the number of “hot” calls and presales. Some of them are characterized by small budgets - companies are in search of a direction for development, points of support in the new conditions. But this is an inevitable reality dictated by the recession.

New value criteria are being formed for project management services: quick and specific utility, the ability to fully delegate responsibility for blocks of specific work to professionals, providing company management with timely, reliable and sufficient information for decision-making.

The second half of 2009 is characterized by the readiness of the Customers to make decisions on the transition to contractual stages of relationships in consulting, outsourcing and implementation of information systems. The number of ongoing projects has already reached the pre-crisis level.

However, today's demand structure is different from the pre-crisis period. The types of projects being implemented, the services in demand, the requirements for the management system on the part of Customers and Investors have changed. The actual re-profiling of the market, in turn, determined the need for changes in consulting companies. Some of them could not adapt to the new requirements and weakened their positions, which led to a redistribution of the burden on stronger market participants.

This trend is felt by the GC "Project PRACTICE". Due to the growing interest in project management, we are considering the possibility of abandoning the previously used anti-crisis discount programs, which, of course, will not affect Customers with whom partnerships have already been established or contracts for the provision of services have been concluded. At the same time, it is not planned to introduce new systems of discounts for consulting and outsourcing services in the near future. The services of real professionals with vast experience in project implementation remain in demand and cannot be cheap.

In general, the forecast for the development of the project management market, according to our specialists, is positive, and it is this market that can turn out to be a lever for overcoming the crisis of the entire Russian economy.

Mikhail Kozodaev, Managing Partner,
Consulting DirectorGK "Project PRACTICE"

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Strategy Partners Group consultants analyzed the global experience of companies overcoming the crisis and the strategies for overcoming the crisis, which turned out to be the most successful.

World crises

We analyzed the actions of international and Russian companies during the following economic crises:

• 1990-1991 . Economic recession 1990-1991 got its start in the USA, where back in October 1987 there was a strong drop in the DJIA index. Serious problems in the financial sector, the rise in oil prices in 1990 left less and less hope for the "miracle" that many economists expected. The United States has entered a recession and, as a result, high inflation, unemployment, a budget deficit and weak GDP growth.
• 1997. The Asian financial crisis erupted in the countries of South and East Asia in July 1997. fast growth Asian economies, which contributed to the massive inflow of capital into these countries, the growth of public and corporate debt, the overheating of the economy and the boom in the real estate market. For the economies of the region during 1997-1998. were characterized by the fall of the national currency, the fall of stock indices, rising inflation, an increase in the volume of corporate debt, high-profile bankruptcy of corporations.
• 1998. Causes economic crisis in Russia were falling oil prices, a huge public debt, a liquidity crisis, as well as a populist economic policy states and the construction of the GKO pyramid. On August 17, 1998, Russia defaulted. As a result of the crisis, the confidence of the population and foreign investors in Russian banks and the state, as well as in the national currency, was undermined; a large number of small enterprises went bankrupt, many banks burst. The population lost a significant part of their savings, and the standard of living fell.
• 2008 . The forerunner of the 2008 global financial crisis was the mortgage crisis in the United States. Quite quickly, reliable borrowers also felt problems with lending. Gradually, the mortgage crisis began to transform into a financial one and as a result spread beyond the borders of the United States. By the beginning of 2008, the crisis took on a global character and gradually began to manifest itself in a widespread decline in production volumes, a decrease in demand and prices for raw materials, and an increase in unemployment.

What determines the company's behavior in a crisis

Each company during a crisis asks a number of questions, the wrong answer to which can be critical:

What is the scale of the disaster? Are emergency measures needed? Is my situation worse or better than others? Is my financial position stable? Do I need to reposition, optimize or change the business model?	How to be prepared for any future? How long does it take for the situation to clear up? How to reduce the time to analyze the situation? How to speed up decision making?
How to improve profit and cash flow? How to reduce costs most effectively and with the least negative consequences? Where to begin? Which measures work faster and with the least risk? How to reduce personnel costs - employees or salaries?	How to respond to strategic changes? How to spot opportunities? How to seize opportunities with the least risk? How to conduct mergers and acquisitions?

