COMPETITIVE STRATEGIES AND MEASURES OF ANTI-CRISIS MANAGEMENT OF ENTERPRISES IN THE WAR AND POST-WAR PERIODS

This research reveals the essence of crisis management, defining the purpose and objectives of enterprise crisis management during wartime. This management consists of operational and least risky decision-making that achieves desired results with minimal additional efforts and minimal negative consequences. Crisis management measures differ between the pre-war and post-war periods. Researchers have determined that during the pre-war period, crisis management measures included taking preventive actions to avert the escalation of crises. These measures involved systematically analysing external environmental conditions to track crisis symptoms, ensuring enterprises were prepared to respond to force majeure situations, limiting economic costs during crisis periods, and managing personnel effectively. Post-war enterprises should implement crisis management measures such as developing and executing evacuation plans to ensure the safety of employees and company property. They should diversify and search for new markets to minimise their dependence on markets affected by military-political crises. Businesses should identify potential threats and create risk management strategies to tackle crises effectively. They should ensure sufficient raw materials and energy to maintain production despite supply disruptions. Additionally, they should cooperate with government bodies through agreements to secure support in complex geopolitical conditions. In crisis management, managers understand strategy as a model of actions necessary to achieve the set goal based on the coordination and distribution of company resources. The research substantiates and explains competitive strategies for enterprise development within the crisis management system: concentrated growth strategy, integrated growth strategy, diversified growth strategy, production reduction strategy, or liquidation strategy. The current strategy should consider the need for modifications based on changes in both external and internal environments. It should be prepared to adapt quickly to unexpected future circumstances, connect with historical indicators and factors, and align with the fundamental objectives of the enterprise.