Abstract
The goal of the present paper is to identify and to describe anti-crisis strategies implemented by retail operators in Russia after 2014. The strategies include the strategy of growth (quick development on the basis of opportunities generated by the crisis), the strategy of cost leadership, the strategy of omni-channel sales and the strategy of development of client capital. Detailed description is given for each strategy. It is demonstrated that companies leave the market during the crisis because of too fast growth before the crisis. This growth undermined the stability of these companies as well as their ability to resist to negative changes of external environment. It is supposed that the key factor of success of an anti-crisis strategy is its orientation towards development, not a passive reaction on external changes.
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