The purpose of the present article is to develop methodological approaches to the analysis of the crisis situation of the enterprise. It is revealed that the analysis of the crisis situation of the enterprise allows determining ways of cost reduction and fixing competitive advantages which lose the value if technological, organizational, and other innovations are not implemented constantly. It is established that the implementation of the anti-crisis strategy is associated with the risk of implementation of advanced technology by competitors and the untimely response of the enterprise to external changes. Therefore, to create a competitive potential, it is proposed to apply the strategy of differentiation. It is proved that when an enterprise begins to influence the external environment and change its conditions, many competitive advantages become obsolete and lose their value. Therefore, if an enterprise does not create new advantages in such conditions, it can be defeated in the competitive struggle, as the growth rate of market share slows down due to fierce competition. It is established that within the framework of the anti-crisis strategy in the market it is possible to apply the strategy aimed at the concentration on a certain market segment. If the enterprise managed to maintain its competitive advantages, then this means that it has high potential to retain competitive advantages, however untimely adjustment of goals, objectives, strategies and, accordingly, the management system, leads to a premature transition of the enterprise to the crisis stage.
Volume 12 | 04-Special Issue
Pages: 1095-1100
DOI: 10.5373/JARDCS/V12SP4/20201583