SCENARIUM TECHNIQUE IN ANTI-CRISIS FINANCIAL MANAGEMENT SYSTEM OF THE ENTERPRISE

Abstract

The article describes the features of the essential content of anti-crisis financial management as a system of countermeasures, typifies a set of special measures that are crucial in the activity of an entity. The following key tasks of anti-crisis financial management are formulated: creation and real­ization of the financial potential of the enterprise to ensure the required level of profitability and liquidity of the enterprise, even in the conditions of cyclical development of the economy; ensuring the functioning of an effective system of financial management and financial control of the enter­prise. It is proved that carrying out preventive planning and control measures within the limits of financial management of an enterprise is impossible without The effectiveness of the measures implemented by the enterprise financial crisis management system depends on the following principles being followed by the management of the company: target effective orientation; reliance on the monitoring of financial indicators; benefits of manage­rial influence; financial flexibility; economic management; matching the feedback form. The introduction of systematic and situational approaches to activate the company's ability to identify and solve new financial problems and maintain a dynamic balance of development is sub­stantiated. It is determined that the technique of scenarios, allows to construct alternative variants of possible development of events depending on different combination of the determining factors of them. The composite anti-crisis program can be defined as the following structural blocks: situa­tional actions of financial orientation on adaptation to new conditions; mandatory steps to ensure and improve the security of the production and economic system; compulsory prompt action to overcome the bottlenecks to increase profitability; measures to strengthen controls. solving a complex of financial tasks, namely: optimization of the capital structure by increasing the proceeds from sale and accelerat­ing the turnover of capital by reducing receivables and payables.