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The problem considered in this article is relevant owing to the inevitable digital transformation of the crisis management of enterprises in bailout procedures, which is associated with a new technological shift and the growing competition between countries for the markets of Industry 4.0 technologies. The introduction of high-tech solutions has led to changes in the format and content of crisis management, with a focus on solving the optimisation tasks of operational management in bailout procedures and rethinking approaches to develop digital development strategy scenarios that include mobile and cloud-based analytical solutions. The digital transformation of the formats of system and comprehensive analyses in bankruptcy institutions has become a natural step in the development of crisis management. This article considers the problem of developing an effective information and analytical system for crisis management in bailout procedures for domestic enterprises in the new economic conditions. The study demonstrates the need to introduce digital tools in building an effective information system for crisis management. Actively developing the market for information products and services offers many opportunities for enterprises to solve problems in the transition to automated and digital technology crisis management.

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 basic methodical approaches to estimation of labor potential are researched. It is determined that, to estimate the labor potential, the method of the point assessment of components, the method of cluster analysis, the method of indices, as well as the integral method are used. The basic methodical approaches of estimation of labor potential, which should include the cost, comparative and effective approaches, are allocated. It is substantiated that the labor resources form the basis and define the labor component of the anti-crisis potential, which is one of the main levers to increase the performance. The model of definition of an integral indicator of the level of labor component of anti-crisis potential is developed. The labor component of the anti-crisis potential of enterprise is analyzed. The integral indicator of the impact of the labor component on the anti-crisis potential of enterprise is calculated, which in general form is a quantitative expression of the enterprise’s capability of the necessary labor resources, their rational use, and its obtained values - are criteria for evaluating the impact of the labor component on the anti-crisis potential of enterprises. It is determined that, in order to increase the anti-crisis potential of enterprise, it is possible to increase the use of financial, labor and production resources with purpose to adapt to market conditions, which are determined by the instability of external and internal environment of functioning.

The article is aimed at studying the issue of simulation modeling of competitive position according to the level of anti-crisis sustainability and the level of system provision of anti-crisis sustainability of enterprise in the competitive environment. The scientific-methodical approach is developed, allowing to form analytical parameters of anti-crisis sustainability of enterprises in two informative aggregates: indicator of competitive position according to the level of anti-crisis sustainability of enterprise and indicator of the level of system provision of anti-crisis sustainability of enterprise. A practical technology of simulation modeling and scenario approach is presented in terms of formation of competitive position according to the level of anti-crisis sustainability and system provision of anti-crisis sustainability of enterprise, including setting of tasks and building a simulation model. A visualization of the simulation model of the competitive position according to the the level of external anti-crisis sustainability and the level of system provision of the external anti-crisis sustainability of enterprise is provided with graphical means of the СКМ Maple. It is substantiated that the use of simulation modeling and scenario approach results in increasing the opportunities for the activities of enterprises and allows to strengthen their positions in the competitive environment.

The article is aimed at highlighting the features of formation of financial results of small businesses. Approaches to defining the essence of the concept of «financial result» and the factors influencing the formation of financial results of the enterprise’s activities are considered and generalized. The procedure for forming the financial results of a small enterprise is defined. When considering the features of the financial performance of small businesses, it is identified that their incomes are decreasing and their costs are rising. This leads to an increase in the loss, and running at a loss is a sign of the crisis status of enterprise. The factors leading to strategic crisis, profitability crisis and liquidity crisis at enterprise are defined. The need to introduce anti-crisis management of enterprise in order to overcome the loss, as well as ensure sustainable development is substantiated. It is determined that the main role in the enterprise’s anti-crisis management system belongs to the wide use of financial stabilization mechanisms. It is determined that the financial stabilization of enterprise should be carried out according to the following stages: elimination of insolvency; restoring financial stability; changing the financial strategy to accelerate economic growth. According to the research results, it is advisable for small enterprises to apply effective, tactical and strategic financial stabilization mechanisms.

