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The purpose of the study is to deepen the theoretical and methodological foundations and improve the practical recommendations regarding the financial management of companies in modern economic conditions. Results. Thus, it can be argued that modern crisis management of enterprises should be preventive in nature and be carried out in anticipation of negative crisis phenomena that lead to a loss of financial stability and solvency. According to the authors, the changing market environment creates an objective need to consider crisis management not as a one-time problem-oriented action, but as a continuous process, since it is known that it is easier to prevent a problem than to eliminate its consequences. It is evident that the practical implementation of management decisions necessitates the availability of appropriate sources of funding. These can be mobilised through the effective functioning of the financial mechanism, which comprises financial methods, financial levers, regulatory and information support. The efficacy of crisis management in enterprises hinges on the sufficiency of financial resources, which in turn depends on the selection of an appropriate method and instrument. Hence, the issue of optimal choice and feasibility of using financial methods in the context of crisis management of enterprise is a promising area for further research. The economic performance of the private company (PС) for the period 2021-2023 is positive, with an acceptable level of profitability. There is a threat of financial risk for the PС due to an increase in the amount of funds raised. At the same time, equity's manoeuvrability is increasing, indicating effective management of financial flows. Despite certain downward trends in the financial condition, the company has a significant margin of safety due to the fact that fixed costs are 21% or more. It follows that the main objective of financial management is to ensure growth in net income and profit, which can be achieved by increasing the production of veterinary drugs, growing sales of feed additives and providing services. Consequently, the most pressing objective of financial management at PC "O.L.KAR.-AgroZooVet-Service" is to enhance revenue generation and align financial flows. Methodology. The article develops methods of financial management of an enterprise, which envisage identification, analysis and development of models of anti-crisis management. Value / Originality. The management of the enterprise of wholesale trade in intermediate products is currently considered one of the most important and complex areas of activity and requires detailed consideration from the point of view of financial activity. The results of financial activity of PC "О.L.KAR.-AgroZooVet-Service" prove its efficiency. However, there is a clear tendency towards a certain complication of the efficiency of work, which is mainly connected with the influence of military events, the crisis state of the economy in general, the divergence of the trends in the price of the company's products and its costs, and fluctuations in the exchange rate. At the same time, the management of the PC conducts a financial policy aimed at development, accumulating profits in its capital and providing the necessary funds for the development of the company's fixed assets. Therefore, measures of anti-crisis management of the enterprise are proposed after calculating the bankruptcy model of the enterprise. Prospects for further research are related to the development of optimal solutions for managing the finances of business entities in Ukraine. Summing up the above, it can be noted that during the analysed period, the financial condition of a private enterprise did not deteriorate significantly: the company makes profits, but the indicators of financial stability and solvency attract special attention. Guided by these instructions and instructions for increasing the level of financial stability and improving financial management, PC "О.L.KAR.-AgroZooVet-Service" will maintain a stable and competitive level of financial and social activity on the market under proper financial management under the management, even in difficult times of martial law in Ukraine.

Objective: to propose anti-sanction and sanction measures based on the analysis of the external and internal environment of the Russian economy and anti-crisis measures implemented by the Russian government.Methods: techniques of abstract-logical method were used, such as analysis, synthesis, deduction, induction, analogy, and forecasting.Results: a critical assessment of anti-crisis measures by other scientists was given; the anti-sanctions plan of the Russian Federation for 2022–2024 was analyzed. As a result of the calculations, the approximate parameters of the budget system expenditures for the realization of the anti-sanctions policy were determined. Prospects, main measures and plans to bring priority sectors of the national economy out of the crisis were assessed. It was found that, despite the success of the antisanctions plan, many of the problems hindering the development of the Russian economy have not yet been solved. The main anti-sanction and sanction measures for the Russian economy development were proposed.Scientific novelty: measures to correct Russia’s anti-sanction and sanction economic policy were proposed: first, those referring to the area of transition to non-obvious, rational, defense-attack and protectionist sanctions economic policy of Russia; second, those for the transition to open, long-term, protectionist and preventive anti-sanction economic policy of the Russian Federation.Practical significance: the proposed measures will weaken the consequences of the sanctions war and lay the foundation for Russia’s economic development in the medium and long term. A systematic approach to the study of anti-sanction and sanction economic policy of Russia will allow other countries (China, first of all) to use the Russian experience of successful counteraction to the sanctions of the US and its allies.

The purpose of the article is to identify the problematic economic and legal aspects of anti-crisis management of the personnel potential of the enterprise in the conditions of strengthening the processes of forced labour migration of the population. The results obtained in the course of the research allow us to ascertain the significant impact on the activities of economic entities of modern challenges and dangers, which cause significant destructive changes in the labour resource management system of enterprises as a result of the threatening increase in the scale of forced labour migration, which exacerbates the shortage of personnel at domestic enterprises. and through the intensification of mobilization measures, which cause the movement of the economically active and highly qualified labour force to the structures of the defence forces and the Armed Forces of Ukraine. The article analyzes the essence, features and interrelationship of the anti-crisis management of the personnel potential of the enterprise with the processes of forced labour migration of the population. It has been established that forced labour migration is a destabilizing factor in enterprise activity and creates prerequisites for the emergence of crisis situations. It has been proven that forced labour migration has a significant negative impact on the formation of labour resources of domestic enterprises, which causes a shortage of highly qualified workers. It was found that the processes of forced labour migration within the regions continue to intensify in Ukraine. In order to overcome crisis situations at the enterprise regarding the management of personnel potential, the most appropriate measures are proposed and substantiated. The model of anti-crisis management of the personnel potential of the enterprise in the conditions of strengthening the processes of forced labour migration of the population is substantiated and proposed. [ABSTRACT FROM AUTHOR]

This article analyzes the theoretical, methodological, and practical aspects of crisis management in enterprises during wartime. It examines the key features of how military conflicts impact the economic stability of enterprises and identifies the main strategies and methods for adapting enterprise activities to extreme conditions. Special attention is given to risk analysis and identifying the most effective approaches to crisis management that can ensure the survival and development of companies in unpredictable circumstances. The practical application of crisis management is examined using the example of «Promin,» a Ukrainian enterprise specializing in the production of electronic components. The article discusses the main strategies and measures implemented to minimize the impact of crisis phenomena and ensure the company’s stable development under uncertain conditions. It is well-founded that the anti-crisis management strategy, focused on improving production processes, optimizing logistics, developing new products, and expanding market presence, provided the company with the opportunity not only to survive in difficult conditions but also to strengthen its competitive advantages. The results of the implemented changes confirm that anti-crisis management is key to ensuring stability and the successful adaptation of the enterprise to dynamic market conditions. [ABSTRACT FROM AUTHOR]

The strategy of overcoming the crisis is still relevant for Ukraine’s economy: diversification, entering new areas of business and trade, and searching for risks and alternatives have become important tasks after the full-scale invasion in 2022 and the declaration of martial law. The purpose of this study was to investigate the features of diversification of trading activities in crisis conditions on the example of Ukraine. Using the method of statistical analysis, the most effective and popular methods of risk distribution and features of Ukrainian crisis management were identified. The study proved the effectiveness of such diversification measures as the transition of sales to online formats, the use of postal and courier delivery services, duplication of export routes in the process of developing supply chains during martial law, and the expansion of the range of private label products by retailers. Separately, statistics on the dynamics of sales of dietary supplements in Ukrainian pharmacy chains were analysed and it was proved that sales of this group of products increased during the crisis. Based on the data obtained and the conclusions, the need to tackle corruption and immediately reform the judiciary and tax systems was proved, as these are the actions expected by the Ukrainian business community. Using the modelling, a model of enterprise diversification was created. The practical significance of the study lies in the publication of systematic information on ways of diversification, which can be useful for representatives of business and the economic block of power

Objectives: to study and forecast the state of the Russian economy after the intensification of the sanctions war and formalization of the Russian anti-sanctions and sanctions economic policy.Methods: the research uses such techniques of abstract-logical method as analysis, synthesis, deduction, induction, analogy, formalization, and forecasting.Results: The main macroeconomic indicators of Russia were analyzed (2006–2023) and forecasted (2024–2025). The impact of sanctions on the negative trends in the development of industries mainly contributing to the Russia’s GDP was assessed. As a result, the author identified the industries that have become drivers of the country’s economic development, as well as those subjected to the most significant pressure as a result of the sanctions. the comparative analysis of indicators allowed us to conclude that the Russian economy as a whole in the medium term coped with the sanctions load better than the world economy with the consequences of the sanction war. Conclusions were made on the results of anti-Russian sanctions and Russia’s response measures. Russia’s sanctions, anti-sanctions and counter-sanctions economic policy was formalized.Scientific novelty: the concepts of “sanctions economic policy”, “anti-sanctions economic policy”, “counter-sanctions economic policy”, “sanctions policy”, “anti-sanctions policy”, “counter-sanctions policy” were clarified. The main goals of sanctions and anti-sanctions economic policy of Russia were revealed. The principles of Russia’s sanctions and anti-sanctions policy were supplemented. It was shown that the Russian sanctions economic policy is open, rational, protective and protectionist. It was found that Russia’s anti-sanctions economic policy is highly politicized, medium-term and protectionist. The main directions of development of anti-sanctions and sanctions economic policy of Russia were outlined.Practical significance: the obtained results will allow understanding the essence, causes and processes in the management of the Russia’s sanctions and anti-sanctions activity, predicting its results more accurately, and determining measures to correct the anti-sanctions and sanctions policy of the Russian Federation.