As practice shows, success or failure in overcoming the crisis depends on whether a company manages to find the right answer to the questions listed above:

Potential Problem	An example of a failed permission	An example of a successful resolution
Underestimating or overestimating the scale of the problems	● Lehman Brothers ● Inkombank	● Alfa-bank
Unwillingness to quickly change the situation
Insufficient improvement in efficiency or harm in the long run	● SBS-Agro
Underestimation of emerging opportunities, unpreparedness for subsequent market growth		● Korkunov ● Russian Standard

Four Successful Crisis Exit Strategies

During a crisis, the sequence of actions of any company is clear. First - shrinking the business in order to ensure its survival in the face of falling demand and free up additional cash(reducing costs, getting rid of inefficient or non-core areas and assets). Then - intensive development within the framework of a new business model or the development of new attractive directions.

However, in order to decide on a set of specific tools that will allow you not only not to miss the opening opportunities, but also to use them to strengthen the company's position in the market, you need a strategy.

Most often, companies use one of four strategies for getting companies out of a crisis:

In implementing each of the strategies, companies used a wide range of tools. Thus, mergers and acquisitions processes were often preceded by the restructuring of existing businesses and the withdrawal non-core assets. We have given examples of 10 successful crisis exit strategies, focusing on the element of the strategy that turned out to be key.

Change of position

Crisis of 1998, Russia. Korkunov, having successfully predicted the direction of product value migration after the 1998 crisis, entered the expensive chocolate segment and occupied 57% of the market in it.

"Korkunov" since 1997 he has been building a confectionery factory in Odintsovo. The launch of the factory came at the height of the crisis. In September 1999, the factory produced its first chocolate products under the A. Korkunov brand. The share of consumers of brand "A. Korkunov" in the segment of sweets in boxes reached almost 22% by 2003, the market share in the segment of expensive chocolate - 57%. As a result of successful actions during the crisis, Korkunov increased its value, and in 2007 80% of the company was sold to Wrigley for $300 million.

• New market segment. "Korkunov" entered the segment of expensive chocolate, in which no one dared to act. The Odintsovo confectionery factory appeared just a year after the crisis, when the expensive segment of the confectionery market was considered completely unpromising and was completely “bare”.
• Competition. The absence of competitors and falling advertising prices have allowed Korkunov to take a significant share of the market and create strategic control at the expense of the brand.
  • Western manufacturers of expensive chocolate products left the country (including the future strategic partner of Korkunov, Alfred Ritter, the manufacturer of Ritter Sport chocolates, who left the market). The Italian partner, with whom Korkunov planned to do business, was frightened by the 1998 crisis and left Russia, leaving the unfinished buildings of the chocolate factory.
  • Domestic manufacturers - Babaevsky, Krasny Oktyabr, SladKo and others - focused on the cheap segment.

Crisis of 2008-2009, global. Subaru increased car sales through proper positioning and sales policies.

Subaru belongs to a financially dependent cluster that has suffered greatly not only in Europe and Russia, but also in the United States. Product category cars in the USA has suffered extremely strongly, sales of almost all brands have fallen. The offer of most manufacturers does not meet the new needs of buyers. Under these conditions, Subaru was able to increase its sales and strengthen its competitive position.

Strategic initiatives during the crisis:

• New products. Subaru has brought new models to the market. The timely launch of the third-generation Subaru Forester model provided a significant sales growth (107%) for the conditions of the crisis
• New prices. The company offered profitable terms buying your cars.
• Dealer network. Subaru was able to organize an efficient sales and a very efficient dealer network.

Review of business portfolio, focus on core activities

Crisis of 1991, global. Arrow during the crisis increased the value of the business by 6 times, going for a tough restructuring.

Arrow, a global distributor providing a full range of products, services and solutions in the field of electronics and computer technology, by the beginning of the 1991 crisis had already lost its strategic position. The entire electronics industry was in a severe recession, and the company's financial condition was already weakened - in 1990, the company's sales amounted to only $ 970 million.