The problem of occurrence of crisis phenomena is of systemic nature and is characterized by a number of factors and constituents. Systematizing the factors and constituents influencing the development of the national economy and its subjects, as well as the delineating the financial-economic variables used as analytical benchmarks for efficient managerial decisions, constitute the information basis for the application of anti-crisis management measures. The objectives of the article are considering the current financial-economic status of Ukraine’s national economy, macro- and micro-economic factors and the preconditions of crisis phenomena in enterprises; expansion of macro-economic indicators of crisis phenomena in terms of economic entities. The indicators of the volume of investments in both the material and the intangible assets and GDP, the financial results of Ukrainian enterprises, the profitability of enterprises divided into large, medium-sized, small ones are considered. It is argued that the financial-economic factors of the macro- and micro-environments of enterprises have a relationship and interdependence. The classification of external and internal factors of occurrence of crisis in enterprises is generalized. It is proposed to include into the important macro-economic indicators of crisis phenomena of economic entities, in addition to the analyzed, the following: incomes of the population, solvent demand, consumption volumes, costs structure, inflation rate, savings, population size and the level of unemployment. A relevant direction for further research is the analytical definition of the relationship and interdependence between incomes of the population, solvent demand, consumption volumes, costs structure, inflation rate, savings, population size and unemployment – as the important macro-economic indicators of crisis phenomena and prerequisites for the application of crisis management in enterprises.

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.

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 article substantiates the content and place of the concept of «anti-crisis potential of enterprise» in the system of economic concepts through the substantiation of its distinctive features and essential content, which allows to identify and to form on this basis managerial decisions, adequate to peculiar situations. This will enable the indicated concept to be integrated into the current system of managerial decisions by means of procedural approaches and road maps. The definitions of the concept of «anti-crisis potential» are analyzed, a group of financially oriented concepts and processes is formed, which focus on financial stabilization of enterprises’ activity. The author defines the possibility of existence of the concept of «anti-crisis potential of enterprise» in the system of strategic management due to independence of the object of research, its characteristics and specific methods of research, which constitutes a basis for development of certain stages of its study and introduction in the managerial decisions. Prospect for further researches is formation of stages of accumulation and materialization of anti-crisis potential of enterprise, and also their introduction in the managerial decision-making.

The essence of the concept of «anti-crisis potential» is researched, the basic fundamental characteristics of this concept are defined as follows: presence of potential opportunities and ability to confront crisis developments. The content, objectives, structure of both the existing and the anti-crisis potentials of enterprise are compared. It is substantiated that potential opportunities of the anti-crisis potential can be formed by transformation, optimization of components of the available potential and adaptation of them to crisis conditions. Variants of possible transformation in the conditions of crisis of constituents of the enterprise potential into an anti-crisis potential for formation of the effective mechanism for confrontation of crisis developments are considered. The author’s own definition of the anti-crisis potential of enterprise is formulated.

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 analyzes the current causes of the formation of crisis phenomena in the economy of Ukraine, also the main approaches to assessing the probability of occurrence of a crisis at enterprise. In order to improve the subsystem of diagnostics and prevention of the formation of financial crises, a conceptual model has been developed, which provides for the definition of the class of crisis of industrial enterprises on the basis of cluster analysis. Further, an assessment of the probability of occurrence of crisis situations on the basis of discriminant membership functions is carried out. The application of the conceptual model allowed to develop an approach to improving the system of anti-crisis management of enterprise on the basis of assessment of the sanitation potential of enterprise. A matrix model of choosing the sanitation strategy of enterprise on the basis of positioning of the enterprise in the two-dimensional plane depending on the level of sanitation potential and the class of crisis has been built. The type of sanitation strategy is determined, taking into account the class of crisis, the expedient way of implementing the strategy, corresponding to the actual and potential capabilities of the enterprise and the state of its sanitation potential. The key element of the proposed mechanism is the procedure for selecting and implementing the sanitation strategy depending on: the level of the sanitation potential of the enterprise and the class of crisis; external factors and the class of the crisis. The results of the study can be implemented in the activities of industrial enterprises for the formation and substantiation of crisis management.