The article developed and tested methodological principles for evaluating the effectiveness of investing in resource-saving measures as a tool of anti-crisis financial management at enterprises. It is planned to carry out such an assessment by forecasting the values of the proposed indicator of the depth of the financial crisis at enterprises. The calculation of this indicator is based on comparing the minimum acceptable value of the financial result of the company's activity for the fulfillment of debt obligations with the actual value of such a result. The application of the proposed indicator makes it possible, among other things, to carry out a qualitative gradation of the depth of the financial crisis at enterprises by distinguishing them into six classes depending on the value of the indicator of this depth. At the same time, four of these classes refer to business entities already in a state of financial crisis or with signs of the possibility of approaching this state. Accordingly, by assessing the forecast or actual change in the number of such enterprises after they implemented resource conservation investment projects, it is possible to establish the effectiveness of investing in resource conservation measures as a tool of anti-crisis financial management at enterprises. To correctly calculate the predictive value of the indicator of the depth of the financial crisis at the enterprise, among other things, the simulation of this indicator was carried out. Such modeling provided, in particular, an opportunity to better understand the mechanism of influence of several factors on the value of the indicator of the depth of the financial crisis. It was established that the main factors include the structure of sources of financing resource-saving investment projects, the length of the crediting period, the capital intensity of products, and the share of expenses related to the consumption of specific production resources, etc. Based on the conducted theoretical studies, a method was developed for evaluating the effectiveness of investments in resource-saving measures as a tool of anti-crisis financial management at enterprises. This method was successfully tested on a sample of enterprises that belong to three industries and are characterized by a significant share of loan capital in the structure of asset financing sources. The results of the empirical analysis showed that implementing energy-saving projects at the studied enterprises will significantly reduce the number of enterprises in a crisis or pre-crisis state. It was also proven that the forecast value of the indicator of the depth of the financial crisis after the implementation of energy-saving projects decreases with an increase in the crediting period and the initial share of costs for the purchase of energy resources. However, the value of this indicator increases with an increase in the capital intensity of the enterprises' products and the share of loan financing of the corresponding energy-saving projects.

The purpose of the article is to identify the problematic economic and legal aspects of anti-crisis management of the personnel potential of the enterprise in the conditions of strengthening the processes of forced labour migration of the population. The results obtained in the course of the research allow us to ascertain the significant impact on the activities of economic entities of modern challenges and dangers, which cause significant destructive changes in the labour resource management system of enterprises as a result of the threatening increase in the scale of forced labour migration, which exacerbates the shortage of personnel at domestic enterprises. and through the intensification of mobilization measures, which cause the movement of the economically active and highly qualified labour force to the structures of the defence forces and the Armed Forces of Ukraine. The article analyzes the essence, features and interrelationship of the anti-crisis management of the personnel potential of the enterprise with the processes of forced labour migration of the population. It has been established that forced labour migration is a destabilizing factor in enterprise activity and creates prerequisites for the emergence of crisis situations. It has been proven that forced labour migration has a significant negative impact on the formation of labour resources of domestic enterprises, which causes a shortage of highly qualified workers. It was found that the processes of forced labour migration within the regions continue to intensify in Ukraine. In order to overcome crisis situations at the enterprise regarding the management of personnel potential, the most appropriate measures are proposed and substantiated. The model of anti-crisis management of the personnel potential of the enterprise in the conditions of strengthening the processes of forced labour migration of the population is substantiated and proposed.

The article is concerned with defining the essence of the concept of anti-crisis management and crisis in general. The correct definition of the essence of anti-crisis management allows you to create a system of the most effective methods of counteracting and preventing a anti-crisis. This study examines the causes of the economic crisis, consisting of two levels: objective and subjective, external and internal. The article defines the essence of anti-crisis management in accordance with the principles, and the system of anti-crisis management, which is used by the subjects of management. A general description of the main methods of anti-crisis management of enterprise is provided. It is noted that systematization and definition of the content of these methods contributes to the expansion of the capabilities of enterprises to prevent and neutralize crisis phenomena in their activities. The following principles on which the anti-crisis management system is based are analyzed: early diagnosis of crisis phenomena; urgency of response to crisis phenomena; adequacy of enterprises’ response to the level of real threat; full realization of the internal possibilities of the enterprise’s recovery from the crisis. Methods of diagnostics of anti-crisis management are considered, which are as follows: monitoring of the external environment; system analysis of factors that indicate possible changes in the state and competitive position of the enterprise; audit of the financial situation; analysis of the company’s lending policy and debt; risk identification; assessment of the current state of the enterprise and forecasting possible states in the future. In the aspect of anti-crisis management, strategy is understood as a model of actions necessary to achieve the set goal based on the coordination and allocation of the company’s resources. Within the framework of anti-crisis management, the following types of enterprise development strategies have been chosen: strategy of concentrated growth; integrated growth strategy; diversified growth strategy; production reduction strategy, or liquidation strategy.

The article presents the developed information and analytical platform for working capital management according to the methodology of a systematic approach, considering the specifics of textile production and modern requirements of preventive crisis management. The project is presented, and an effective algorithm for preventive crisis management of working capital is adapted on the basis of an information and analytical environment using progressive analysis techniques. The author’s approach is presented to the regulation of the analytical information formation in the designated block of anti-crisis management, integrated into the analytical environment of the enterprise through the interrelations and interdependencies of quantitative and qualitative parameters of the use efficiency of working capital. The anti-crisis management project of organization working capital on the basis of a systematic approach allowed to identify the disproportions of individual parameters of the efficiency of working capital management, typical financial problems associated with a high level of operational, including production and financial cycles, which together poses a real threat to the sustainable development of the enterprise (innovation, investment, market and financial stability of development). In addition, due to this project, it became possible to develop a set of interrelated measures to improve the efficiency of working capital management in the format of optimization tasks in the stocks’ regulation of raw materials, finished products, accounts receivable. The results of the analytical study indicate the need to use innovative approaches to managing the turnover of working capital in the production and financial cycles with access to high-margin design solutions for the sustainable development of the enterprise.

Objective: to study the packages of anti-Russian sanctions, to analyze measures to counteract sanctions, and to formalize the current and future sanctions policy of Great Britain, the USA, and the EU.Methods: the author uses such techniques of abstract-logical method as analysis, synthesis, deduction, induction, analogy, formalization, and forecasting.Results: based on the analysis of scientific literature, as well as opinions of experts and officials, three main approaches to the assessment of Russia’s sanctions policy were identified: macroeconomic, sectoral and regional. The packages of anti-Russian sanctions and counter-sanctions by Russia in chronological order were assessed. The effectiveness of anti-Russian sanctions in terms of their impact on the Russian economy was assessed. Current trends in the sanctions policy of the UK, the US and the EU were revealed. The following questions were answered: who is the main objective of the sanctions (Russia or the EU); whether China will be drawn into the sanctions war; whether the official objectives of anti-Russian sanctions will be achieved; and whether the strengthening of sanctions will lead to a hot geopolitical conflict. The prerequisites and motives for the EU entry into the sanctions war were determined; the influence of the EU economic problems on the duration of the sanctions war was revealed. Scenarios for the development of the EU relations with Russia were constructed and the terms of the sanctions war unleashed by the United States were predicted.Scientific novelty: it was determined that the anti-Russian sanctions after their fifth package became in many respects demonstrative. The situational response of the Russian authorities to the sanctions was large-scale, corresponded to the current situation, was carried out thoughtfully and effectively. It was revealed that the focus of the UK and the US sanctions shifted to the EU, as well as the prerequisites of the EU-China conflict. It was found that if the sanctions policy intensity is maintained, the EU economy may significantly degrade in the next 10-15 years.Practical significance: the given data and conclusions may help in formalization and correction of sanctions and antisanctions economic policy of Russia.