Strategic initiatives during the crisis:

• non-core assets. Tough times force tough measures: the company got rid of all side and additional operations, except for the base necessary for survival. In particular, the lead processing business was sold to obtain additional funds.
• New acquisitions. At the same time, Arrow purchased other businesses to develop its own. The proceeds from the sale were used to acquire a significant number of companies whose operations are based on synergies and economies of scale. With each new acquisition, the company's financial condition improved due to additional revenue inflows and reduced duplication of functions.
  • So, Arrow managed to acquire the third largest player in the industry, as a result of which the company came out on top in sales. This acquisition not only significantly increased financial indicators company, but also increased its efficiency.
  • In total, Arrow made three successful acquisitions during the 1991 crisis and twelve more after it ended, in 1994.
• Repayment of a large debt on the payment of dividends. Since mid-1991, the decline in interest rates and the recovery of the securities market have contributed to the improvement of the situation. Taking advantage of the growth in its shares, the company promptly issued new shares and paid off a large debt on dividends from the received proceeds.

Crisis of 1997, Asia. YTL Power concentrated on the domestic market during the Asian crisis and, by strengthening its ties with the state and carrying out aggressive acquisitions, gained control of many assets in Malaysia.

Main line of business YTL power- sale of water and processing of used water, as well as electric power industry. After the acquisitions, capitalization increased by 25% between 1997 and 1999.

Strategic initiatives during the crisis:

• Focus on the domestic market. Prior to the economic crisis, the company was looking for opportunities in foreign markets. After a successful placement on the securities market and debt cancellation, the company had free financial resources, which gave it competitive advantage. YTL focused on the Malaysian domestic market and trying to gain influence in government circles.
• Aggressive management. The company used aggressive management tactics and tough negotiation tactics as part of an aggressive diversification strategy.
• Acquisition of profitable companies. During the crisis, the company's management shifted its attention from Greenfield projects (on which the YTL empire was built) to projects that are already profitable. This allowed us to shorten the payback period and increase IRR and DCF.
• Financing of other projects. YTL has partnered with and funded other opportunistic projects that, due to lack of financial resources suspended construction. Instead of investing funds, the company received a significant share of the shares in these projects.

1997 San crisis Miguel- Philippine company- during crisis streamlined its operations and capital management, which allowed it to increase the value of 40% in 1998-99.

San Miguel was established in 1890 as a small brewery. Now the contribution of San Miguel to the GDP of the Philippines is 4% and brings 6% of all tax payments. The company operates in several areas: the production of beverages, food, packaging materials and other goods.

Strategic initiatives during the crisis:

• Operations optimization:
  • San Miguel has taken measures to increase the share of used capacity
  • The company concentrated on the core business, which is fully controlled by the management team
  • San Miguel merged with Ayala's Purefoods when the company's price became attractive
• San Miguel takes over refineries in dire need of financial resources
• The company rationalized marketing and distribution in the Philippine market, and also reduced the number of employees in the Philippine enterprises.
• San Miguel moved part of its beer production to China, making its first profit in 1999.
• Improving money management
  • San Miguel paid off its debts on time and reduced its financial payments. The company got rid of high debt businesses - Coca-Cola Beverages. The company left the alliances Coca-Cola Amatil and Nestle Philippines, which significantly inflated D / E
  • The company got rid of unprofitable assets - the assets were revised and

    restructured and, where possible, withdrawn

  Revising the list of manufactured products: focus on the strategic interaction between their assets

San Miguel has revised its product portfolio to shift from faceless products to value-added branded products

The company increased the production of packaging and launched its sale to external consumers (previously, almost all of the packaging produced was consumed internally by SM)

Mergers and acquisitions

Crisis of 1997, Asia. Alaska Milk Corporation implemented a policy of cautious acquisitions during the crisis, which allowed the company to significantly increase its capitalization in the future.

Alaska Milk Corporation manufactures and supplies dry milk powder, ready-made milk and other liquid dairy products.

The company is a leader in the production of evaporated and condensed milk, currently occupying 36% and 43% of the market, respectively. From 1997 to 2000, the company's capitalization increased by 52%.