The essence and impact of crises on the activities and future of enterprises are studied, a critical analysis of scientific and applied sources on anti-crisis financial management is conducted, it is found that crises can occur at all stages of the enterprise life cycle. For early recognition of the signs and causes of the crisis in the enterprise, its prevention and elimination, it is necessary to use special methods of comprehensive diagnosis of the state of the enterprise. It is revealed that in the process of anti-crisis financial management a number of tasks are solved: adaptation to the environment; redistribution of resources; strengthening the company’s market position; formation of strategic vision of managers. Measures on anti-crisis financial management are considered on the example of two companies, the common feature of which is that a comprehensive financial analysis of each of them showed very contradictory results. It is proposed to introduce an early warning system in the framework of anti-crisis financial management, as the typical problems of most companies are ineffective risk management because of late detection and neutralization. It is proposed to create an early warning system based on a system of balanced scorecard, supplemented by an innovative component. Based on the developed strategic map of MS Trade Ukraine LLC, the main target indicators were determined, to which the rating method was applied. The analysis showed almost the lowest limit of satisfactory efficiency of MS Trade Ukraine LLC and the fact that the biggest problems are with the financial component. A system of anti-crisis management measures has been developed for NOVA TV and Radio Company LLC: delegation of powers; reporting optimization; detailing information; updating of reporting; reduction of costs, among which it is first proposed to improve the automation of enterprise accounting, as well as to establish a budgeting system and management accounting in general. All standard directories and analysts of the system are set up for management accounting, budgets are developed, the data of which are used to form the main report of the system, which is called «Management balance sheet». Such measures allowed to provide up-to-date information on accounting and management accounting and analysis, as well as significantly reduce the complexity of collecting data required for management, and automatically transform the collected information into the form required by top management. Also, NOVA TV and Radio Company LLC has been offered ways to optimize the budget process, which allows for high-quality modeling and forecasting of business development on the basis of mathematical models. The introduction of a specialized budgeting contour helped to quickly compile the cash flow budget, expenditure and revenue budget, forecast balance, minimize the human factor in the preparation of financial statements, make full use of the strategy (plan the budget based on previous periods, taking into account factors).

Bankruptcy forecasting becomes a priority, which will identify the main problems and shortcomings at the enterprise, as well as take into account the impact of various external factors, and as a result to predict the probability of bankruptcy and take measures to avoid it. The economic essence of the concept of «bankruptcy» is considered and the own definition of this concept is proposed, which takes into account its economic, social and legal meaning. The causes of the crisis at the enterprise are described. In the crisis of domestic enterprises, it is important to be able to anticipate the first manifestations of financial insolvency, which in the future may lead to bankruptcy, so the diagnosis and prevention of negative factors is important. The main tasks of the analysis of bankruptcy diagnostics are determined. Foreign and domestic methods of analysis of the probability of bankruptcy of the enterprise are characterized, their advantages, disadvantages and possibility of application are defined. The stages of the economic analysis of diagnostics of a crisis condition and threat of bankruptcy of the enterprise are proposed. Based on the analysis of the advantages and disadvantages of bankruptcy probability methods, the integrated indicator of bankruptcy probability is proposed, which will allow to determine the possibility of the threat of bankruptcy probability for domestic enterprises. The integrated indicator of the probability of bankruptcy, which takes into account all the main indicators of the financial and property condition of the enterprise, and its calculation will allow to identify the threat of bankruptcy.

Products of chemical industry along with oil and gas complex form the basis of Russian economy, therefore any instability in the economic situation of the country affects seriously the functioning of chemical industry enterprises. The crisis of chemical industry enterprises is one of the most important problems for Russian economy. In view of this fact we face the necessity of crisis management of enterprise activity in order to prevent and eliminate threats to their finance security and to obviate after-effects of the crisis needed to minimize adverse consequence for enterprises of chemical industry. Taking it into account we should choose a correct methodology and landmarks of strategic managerial accounting at enterprises of chemical industry in conditions of crisis, which could become effective tools of prevention and elimination of crisis phenomena and at the same time could raise efficiency of adopting and implementing strategic plans of crisis counteraction. The author proposes to use a well-balanced system of indicators, which in terms of a crisis could provide an opportunity to form a system of managerial decisions that are differentiated in regard to crisis stage and based on correctly developed strategy built within the frames of strategic management and strategic managerial accounting of the business entity.

Logical reflection of this article is based on definition of key positions of the finance director within financial planning of the company. Besides the differentiated exit methods from crisis situations of the company are considered. Reflection of strategy of the company through Issikava's chart is offered and also the budgeting tools quintessence is defined. The earlier the finance director, using preventive methods of anti-recessionary planning, diagnoses each crisis symptom, the enterprise will have great opportunities for neutralization of the broken balance.