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The article developed and tested methodological principles for evaluating the effectiveness of investing in resource-saving measures as a tool of anti-crisis financial management at enterprises. It is planned to carry out such an assessment by forecasting the values of the proposed indicator of the depth of the financial crisis at enterprises. The calculation of this indicator is based on comparing the minimum acceptable value of the financial result of the company's activity for the fulfillment of debt obligations with the actual value of such a result. The application of the proposed indicator makes it possible, among other things, to carry out a qualitative gradation of the depth of the financial crisis at enterprises by distinguishing them into six classes depending on the value of the indicator of this depth. At the same time, four of these classes refer to business entities already in a state of financial crisis or with signs of the possibility of approaching this state. Accordingly, by assessing the forecast or actual change in the number of such enterprises after they implemented resource conservation investment projects, it is possible to establish the effectiveness of investing in resource conservation measures as a tool of anti-crisis financial management at enterprises. To correctly calculate the predictive value of the indicator of the depth of the financial crisis at the enterprise, among other things, the simulation of this indicator was carried out. Such modeling provided, in particular, an opportunity to better understand the mechanism of influence of several factors on the value of the indicator of the depth of the financial crisis. It was established that the main factors include the structure of sources of financing resource-saving investment projects, the length of the crediting period, the capital intensity of products, and the share of expenses related to the consumption of specific production resources, etc. Based on the conducted theoretical studies, a method was developed for evaluating the effectiveness of investments in resource-saving measures as a tool of anti-crisis financial management at enterprises. This method was successfully tested on a sample of enterprises that belong to three industries and are characterized by a significant share of loan capital in the structure of asset financing sources. The results of the empirical analysis showed that implementing energy-saving projects at the studied enterprises will significantly reduce the number of enterprises in a crisis or pre-crisis state. It was also proven that the forecast value of the indicator of the depth of the financial crisis after the implementation of energy-saving projects decreases with an increase in the crediting period and the initial share of costs for the purchase of energy resources. However, the value of this indicator increases with an increase in the capital intensity of the enterprises' products and the share of loan financing of the corresponding energy-saving projects [ABSTRACT FROM AUTHOR]

"Small" kinds of industrial businesses occupy certain positions in the economic system of the Russian Federation; however, the influence of small and medium-sized businesses on the national economic system and especially large-scale industry is behind the indicators of advanced countries. The article examines the features of the functioning of small and medium-sized enterprises in the Russian industry, specifically the prevalence of b2b operations (business-to-business) and the possibility of their adaptation to crisis phenomena in the economy based on assessment of changes in economic potential, the results of economic activity, and the effectiveness of anti-crisis measures. The authors believe that for small and medium-sized industrial enterprises of Russia overcoming economic crisis phenomena contributes to the establishment of stable economic ties in the future and achievement of competitive advantages. [ABSTRACT FROM AUTHOR]

The purpose of the article is to study the system methodology and situational approach to the study of the crisis state of an agricultural enterprise, to analyse the theory and practice of anti-crisis management, to improve the mechanism of adaptation of an agricultural enterprise to crisis phenomena, and to propose effective anti-crisis management tools. The methodological basis of the study was a synthesis of the results of applied research in economics, scientific works of domestic and foreign scientists, which highlighted the basic theories of competitive advantage, competitiveness and marketing management. Results. The results of the research together solve an important scientific and practical problem – the formation of a marketing system of anti-crisis management in the conditions of transformational economy. This system is strategic in nature and reflects the significant influence of social factors, risks and conditions of uncertainty. In the course of the study, a number of circumstances were identified that determine the negative and positive consequences of the crisis, as well as the conditions for overcoming it, without which it is difficult to objectively determine the probable losses and forecast possible options for the development of the enterprise. Practical results. To overcome the crisis, the company can take various measures, such as restructuring, financial reorganisation, strategic planning, changes in management structure, development of new products, marketing measures, etc. It is important to respond to the signs of the crisis in a timely manner and to manage the situation effectively in order to ensure the sustainable functioning of the company under difficult conditions. At the same time, the role of marketing activities in the anti-crisis management system is crucial. The task of marketing activities is to promote constant adaptation to changes in environmental factors and the company's operating conditions. Taking into account the modern development of the market economy, financial instability and the company's solvency, the effective organisation of a complex anti-crisis management system is of key importance. Value/Originality. Anti-crisis management is considered as a system of managerial actions and decisions in the conditions of transformation of the socio-economic system. These actions are aimed at diagnosis, prevention, elimination of crisis phenomena and neutralisation of their effects and consequences in the future.

The development of banking meets crisis situations which due to social role and the specificity of functions requires a specific method of management as well as measures to prevent crises. The need to develop anti-crisis management occurs at the time of planning banking activities and relates to the specifics of the banking sector. In modern relations the unstable and changing economic situation is prone to constant changes, and as a rule, the inability to quickly adapt to these conditions creates a crisis situation in a bank which turns into a crisis state and becomes a risk for bank existence and requires the immediate implementation of measures for financial recovery . The article considers the concepts of crisis, banking crisis, anti-crisis banking management, provides a primary assessment of anti-crisis measures that are used in domestic banking practice in emergency situations, suggests directions for further work in anti-crisis management to prevent the consequences of a banking crisis at the current stage. It has been found that the banking crisis can be studied as a crisis of a separate banking institution or as a crisis of the entire banking system. The causes of crises have been clarified, the classification of which has been supplemented by a separate group of factors of emergency situations, since they require a more detailed study and the development of appropriate anti-crisis measures to overcome their consequences. It has been determined that anti-crisis management is carried out at different stages and with different goals: in normal conditions of bank functioning - with the aim of preventing a crisis, in crisis conditions - with the aim of overcoming its negative consequences.

The aim of the article is to substantiate the functionality and ways to modernize early warning systems in banks as an instrument for anti-crisis management. It is proved that banking crises at the macro and micro levels are identified by: bank runs (banking panic), growth of interest rates on deposits and loans; provision of the State financial assistance to banks to avoid a systemic crisis; reorganization and restructuring in the banking system. It is proposed to consider early warning systems as an aggregate of methods and models that allow to identify potential and real signs of crisis phenomena in banks at the macro and micro levels, and to develop preventive measures of anti-crisis management at the early stages of manifestation. It is noted that the creation of an early warning model is a sequential process that includes three stages: preliminary modeling, modeling, and post-modeling. Such actions are directed towards defining the goals and objectives of the model, evaluating the model, and substantiating the initial representativeness of the model. An approach to systematization of early warning indicators with their division into external and internal ones has been developed. External indicators include: insufficient level of capitalization and profitability, high share of non-performing loans, banking risks, unsatisfactory asset quality, bank runs, imbalance of assets and liabilities in terms of amounts and terms, liquidity problems, and others. Internal indicators are as follows: low level of capitalization, quality of assets of an individual institution, deposit potential, liquidity, profitability, spread, etc. Approaches to improving early warning systems have been developed by modernizing them on the basis of artificial intelligence. An anti-crisis management instrumentarium in banks has been proposed, depending on the type and depth of the crisis. The instruments are systematized into non-market ones, which include emergency measures, restrictions on banking competition and the scope of activity, and market instruments – financial, operational and structural. Prospects for further research are the development of indicators for assessing the depth of the crisis at the macro and micro levels along with determining its level, substantiating strategic and tactical methods of anti-crisis management.

The development of risk management at enterprises in Ukraine is a young and insufficiently studied phenomenon. The high importance of timely detection, assessment and risk reduction activities are being more and more important in the period of economic instability. The new conditions in which shipping companies operate make it necessary to investigate the implementation of risk management, to determine models of its application at certain stages of the enterprise’s existence. Risk management issues are considered as an integral part of the company’s management system. They are organically integrated, starting from the company’s philosophy, its policies, and ending with business plans and day-to-day activities. Anticipated determination of types and characteristics of possible risks, timely control of risk situations at an enterprise contributes to clear definitions of systemic actions that have a positive impact on the financial and economic stability of enterprises, helps to specify the choice and substantiate rational decisions based on the adaptation of modern risk management models.

This study aims to determine the effectiveness of Kazakhstan’s public policy during the pandemic related to healthcare, education, and the financial situation of the population by assessing the population’s quality of life (QoL). The study proceeded from the assumption that the effectiveness of state measures can be assessed through the manifestation of citizens’ reaction to the ongoing public policy, i.e., satisfaction with its results. The source base was the Bureau of National Statistics and the Adilet information and legal base covering 2020–2021. During the pandemic, the population’s satisfaction with their material provision, health, education, and living conditions decreased but not critically. The population’s QoL in Kazakhstan is satisfactory. Satisfaction among rural residents with their life (70.7%) and conditions (63.7%) is higher than among urban residents (56.1% and 49.8%, respectively). One-third of the population reported improved well-being and only 6.5% reported a deterioration. The high number of citizens satisfied with their QoL indicates the effectiveness of Kazakhstani public policy. It is the result not only of the implementation of temporary anti-crisis measures of government through program, organizational, and economic mechanisms during the pandemic but systematic work on modernization of the social, medical, and educational systems from 2019. The practical value of the study is the development of recommendations for the development of public policy in the field of improving QoL and the development of anti-crisis management in Kazakhstan. AcknowledgmentsThis study is supported by the Science Committee of the Ministry of Education and Science of the Republic of Kazakhstan (targeted funding program BR10965247 “Study of factors, features and dynamics of demographic processes, migration, urbanization in Kazakhstan, development of digital maps and forecasts”).

