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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.

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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]

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.