The research is concerned with finding ways to improve the methodical approach to estimation of economic security of enterprises on the basis of a set of analytical methods and models that allow improving the performance of system of enterprise management, defining the directions of stabilization of economic security of enterprise, reducing risks of the threat of occurrence of financial crisis at the enterprise and ensuring its proper economic viability. The proposed approach consists of four steps that complement each other and provide a comprehensive estimation of the level of security of enterprise, determination of the class of enterprises in terms of economic security, as well as estimation of the level of financial security by assessing the likelihood of enterprise’s bankruptcy. The approach was implemented on a sample of twenty enterprises of the oil and gas industry complex of Ukraine, which allowed to identify enterprises with low level of security and to predict the likelihood of bankruptcy for their typical representative. The results of the assessment for the enterprises in the focus group showed a predominantly low level of economic security, which is primarily due to the unstable political situation and a low level of development of the industry branch.

It is shown that the concept of enterprise anti-crisis management and its components should be based on the nature of crisis in enterprise activities, the idea of which is the fundamental basis of enterprise anti-crisis management and determines its object, subject, tasks, main guidelines and vectors. Examples of defining the concept “crisis in enterprise activities”, which testify to the lack of unity of views on its content, are given. There revealed the attributive nature of crisis in enterprise activities, according to which a crisis, being an attribute of the system “enterprise”, begins intensifying under the influence of driving forces and individual factors, which is identified by presence of disruptions in the performance by the enterprise of its functions. There substantiated the expediency of singling out manifestations of crisis in enterprise activities (crisis phenomena, crisis situation and crisis state) depending on the level of disruptions in the performance by the enterprise of its functions, which is of great importance for determining the tasks of enterprise anti-crisis management. The crisis cycle in enterprise activities in any of its manifestations is analysed, features of the cycle are considered.

Logical reflection of this article is based on definition of key positions of the finance director within financial planning of the company. Besides the differentiated exit methods from crisis situations of the company are considered. Reflection of strategy of the company through Issikava's chart is offered and also the budgeting tools quintessence is defined. The earlier the finance director, using preventive methods of anti-recessionary planning, diagnoses each crisis symptom, the enterprise will have great opportunities for neutralization of the broken balance.

The article substantiates that crisis is a factor of violation of the enterprise’s sustainability as economic system, crisis can occur at all stages of the life cycle of enterprise, act as a brake against the further development of enterprise and its movement to the next stage of development. On the basis of theoretical generalization, the author’s own approach to the definition of concept of «crisis» is presented. Causes of occurrence of crisis were generalized depending on certain stage of the life cycle of enterprise. It has been specified that crisis poses a threat to the sustainability of enterprise, but, despite this, it is the regularity and necessity of development, which in all its manifestations and consequences will be overcome by anti-crisis. The theoretical approaches by different scientists as to interpretation of the concept of «anti-crisis sustainability» were considered that allowed to substantiate the author’s own approach to the interpretation of this concept. Prospects for further research in this directions will be systematization of the factors to ensure the anti-crisis sustainability of enterprise in a competitive environment.

In the article, the main theoretical questions of the organizational capital of the enterprise are considered. The concept of «organizational capital of the enterprise» as a system consisting of three subsystems (organization of production, labour organization and management) is introduced. It is shown that the organizational capital forms the labour relations system at the enterprise consisting of the cooperation, technological, economic, moral labour relations and the relations of workers’ responsibility. The model of cyclic evolution of crisis at the enterprise caused by shortcomings of the organizational capital is revealed. It is shown that the organizational capital is a basis for the realization of the human capital, which creates value added. A considerable attention is paid to the experience of the creation and functioning of the organizational capital at the enterprises of the Japanese corporation «Toyota». The Russian economic literature on crisis management quite often considers only the financial aspects of diagnostics, proposing the optimization of cash flows, elimination of excess stocks, transition to the medium-term budgeting and others. However, the deep reasons of crisis need to be found not only in financial streams, but also in the system of the work relationships. The shortcomings in the development of technological, cooperation, economic, moral labour relations and the relations of responsibility directly reflects the shortcomings in the development of the elements of the organizational capital as they «are adjusted» by these elements. In turn, organizational problems affect the product quality leading to the customer attrition and decrease in the enterprise’s financial performance. The lack of financial resources cause the need to save costs (first of all, on personnel, that was brightly shown by the economic crisis of 2009) that even more weakens the enterprise and system of labour relations. Finally, the enterprise loses its main resource, which is the personnel with necessary level of knowledge and skills.