This paper conducts a comprehensive theoretical exploration of the anti-crisis management mechanism within the context of local governance, with a specific focus on the integration of digital solutions. Theoretical underpinnings of "crisis" and "anti-crisis management" are expounded upon and synthesized, defining "crisis" as a transformative process that marks a pivotal juncture in system development, entailing irreversible changes. "Anti-crisis management" is considered a multifaceted concept encompassing systemic, process-oriented, and mechanistic dimensions. The examination of local-level crisis phenomena underscores the imperative for effective anti-crisis management aimed at stabilizing regional conditions and devising strategies to mitigate crisis risks. In this context, local-level anti-crisis management is characterized as "a comprehensive system of measures for diagnosing, preventing, neutralizing, and surmounting regional crises". To inform strategic decision-making for anti-crisis management, an in-depth analysis of local budget revenues and expenditures is conducted, serving as the foundation for judicious tool selection in crisis mitigation. Emphasizing a critical assessment of core concepts and the intricacies of anti-crisis management mechanisms, the paper delineates key objectives for its implementation at the regional level. With regional development as the focal point of anti-crisis management, this paper explores the applicability of digital tools for crisis regulation. However, these findings underscore the paramount importance of tailoring these mechanisms to the unique characteristics and latent potential of each region. The paper concludes with a comprehensive assessment of the efficacy of city budget fund utilization and proposes an approach to optimize the allocation and structure of local budget expenditures by incorporating digital elements to enhance decision-making and crisis response. [ABSTRACT FROM AUTHOR]

Against the background of crisis phenomena that penetrated into all spheres of society, it is necessary to develop new approaches to managing the activities of health care institutions. The life cycle of each medical institution necessarily involves a stage of decline, which is marked by a crisis, the manifestation of which is a violation of sustainable activity, a decrease in economic indicators, an increase in the number of complaints from patients, difficulties in solving issues related to preserving and strengthening health, the formation of contradictions in the team, violations coherence in the activities of the health care institution. On the one hand, the crisis causes problems, but on the other hand, it creates new opportunities for the medical institution, which boils down to the formation of a more effective organizational management system, the selection of the most qualified employees, optimizes costs, helps to improve performance indicators and, in addition, the institution's competitiveness on the medical market services Because of this, the implementation of the concepts of sustainable development during the realization of the tasks of anti-crisis management in the medical field is one of the main tasks of today. In order to guarantee the stable development of the medical field against the background of global challenges, a systematic review of the strategy and tactics of anti-crisis management in health care institutions is required. The goal of the work. Disclosure of the peculiarities of anti-crisis management in health care institutions in modern conditions. Methods. Generalization, systematization, systematic, logical, dialectical, analytical. Results. The essence of the concept of "anti-crisis management in health care institutions" is revealed, as well as its purpose, tasks, functions and principles are defined. [ABSTRACT FROM AUTHOR]

In the conditions of great turbulence in the national financial market, caused first by the coronavirus and later by the Russian invasion, a particularly important task today is the stable functioning of the banking system, which is the lifeblood of the economy. In this context, an important task is to accumulate the efforts of the National Bank and commercial banks to improve the system of anti-crisis measures to ensure the stable operation of the banking sector and the economy in general. The article is devoted to the development of methodological tools for anti-crisis management in the banking sector of the domestic economy. For this purpose, a model of anti-crisis management in the banking sector of the Ukrainian economy is proposed, which is based on forecasting the sustainable development of the banking sector by distinguishing its three main states: unbalanced, minimally organized and maximally organized. The three-dimensional model of anti-crisis management in the banking sector makes it possible to clearly show the cyclical nature of its development. The study identified and substantiated the main directions of optimization of development and regulation of internal factors of stability of the banking sector of Ukraine. A structural and logical diagram of the anti-crisis management model is proposed, which provides for the implementation of measures of anti-crisis regulation of the banking sector by performing a certain sequence of management actions. The article also defines tasks aimed at implementing a program of measures to increase the competitiveness of the banking sector of Ukraine. The considered measures for maintaining stability and ensuring stable functioning of the banking sector and increasing trust in it are the most important prerequisites for financial and macroeconomic stabilization. [ABSTRACT FROM AUTHOR]

The article examines the peculiarities of state of war has the greatest impact on the ability of enterprises to develop and, in general, to remain competitive and profitable.The importance of state support has been proven by many factors, as entrepreneurs have received new challenges facing a large number of problems, in particular: the lack of a sufficient number of solvent customers in the domestic market, the unpredictability of the development of the situation in Ukraine; lack of sufficient capital; unavailability of credit funds; disruption of supply chains; inefficient, long and expensive logistics; personnel problems and others. At the same time, the impossibility of long-term planning by entrepreneurs is negative. The purpose of the article. Study of directions and instruments of state support for business entities, and their influence on the adoption of anti-crisis measures in the activities of entrepreneurs in modern conditions. The methods used in the research process: the work uses the method of analysis, generalization, and deduction. Results of the work: The main tasks and directions of state support of business entities in modern conditions have been established. The main problems of their development during the period of martial law are analyzed.

The purpose of the article is to study the main methods and indicators of comprehensive assessment of the effectiveness of marketing activities (profit, market share, sales volume, etc.), as well as to generalise typical marketing solutions in crisis conditions. The methodological basis of the study was a synthesis of the results of applied research in economics, scientific works of domestic and foreign scientists, which highlighted the basic theories of competitive advantage, competitiveness and marketing management. As a result of the conducted analysis of management problems in the sphere of marketing activity of an organisation, the article marks out the role of the information base for making sound management decisions. The article identifies the areas of comprehensive analysis, namely: study of the market situation, competitive environment, consumer behaviour, macro- and micro-environmental factors. Practical results. Special attention is paid to the complex interaction of marketing and management tools at enterprises in crisis conditions, and if the goal of managing an organisation is to make effective decisions, then the goal of marketing as a business philosophy is the formation of solutions adequate to external conditions, which is especially important during the negative impact of crisis phenomena. The need for the company to use the Internet resource, which allows to establish relations with customers at significantly lower costs, has been justified. Value/originality. A systematisation of typical marketing solutions was carried out depending on the periods of crisis development. Three ways of optimising product promotion costs are proposed. A complex of factors such as: features of the company's mission are highlighted; results of strategic planning; features of the company's marketing strategy; factors of the company's external marketing environment; factors of the company's internal marketing environment, which must be taken into account when making anti-crisis marketing decisions.

With the invasion of russian troops on the territory of Ukraine, the NBU faced the task of preventing the depreciation of the national currency, avoiding panic, and ensuring the stability of the banking system. This was achieved, in particular, due to anti-crisis monetary measures. The regulator was promptly making the necessary decisions, the review of which and the assessment of their effectiveness in the paradigm of the economy of war this study is devoted to. The set of tools of anti-crisis monetary management, prerequisites, factors and features of their application in the conditions of a fullscale military invasion are reviewed. A comparative-dynamic analysis of the main monetary indicators was conducted, which showed their manageability and relative stability. It’s proved that the main inflationary trend in Ukraine is characterized by uncertainty, formed under the influence of non-monetary factors of a subjective nature, which are outside the influence of monetary policy. These and other non-market factors provoked a reduction in international reserves and instability in the foreign exchange market. NBU reacted by introducing pre-emptive currency restrictions. It was determined that in order to avoid panic in the foreign exchange market, the NBU made such important and prompt decisions as fixing the exchange rate, introducing the necessary restrictions on the purchase of foreign currency and cross-border currency transactions, restricting withdrawal of funds from foreign currency accounts, providing the possibility of exchanging cash hryvnias abroad. To avoid uncontrolled devaluation and capital outflow, the NBU supported the foreign exchange market with interventions. Anti-crisis measures aimed at maintaining the liquidity of the banking system were analysed, including operations with certificates of deposit and government bonds, which in the conditions of martial law don't always achieve the goals of ensuring financial stability. These and other measures helped the regulator maintain the banking system's overall stability and uninterrupted operation. [ABSTRACT FROM AUTHOR]

Enterprises, like individuals, and the state as a whole form monetary funds. Business cash is the part of your cash that is earmarked for a specific purpose. Monetary funds include the statutory fund, employee compensation fund, reserve fund, depreciation fund, etc. Enterprises form cash funds for financial support of operational, financial and investment activities, fulfillment of obligations to the state and contractors, etc. The correct organization of the process of formation of cash funds makes it possible to effectively manage the cash flows of enterprises, make optimal financial decisions, and increase the profitability of economic activity. A necessary condition for this is the analysis of financial information contained in accounting and statistical reporting in business contracts, settlement, payment and other documents. For the most part, one of the leading subsystems of the financial system of the state, the finances of business structures have their own specifics of organization and performance of their inherent functions. A mandatory element of Ukraine's transition to market relations is the formation of new business structures and the privatization of enterprises. The history of crises in general shows us that the study of crisis management cannot be tied to a specific civilization or era, especially when humanity has witnessed numerous and complex environmental, political, economic and military crises. In addition, some problems and complex questions of our time have their roots in history. Thus, many geopolitical crises today are the result of old causes. The article examines both the definition of the essential and substantive characteristics of the concept of crisis management, as well as the model of crisis management at the enterprise and the diagnosis of the probability of bankruptcy, solving the problems of the enterprise's development in the conditions of the transition to the market.