Strategic initiatives during the crisis:

• Takeovers. Alaska ended fiscal year 1997 with a Php553 million surplus. This was facilitated by raw materials that became cheaper during the crisis, the company's low capital costs, and increased demand for products during the crisis. Together with a prudent financial policy and the absence of large debts, all these factors allowed the company to move on to the acquisition of manufacturers with a strong brand and distributors.
• Distribution. Alaska expanded its distribution network and, in order to insure itself against the risks associated with a single product, formed a partnership with Nabisco and Kellog's, becoming a distributor of their products.

Crisis of 1997, Asia. Hana Electronics has become an example of the effectiveness of M & A as a tool for growth in times of crisis.

HANA Electronics manufactures parts for a wide range of electronic products, including watches, mobile phones and smart cards. The company's turnover is about $400 million. HANA Electronics products are used in the production of computers, automotive, telecommunications equipment and consumer goods. The value of shares in 1999 almost doubled compared to 1997.

Strategic initiatives during the crisis:

• Absorption of a strong player before the crisis. As a result of this acquisition, HANA Electronics was able to continue its product modernization strategy during the crisis and expanded its customer base not only during the crisis, but also after it.
• Absorption during a crisis. HANA Electronics acquired a company that manufactures metal parts for semiconductors.
• Absorption immediately after the crisis. HANA Electronics acquired a company in a related high-tech business that uses semiconductors in its manufacturing.
• Maintaining demand. HANA Electronics, having concluded a sufficient number of long-term contracts with customers, was able to maintain high level demand for their products.
• Gross profit growth. Due to improved production activities, an increase in the share of loaded capacities, a weakening of the position of the national currency (Thai baht), the growth rate of the company's gross profit increased from 19% in 1997 to 25.5% in 1998.

Crisis of 2008-2009 LHC GROUP during the crisis grew through acquisitions, making several transactions per month, which allowed it to achieve a doubling of value during the 7 months of the crisis.

LHC GROUP renders medical services in the USA outside major cities both at home and in hospitals. The company operates through its own divisions, as well as through a network of partners. The company's revenue in 2007 amounted to about 300 million dollars. The company employs about 3,000 people.

Strategic initiatives during the crisis:

• The company took advantage of the opportunities that opened up for it - the presence of stable demand and stable cash flow provided the LHC Group with the opportunity to make successful acquisitions.

Change of position

Crisis of 1991bestbuyafter the US recession of 1990-1991. switched to a discounter profit model, strengthened after-sales service, increasing capitalization by 5 times in 3 years.

bestbuy is one of the largest electronics supermarket chains in the United States. Founded in 1966, the network has consistently shown dynamic growth. Currently, the network operates not only in the US, but also in Canada, Europe, Mexico, and China.

Strategic initiatives during the crisis:

• New format. BestBuy has changed the format of stores: the average area of ​​stores has almost doubled, they have been used as warehouses (the interior is concrete floors and shelves), and the speed of customer service has been increased.
• Range. The company has reduced the range of products to the minimum required, optimizing its stocks.
• Service. BestBuy has strengthened after-sales service and warranty repairs, which has enabled the company to obtain additional income and increase customer loyalty
• Image. At the same time, the company retained its focus on its former customers and was able to offer them the image of the “lowest price store”

Investing in innovation

The crisis of 1997 Samsung Electronics did not save on strategically important processes, but relied on the development of new types of products, which allowed it to become a world leader after the crisis.

Samsung Electronics- manufacturer of electronics. It is a global leader in semiconductors, telecommunications equipment and digital convergence. Produces memory chips, liquid crystal displays, Cell phones and monitors. About 138,000 people work in 124 company offices in 56 countries.

Strategic initiatives during the crisis:

• R&D. Samsung Electronics invested in the development of new products and after the end of the crisis became a leader in telecommunications equipment, flat panel displays, thin film transistors
• Logistics. The company moved to just-in-time logistics, which reduced inventory doubled and freed up $1.5 billion of funds.