The main purpose of the article is to model the main stages of the implementation of anticrisis management in an engineering enterprise that has a crisis situation. The object of the study is the system of anti-crisis management and business in the engineering sector of the economy. The research methodology involves the use of modern modeling methods that contribute to the achievement of the goals. In particular, the basis is the technique of modeling control processes using functional-graphic elements. As a result, we have chosen a concretely operating engineering enterprise that has crisis signs of development and requires the use of an anti-crisis enterprise. The elements of novelty of the obtained results of the study are presented in the form of established models for overcoming a crisis situation due to the use of anti-crisis management measures. The study is limited by targeting only one engineering enterprise. In the future, it's need to expand the scope of the study in future research work, so that the results can be more generally applicable. Further research needs to expand the application of the methodological approach. [ABSTRACT FROM AUTHOR]

The article defines the main factors that have a negative influence on economic development of entities at present situation, and outlines the signs of the enterprise crisis state, which make it necessary to use the levers of anti-crisis management. The company’s exit from the crisis state is impossible to provide a wellformed system of crisis management, which provides: timely solution of enterprise problems, stabilization of unstable situation and elimination of negative factors, minimization of losses and lost opportunities of the enterprise, preventive crisis management, in-crisis management, management of crisis exit procedures, management of the enterprise operation and management of the enterprise development. The principles of a wellformed system of anti-crisis management are defined. The essence, functional purpose and algorithm of business analysis of organization activity under crisis conditions are revealed; the main vectors of business analysis development are investigated; the most common variants of classification of software products for business analysis are considered. In recent years in all areas of the world economy, the trend of transition to the era of the fifth scientific and technical revolution based on information technologies and artificial intelligence is clearly observed. That is why the issue of information technologies application in business analysis of organizations’ activity in crisis conditions is extremely important. Anti-crisis management provides management of enterprise architecture, strategic planning and analysis, formation of CRM-system, technical design, planning and implementation of measures ensuring product quality and competitiveness, object management in general and much more. Business analysis is always present in ensuring the effectiveness of the company’s activities. In the scientific literature and in business practice, four fundamentally interrelated types of business analytics are generally distinguished: descriptive, diagnostic, predictive and prescriptive. In business analysis, the following main categories of functions are mandatory: possibility of integration, information representation, data analysis, modelling, forecasting, forming of the map of indicators. In organization’s management the implementation of strategic decisions through categories like unity, coherence and internal consistency, where CRM-system forms effective tools of human resources management, task definition and control, data collection and analysis, support of all stages of sale process, construction, service, internal communications and other is effective. ERP-system – increases efficiency of planning resources process of the organization, helps you to control internal processes and make important business decisions in real-time. The most up-to-date and demanded software products for business analysis can be attributed: Qlik Sense, Qlik View, Naumen Servise Desk, MicrosoftStrategy Analytics, Roistat, GetReport, PlanFakt, Seenece, Business Scanner, Tibco Spotfire, SAP BusinessObjects, Finoko, IBM Cognos Busines Interlligence, Power BI, SAP Lumara. During their development information and analytical technologies have changed configuration of business analysis, making it an instrument for creating information content. [ABSTRACT FROM AUTHOR]

The article analyzes various approaches to defining the concept of anti-crisis management, in which anti-crisis management is interpreted as a set of measures of the state (anti-crisis management at the macro level) and the management of a specific financial institution (anti-crisis management at the micro level). The data on the change in macroeconomic indicators of the world's leading economies and the risks to the global economy provoked by russia's full-scale war against Ukraine are collected and systematized. The current state of the world economy, the processes that the full-scale invasion initiated in it, the magnitude of the growth of energy prices, interest rates, inflation rates in the context of the world's largest economies, macroeconomic indicators of Ukraine, namely the scale of the collapse of the Ukrainian economy as a result of the war, the dynamics of GDP, inflation, and the forecast dynamics of the inflation rate are studied. The author assesses the current state of the insurance market, the approximate amount of its losses, the main indicators of insurers' activities, such as the volume of insurance premiums, insurance payments, the level of payments, the level of reinsurance, changes in the structure of the insurance portfolio of insurers, the unprofitability or profitability of a particular type of insurance, and the impact of global economic processes on the insurance market of Ukraine. The author analyzes the feasibility of taking anti-crisis management measures at the level of legislation, state regulation, control and supervision, management of insurance, investment and financial activities of Ukrainian insurers. The author examines the operational measures taken by the management of domestic insurance market participants in the first days of the war to reduce the impact of the most catastrophic threats to the financial condition of companies, life and health of their employees, etc. The author provides a list of the main anti-crisis management strategies for restoring the economic potential of insurers and analyzes the ways to reduce the impact of a full-scale invasion of the insurance market and restore the insurance market, and the measures taken by insurers today to adapt the activities of insurance companies in wartime. [ABSTRACT FROM AUTHOR]

With the invasion of russian troops on the territory of Ukraine, the NBU faced the task of preventing the depreciation of the national currency, avoiding panic, and ensuring the stability of the banking system. This was achieved, in particular, due to anti-crisis monetary measures. The regulator was promptly making the necessary decisions, the review of which and the assessment of their effectiveness in the paradigm of the economy of war this study is devoted to. The set of tools of anti-crisis monetary management, prerequisites, factors and features of their application in the conditions of a full-scale military invasion are reviewed. A comparative-dynamic analysis of the main monetary indicators was conducted, which showed their manageability and relative stability. It’s proved that the main inflationary trend in Ukraine is characterized by uncertainty, formed under the influence of non-monetary factors of a subjective nature, which are outside the influence of monetary policy. These and other non-market factors provoked a reduction in international reserves and instability in the foreign exchange market. NBU reacted by introducing pre-emptive currency restrictions. It was determined that in order to avoid panic in the foreign exchange market, the NBU made such important and prompt decisions as fixing the exchange rate, introducing the necessary restrictions on the purchase of foreign currency and cross-border currency transactions, restricting withdrawal of funds from foreign currency accounts, providing the possibility of exchanging cash hryvnias abroad. To avoid uncontrolled devaluation and capital outflow, the NBU supported the foreign exchange market with interventions. Anti-crisis measures aimed at maintaining the liquidity of the banking system were analysed, including operations with certificates of deposit and government bonds, which in the conditions of martial law don't always achieve the goals of ensuring financial stability. These and other measures helped the regulator maintain the banking system's overall stability and uninterrupted operation.

Due to the current geopolitical and economic threats (meaning the Russia-Ukraine war), the analysis of the issue of food supply to the population of Georgia is quite actual. The most important thing is to fully utilize the production potential of the existing agri-food products, use them efficiently and calculate the country's supply channels correctly. It is noteworthy that the diversification of pre-existing import and export markets is necessary and feasible, and also, anti-crisis management issues are definitely applicable when addressing the country's food supply issues. Defined and known to our country by the Statistics Service of Georgia, the main food products of strategic importance, which are necessary for the human body, are: wheat, corn, potatoes, vegetables, meat, milk and dairy products, eggs. Analysis of data on these high nutritional value products reveals that the state has a lot to do to meet the needs of the population in the face of existing challenges. According to the Food and Agriculture Organization of the United Nations (FAO), food security can be measured by self-supply index, which can measure the extent to which a country can meet its local requirements for a given product. The share of food in the consumer basket of Georgia is the highest 30.23%, that is why it is interesting how much the country can provide the population with food products with basic nutritional value. According to the data of 2020-2021, for example, the wheat self-supply ratio of our country did not exceed 15%. Russia is the main importer of wheat in Georgia. Negative impacts as a result of the Russia-Ukraine war, the created deficit, the sanctions imposed on Russia can create problems for the cargo imported from Russia, taking into account all mentioned facts, the need to find new trading partners is on the agenda, from which the possible shortfall will be filled. According to 2021 data, 94% of wheat and 79% of corn were imported from Russia. The same is true for vegetables, whose self-supply rate is 63%. It seems that we can meet the needs of the country with vegetables, but we have to fill 1/3 with imported products. Georgia mainly imports dairy products (milk powder), according to 2021 data, 37% of the total products were imported from Ukraine and Belarus. Ukraine is the third largest importer of eggs and poultry and the second largest importer of meat. When a country is at war, it is natural that the supply chain of products will not be reliable, it is also possible that prices will increase, that is why we need to look for alternative ways of supplying products and alternative suppliers. The impact of hostilities will also be visible on the export of products from our country. Grape products, including wine, have a high rate of local exports. About 60% of these products are exported to Russia, up to 10% to Ukraine and up to 8% to China, while vegetables are also exported to Russia (64%). When such a level of crisis is created in the country, it is necessary for the government to intervene, develop anti-crisis measures and solve the problems in a timely manner. The state should act in 3 main directions: 1. To promote the development of small and medium-sized businesses, to improve the environment, to promote their cooperation, etc., all of which are necessary to reduce the negative consequences of the crisis; 2. Attracting investment to the country, which softens the background of the crisis and allows the country to breathe; 3. Maximum export promotion, the government should be the link between the business and the outside world, which should create all the conditions for the growth of exports. Business has no less role in crisis situations, its main obligation is to bring the country out of crisis. The main tasks of the business are: 1. To become more efficient, to refine the business strategy, the management system and to bring it in line with the decisions. The most important thing for a business is the proper work of each of its links and the perception of what benefits it creates for the society. 2. Improving the quality of the produced product and service, taking into account the needs of the priority customer. In times of crisis, all companies must take care to improve quality, otherwise businesses will not be able to increase exports. 3. To expand foreign contacts, there should be used both private and public opportunities. Taking into consideration all mentioned above, we can conclude that: 1. First of all, it is necessary to use the resources available in the country to improve the country's food supply ratio. 2. Prioritize projects to improve the country's food supply ratio when implementing state business support programs. 3. Search and timely detection of ways to diversify both import and export markets. 4. In the process of managing the state and companies, take into account the issues of anti-crisis management and risk management when making decisions.

The purpose of the article is to study the theoretical approaches of anti-crisis management, to generalise the causes of crisis phenomena of agricultural enterprises, to determine the main components of marketing support in the anti-crisis management system to optimise the "producer-market-consumer" chain in order to avoid and overcome the crisis state of the enterprise. The methodological basis of the study was a synthesis of the results of applied research in economics, scientific works of domestic and foreign scientists, which highlighted the basic theories of competitive advantage, competitiveness and marketing management. Results. The article examines theoretical approaches to crisis management, summarises the causes of crisis phenomena in agricultural enterprises, defines the main components of marketing support in the crisis management system to avoid the vulnerability of the enterprise to crisis phenomena and eliminate their consequences. Practical results. The marketing support of an agricultural enterprise in the anti-crisis management system is necessary because without it the enterprise will not be able to function normally and use its resources productively and profitably. Value/originality. It has been established that the purpose of marketing in anti-crisis management is to ensure the process of production and sale of the most demanded goods on the market, which will bring the greatest benefit to the enterprise and ensure profitable activity. It has been proved that the concept of pre-marketing includes the use of special tools even in the condition of stable development and functioning of the enterprise.

The purpose of this research work is to analyze and identify strategies for improving the anti-crisis management system at Tengizchevroil LLP enterprise. A crisis refers to a situation where an enterprise faces limited capabilities due to various external and internal factors, leading to a decline in solvency and overall financial indicators. During a crisis, many enterprises resort to measures such as asset sales, staff reductions, and layoffs to address the challenges they face. Internal factors contributing to a crisis include organizational inefficiency, an inefficient management system, mass layoffs, production stoppages, and force majeure events, among others. External factors that can lead to a crisis encompass political, economic, social, environmental, natural disasters, financial, and technological aspects. In the event of bankruptcy, the company undergoes liquidation, and the debts owed to creditors are settled. The research work aims to define the concept of a crisis and its role in the socio-economic development of the enterprise while conducting a comprehensive evaluation of the anti-crisis management system at Tengizchevroil LLP. [ABSTRACT FROM AUTHOR]

The article deals with the assessment of economic security by a number of factors that reflect the probability of proxy battle. In recent decades, the number of such acquisitions in Ukraine has increased significantly, which seriously reduces the level of economic security of economic entities both at the microeconomic level, and at the level of sectors of the economy, as well as the entire economic system of the country. The purpose of the study was to determine the possible impact on the economic security of the enterprise (which is proposed to be determined by a multifactor indicator of the attractiveness of enterprises for raiders) factors of financial stability, reputation, business model efficiency and attractiveness to potential buyers. The methods used in the study are as follows: generalization, grouping, systematization, and content analysis (to identify factors that could potentially signal the threat of a hostile acquisition); correlation and regression analysis (to determine from the totality of factors that have the greatest impact on economic security), the method of theoretical generalization (to identify the approaches of various scholars and scientific schools to issues of economic security and raiding); comparative (to determine the state of economic security of the enterprises under study in different years). As a result, the authors propose an integral indicator of the economic security of the enterprise, which makes it possible to identify the potential attractiveness of the enterprise for raiders. It consists of the following components: profitability (determines the effectiveness of the business model), autonomy ratio (determines the financial stability), ownership of real estate in the city center (resale), reputation (delays in fulfilling contractual obligations). Content analysis of economic security factors of enterprises was conducted according to the data on the raiding seizures of Ukrainian enterprises of all industries and activities, and the Economic Security Indicator was created on the basis of materials of Ukrainian construction companies. However, the methodological approach proposed in the article can be used to identify threats to the loss of economic security by enterprises of any sector of the economy, subject to the adaptation of the model to industry specifics. The use of the created indicator cannot replace the full-fledged system of monitoring the economic security of the enterprise and identifying threats to further activities, but it can be used as an indicator of express-diagnostics of economic security of the enterprise and making decisions on in-depth study of economic security to identify adverse factors delight.

Crisis management in today's economic environment is the basis for competitive and efficient operations of any company. Liquidation of unviable companies is a prerequisite for the effective functioning of the market mechanism. Indeed, launching bankruptcy proceedings is much easier than trying to restore the life cycle of an enterprise. However, the practical experience of global companies in overcoming crisis phenomena indicates the formation of a different approach to the development of the crisis process. In order to study the need to apply anti-crisis management mechanisms, the article analyzes the financial and economic condition of Sandora LLC using the methods of Fox, Tafler, Altman and Springate. The calculated data confirm the fact that the specifics of domestic business, inflation rates, tax legislation, general economic and political instability make it impossible to adequately apply foreign bankruptcy forecasting models with reliable results. The peculiarity of anti-crisis management at domestic enterprises is the need to use modern risk management methods, taking into account the timeframe and the impact of external and internal factors. Currently in Ukraine, only large corporations or branches of international companies create special structural units, hire risk managers or high-level managers whose experience and qualifications allow them to manage the company in a crisis situation. Therefore, the use of crisis prevention measures helps to increase the company's competitiveness, and ongoing diagnostics of activities, environmental analysis and identification of possible risks minimize future costs. The most important features of crisis management include the individuality of strategic programs for forecasting and overcoming crisis phenomena at an enterprise, which is primarily related to the individuality of the stages of formation and development of each company, indicators of economic efficiency and mission, the specifics of the management system, as well as the personal qualities, knowledge and experience of managers. In other words, each company should develop an individual crisis management program taking into account the global experience of risk management and the specifics of strategic planning in the short and long term. To evaluate the effectiveness of the crisis management strategy, it is necessary to determine the performance indicators and goals of such management. At the same time, the criteria for determining the effectiveness of the implemented program are purely individual and depend on many factors: the scope of activity, profitability, level of profitability, form of ownership, sales markets, company size, number of employees, etc.

The COVID-19 pandemic, and then the military aggression on the territory of Ukraine, had an extremely negative impact on the development of enterprises in all sectors of the state economy, personally affecting the air transport, which was forced to suspend its activities. The field of aviation services is traditionally characterized by the changing needs of customers, which causes a high degree of probability of dissatisfaction with the range and quality of aviation services provided by both domestic and international airlines. The dynamics of modern life and the business environment, the change in the ratio of work and free time increase the demand of the population for convenient and modern aviation services, putting increasingly high demands on the airlines that provide them to achieve competitive advantages. The main purpose of this study is to identify the place of personnel marketing in the airline's anti-crisis management system. Within the framework of this article, a study of the structural elements of the marketing complex of the enterprise in the field of service provision was carried out; the structural ratio of personnel categories in world civil aviation is determined; the impact of the COVID-19 pandemic on the level of employment in world aviation is analysed; the dynamics of changes in personnel costs in global aviation under the influence of the COVID-19 pandemic are determined; the dynamics of changes in operating income and expenses for social needs of the airline "Ukraine International Airlines" under the influence of a number of crisis phenomena in the world and state economy are analysed. The methodological methods of the conducted research were the following methods: general scientific methods of analysis and synthesis, logical and situational analysis and partial methods specific to economic sciences (subject-object approach, economic and statistical analysis, grouping, comparison and classification). According to the results of the research, the authors proposed an algorithm for the process of bringing the airline out of the crisis, which takes into account the prerequisites that affected the decline in the economic performance of aviation sector enterprises and focuses on the importance of introducing personnel marketing to the anti-crisis management system. The authors recommend applying the proposed model of using personnel marketing in the processes of anti-crisis management of an airline in order to include corporate culture in the system of anti-crisis management of an airline as an important tool that will contribute to the development of the intellectual capital of the company and the generation of new ideas. The results and recommendations of the study have practical value for Ukrainian airlines regarding the integration of personnel marketing into the anti-crisis management system. [ABSTRACT FROM AUTHOR]

The author presents generalized results of the study and theoretical and methodological approaches in anti-crisis management in industrial companies during and after the pandemic. The assessment of the causes and factors of the economic crisis have been analyzed. The article depicts peculiar features of modern institutional transformations which involve decreasing number of business entities accompanied by a shortage of highly qualified labour force in the industry. The author examines alternative scenarios which can be applied during the postcrisis period. When considering these scenarios, he proves that it is essential to take into account fundamental causes of the crisis as well as the ones connected with the functioning mechanism and the motives of economic agents’ behavior.

Objective: to substantiate the feasibility of adopting and developing a research program in the field of crisis management. Methods: general methodological principles of constructing scientific theories, understanding their maturity, differences between the pre-paradigm and paradigm stages of a scientific discipline development, studying their foundations, formulating an understanding of the organizational crisis as maladaptation on the basis of methodological and general principles of the population-ecological sphere in economic research.Results: based on the analysis of scientific literature, the existence of many competing, and sometimes mutually exclusive approaches to the theoretical understanding of the nature of organizational crises is determined. This leads to considering the crisis as an organizational maladaptation, i.e. as a certain loss of a feature of adaptation, adaptability to the occupied population-ecological niche due to internal or external changes.Two approaches are used to diagnose a state of maladaptation (crisis) or an immediate threat of such a state and to plan measures to overcome it. The first one is crisis determinism, focused on identifying and assessing crisis threats and developing measures to overcome them. The second approach focuses on neutralizing the adverse factors, affecting the organization, by mobilizing, first of all, its human resources. This subjective side of management under a crisis is characterized by the concept of intentionality - will, desire, intention to overcome the crisis.Scientific novelty: the two selected approaches to understanding the essence of crisis management serve as the basis for a co-evolutionary method of studying organizational adaptation and prospects for maladaptation. On this basis, a coevolutionary model of the crisis as a maladaptation is proposed. The model is based on the idea of the crisis as a two-phase process: in the first phase, there is a gradual decrease in organizational adaptation under the influence of destructive environmental factors, in the second - an avalanche-like development of the crisis, where the importance of the intentional, subjective aspect of the crisis is especially great. The model implies that the successful overcoming of the crisis means the restoration of the organization’s adaptation to the external environment. If this does not happen, the organization is eliminated by natural selection and the composition of the population changes.Practical significance: the coevolutionary model of crisis can serve as a basis for developing specific recommendations based on a balanced view of the crisis as a process that has a deterministic component (objective cause-effect relations) and an intentional one (subjective factors of crisis management related to skills, abilities and a will to overcome the crisis consequences).

The purpose of the article is to establish the place of marketing in crisis management of the enterprise, to study the role of the main aspects of crisis marketing in modern enterprises; mastering the components of marketing crisis management of enterprises, to avoid the vulnerability of the enterprise to crisis phenomena and eliminate their consequences. The methodological basis of the study was the generalization of the results of applied research in the field of economics, scientific works of domestic and foreign scientists, which highlight the fundamental theories of competitive advantage, competitiveness and marketing management. Results. The article conducts a study on determination of the place of marketing in anti-crisis management of an enterprise, establishes the role of main aspects of anti-crisis marketing at modern enterprises; mastered the mechanism of marketing anti-crisis management of enterprises, the purpose of which is to form a strategy for overcoming the crisis and eliminating the consequences of crisis phenomena. Practical results. Given the constant changes in the environment of their functioning, enterprises should develop marketing programs that provide for measures to be taken to stabilize the market situation and overcome the insolvency crisis. Value/originality. In the understanding of the authors, crisis management should cover all subsystems of enterprise management: operational, technical, financial, and especially strategic, marketing, personnel. In the understanding of the authors, crisis management should cover all subsystems of enterprise management: operational, technical, financial, and especially strategic, marketing, personnel. It is recognized that marketing in crisis management is not just one of the subsystems of the enterprise, but the basis that ensures the sustainability of all its other departments.

Purpose. To study the impact of the crisis on the socio-economic development (SED) of the enterprise and directions of work for the implementation of effective crisis management. To develop a systematic approach to the formation of SED strategy. Methodology. The research required the use of general and special methods of cognition: induction and deduction to substantiate the topic, the purpose of the study and to fi nd unresolved aspects of the problem; content analysis for literature review; system analysis to establish the fact that the main approach to crisis management permanent is monitoring of the crisis; systematic approach to the formation of the SED-strategy of the enterprise as an instrument of ensuring effective crisis management of the enterprise; convergence from the abstract to the concrete to determine the objectives and directions of application of this strategy; induction and deduction to develop the principles of the complex structure of the SED and prove that SED conception is a result of integration of economic, social and ecological components. Findings. It has been established that the impact of the crisis is not permanent. The degree of impact depends on available resources, financial stability and management flexibility. The principles of the complex structure of SED have been developed. It is stated that the concept of SED is the result of the integration of economic, social and environmental components. The directions of realization of the SED of the enterprise on social and economic components have been formulated. The main approach of crisis management is determined – permanent monitoring of indicators and signs of crisis, its relevant assessment and dynamic response to the effects of the crisis. It is established that the cumulative effect of increasing deviations of indicators from their constant level might be the main sign of the crisis. Originality. A systematic approach to the formation of the SED strategy of the enterprise as a tool to ensure effective crisis management has been developed. The main tasks of this strategy are defined. The directions of work of managers for realization of effective anti-crisis management were formulated. Practical value. Approaches to neutralizing the effects of the crisis and ensuring the SED of the enterprise have been developed. [ABSTRACT FROM AUTHOR]

Operating in an unstable market economy environment, enterprises can achieve success in business, provided that a system of economic security is created, focused on predicting possible changes in the internal and external environment using measures. As the speed of changes in the external environment increases, it becomes more and more difficult to predict with a sufficient degree of accuracy the nature of changes, which would allow security actors to respond to them in a timely manner and with the most rational use of available resources. Early identification of a possible change in the level of economic security of an enterprise increases the reaction time to it. However, with the increase in the frequency of possible sudden changes, the degree of their predictability decreases. This means that until the moment of obtaining information sufficient for thoughtful measures, there is a shortage of time for their implementation, which can lead to the realisation of a certain threat in the form of losses or lead to the loss of a profitable economic opportunity. The main purpose of the article is to consider the essence of weak signals, to characterise the process of identifying weak signals, to formulate methodological foundations for the use of antisipative management, to determine the differences between antisipative management and adaptive and anti-crisis management in relation to the process of ensuring the economic security of an enterprise.

The article carries out a comparative analysis of the definitions by scholars on understanding the essence of the concepts of both the crisis and the anti-crisis management of enterprise. As a result of the analysis, it is defined that in the scientific literature there is no single understanding of the essence of these concepts. The publication specifies the features of defining these concepts. The essence of crisis is defined as follows: a turning point in the development of changes; moment of sharp aggravation and impossibility of independent overcoming contradictions; stage of the enterprise’s development cycle; result of damage to internal mechanisms for maintaining adaptability, flexibility and sustainability; moment of resolving the contradictions requiring quick decision-making in terms of scarcity of resources; phase of imbalance of the enterprise’s activities and limited opportunities for the influence on the part of its management; situation in which the economic entity is not able to carry out financial provision of its own economic activity; threats of insolvency and bankruptcy of the enterprise. The essence of anti-crisis management is understood as: system of enterprise management; special, constantly organized management; aggregate of methods, techniques, forms of management; instrument for sustainable operation of the enterprise; management in order to predict a crisis; aggregate of the managerial anti-crisis measures. On basis of the analyzed features of defining, the authors’ own definition of crisis and anti-crisis management is proposed. Also, the article determines the task of anti-crisis management of enterprise at the present stage of economic development, taking into account changes in the external environment.

The article examines the urgent anti-crisis management instruments that characterize immediate (urgent) actions aimed at eliminating or reducing the negative impact of crisis phenomena on the enterprise. For the purpose of their identification, carrying out a comparative analysis is recommended, on the basis of the indicators that provide for assessment according to the following criteria: implementation time (time of accomplishing of operations for implementation of the anti-crisis control instrument, time of one operation for implementation of the anti-crisis management instrument, the level of time for operations for implementation of the anti-crisis management instrument); riskiness (coefficient of possible loss of profitability, Altman’s Z-criterion, indicator of financial sustainability of the enterprise); level of competitiveness (product competitiveness index, assessment of the competitiveness of the enterprise in statistics, multi-factory model of competitiveness); profitability of the enterprise (net profit per 1 UAH of costs for implementation of the anti-crisis management instrument, profitability of products, the level of costs for implementation of the anti-crisis management instrument). In the process of identification of the anti-crisis management instruments, the aggregate of the obtained indicators was carried out according to the results of compliance with the established criterion value using Boolean variables. A scale of values is formed; it is determined that the enterprise’s considering the anti-crisis management instrument as the urgent one should take place on the basis of satisfaction of more than 65% of the signs of compliance with the standards for the indicators expressed in the value of the boolean variable. In the process of practical approbation of the recommended method, the urgent instruments for the anti-crisis management of PJSC «Kontsern Khlibprom» are identified.

It has been proved that capital is a resource that is accumulated and is involved in the processes of reproduction and growth of value through mutual conversion of its various types, which are invested in the creation of assets, which is the total amount of financial resources of enterprises. It has been demonstrated that it is possible to determine the most rational ratio of capital indicators calculated on the basis of factors of influence, risks and practical experience that brings the target capital structure as close as possible to its optimal value. Given that the capital structure affects the market value of the enterprise through the price of capital, the concept of capital structure is studied in the same theoretical complex with the concepts of capital value and market value of the enterprise. The analysis has demonstrated that the first stage of optimizing the financial structure of enterprise’s capital as a specific object of anti-crisis retail business allows to determine the presence or absence of capital volume for a particular business entity. If the answer is positive, the optimization of the ratio of all sources of capital is carried out within this volume. If the available amount of capital is insufficient, it is necessary to find out whether the company has the opportunity to expand it and the sources to accomplish it. The second stage – assessing the capital structure by the criterion of financial stability – is carried out by comparing the actual values of the ratio of the current assets of business entities in retail trade in equity with the “normal” value, where its minimum level is 0.1. The capital structure is assessed during the third stage from the standpoint of the value of capital. Appropriate calculations are made by using the weighted average cost of capital of a business entity. The capital structure is evaluated during the fourth stage in terms of its efficiency. The basis for assessing the structure of capital by the criterion of its effectiveness is the calculation of the effect of financial leverage in previous periods and determining the impact of individual factors (return on assets, weighted average cost of debt, share of debt and equity) on this effect by using the method of chain substitutions regarding the weighted average cost of borrowed capital adjusted for the net operating result of the investment, the value of leased fixed assets, the amount of rent, as well as the share of financial loans, trade payables and long-term credit in the form of leased fixed assets in total borrowed capital. Finally, the target-oriented capital structure is formed during the fifth stage, taking into account the obtained results of optimization according to all the criteria and features of the components of capital and the factors that affect them. The fulfillment of this stage requires a thorough development of specific measures that should allow to form the necessary capital structure of the business entity in retail.

In this material, an attempt is made to form a conceptual approach to the optimal management of the creation of organizational and technological systems in domestic high-tech production within the framework of the implementation of the concepts "Industry 4.0" and "Human 2.0". A retrospective analysis of the economic situation in the country was conducted, which led to a decrease in the pace of its innovative development. The conditions under which it is possible for Ukrainian high-tech enterprises to withstand competition, survive, develop, be in the process of self-improvement, in a state of constant search for new organizational forms of functioning and technologies, new strategies of functioning, new types of products and new areas of application of products are defined. The methods of existence of high-tech enterprises are determined - the concept of survival and the concept of breakthrough. Within the framework of the creation of the latest organizational and technological systems, three basic types of general business strategies are proposed - leadership, differentiation, focusing. For the modern practice of management of innovative production from the point of view of intra-company management, the main characteristics are defined - functional, process, system, elemental. The organizational management of a high-tech enterprise when creating modern organizational and technological systems must take into account the following types of modernization: technological, social, institutional, cultural. At the same time, possible ways of restructuring the enterprise are determined. The vital activity of a high-tech enterprise in the relationship of its business processes and business functions is analyzed. A model of the organization of intra-firm management at a high-tech enterprise is proposed. The optimization of the financial and economic management system of a high-tech enterprise is considered taking into account the complexity of the modern production system, its heterogeneity, the changeability of its elements, structural diversity, and the diversity of connections between them. In general, the change in the goals of high-tech production is reflected in the content of the management concept and management structures, as the range of tasks for economic analysis related to the search for optimal conditions for the manufacture and sale of goods, economic risk assessment, and forecasting the behavior of competitors is expanding. There is a need for infrastructural changes, which are determined by the organization and functioning of special units, which are focused on the system of strategic planning and organizational support of decisions. [ABSTRACT FROM AUTHOR]

In this material, an attempt is made to form a conceptual approach to the optimal management of the creation of organizational and technological systems in domestic high-tech production within the framework of the implementation of the concepts "Industry 4.0" and "Human 2.0". A retrospective analysis of the economic situation in the country was conducted, which led to a decrease in the pace of its innovative development. The conditions under which it is possible for Ukrainian high-tech enterprises to withstand competition, survive, develop, be in the process of self-improvement, in a state of constant search for new organizational forms of functioning and technologies, new strategies of functioning, new types of products and new areas of application of products are defined. [ABSTRACT FROM AUTHOR]

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Purpose: The main aim of this paper is to investigate the present state of anti-crisis management of rural areas under conditions of decentralization (by the example of Ukraine) and to formulate a model of integration of the public, rural communities, business and science on the basis of a public-private partnership. Design/methodology/approach: In this research, we used the following methods: cluster analysis, correlation analysis, economic analysis and forecasting, inductive method. The authors worked out a comprehensive programme-targeted approach to rural areas development based on a public-private partnership. Findings: The main concepts of the topic are considered and the authors’ definition of the concept of “anti-crisis public-private partnership in rural areas” is proposed. Anti-crisis public-private partnership in rural areas is interpreted as a form of anti-crisis cooperation between state, social and private sectors, based on the recognition that all parties benefit from the pooling of resources, innovations and managerial decisions for the purpose of realization of anti-crisis principles and socio-economic development of rural areas. Research limitations/implications: The stages of anti-crisis management of rural areas under conditions of decentralization are developed, which clearly define the directions for structural socio-economic transformations in rural areas. The results are evaluated on a differentiated scale. Based on the results of the research, a model was developed for identifying the crisis situation in rural areas in conditions of decentralization. It takes into account the availability of potential (resource, labour), social, ecological and economic components of the development of territories, the risk factor for crisis and the overall coefficient of decentralization. Originality/value: The model of integration of the public, rural communities, business and science on the basis of public-private partnership is developed. It will allow the development of rural areas, increase the efficiency of agriculture and lead the country out of crisis.

Introduction. Bankruptcy is the most important element of legal regulation of modern market relations. National economy has to be able to predict a potential default in the general system of anti-crisis management. Therefore, it needs advanced techniques and tools of anti-crisis diagnostics for the timely management solutions. Study objects and methods. The analytical information presented in this work is multi-tiered and reflects the all-Russian, industrywide, regional, regional-industry, and corporate levels. The research featured agricultural enterprises of the Kemerovo region. The information underwent three types of formatting: legislative, statistical, and diagnostic. Results and discussion. During the first stage, the authors assessed external factors and trends in individual components of anti-crisis diagnostics in a given economy sector against the background of all-Russian and industry-wide trends. Enterprises appeared sensitive to bankruptcy risk; the trend decreased in 2014–2018. The second stage involved developing of a selective-indicative model for diagnosing insolvency of Russian organizations. The model took into account regional and industrial traits and focuses on large and medium-sized agricultural enterprises in the region. The model selected general indicators from a set of studied parameters, formed from fifty financial ratios presented in twenty-two of the most well-known methods of anti-crisis analysis. Bankruptcy was diagnosed on the basis of preference matrix, according to the criterion of the active use of coefficients in analytical practice. A comparative analysis of bankruptcy criteria and indicators made it possible to define the degree of adequacy of the set of indicators. Four analytical vectors were defined after thematic grouping of the identified indicators: balance sheet liquidity (current liquidity ratio), property and capital structure (financial dependence and asset mobility ratios), security (working capital ratio with own circulating assets), efficiency (economic profitability, or loss ratio, and the ratio of business activity in the market). The equation of rating assessment of the insolvency probability demonstrated the total impact of these indicators, taking into account their individual «equity participation» in the aggregate of key parameters. Conclusion. The final set of general exponents of the diagnostic model can be qualified as a neuro-analogue of «classical» models that ignores the values of the regression coefficients, which are usually not adapted to Russian realities. The model built on the basis of bankruptcy indicators, taking into account their individual «equity participation» in the rating number, can be used as a flexible methodological tool for diagnosing bankruptcy in the national economy of Russia.

Ensuring the harmonious economic development of enterprises in leading sectors of the economy requires constant monitoring of the objectives and the availability of a plan to combat potential crises at various levels of management. The experience of implementing the tools of operational and strategic controlling in enterprises shows a significant increase in the level of competitiveness, improving the forecasting of rapid response to such a problem. The purpose of this article is development of an improved model of analysis and forecasting of the probability of crisis and bankruptcy for the enterprises in confectionery industry. The article analyzes the confectionery industry of Ukraine. The main problems and prospects of the industry development are identified. Strategic controlling as a tool of crisis management is considered. The model of the analysis and forecasting of probability of a crisis situation and bankruptcy at the enterprises of the industry is developed. In contrast to the existing ones, the proposed model for confectionery companies considers the importance of financial indicators in the dynamics, as well as takes into account the external factors of the country (political and social environment). The main advantage is that it is designed for domestic enterprises and allows to take into account their quality indicators and the specifics of activities, as well as the macroeconomic situation in the country. The universality of the indicator of financial condition assessment is that it can be applied both to joint-stock companies (participants of stock exchanges, foreign economic activity) and to enterprises that do not operate in the stock market and are not engaged in foreign economic activity (the first part of the formula). A confectionery company can successfully fight competition only if effective controlling is applied. The calculation of indicators according to the proposed model in a few years will help to predict the threat of a crisis in order to timely implement the necessary management measures to address current problems and avoid them in the future. Preventive anti-crisis management with the use of operational and strategic controlling tools will ensure the implementation of goals and increase the efficiency of the company's management.