THE IMPORTANCE OF ANTI-CRISIS MANAGEMENT OF AGRICULTURAL ENTERPRISE IN MODERN CONDITIONS

The article investigates the essence and significance of anti-crisis management of an agricultural enterprise. Scientific approaches to the interpretation of the concept of “crisis management” are considered. The diagnostics of profitability / unprofitability of domestic agricultural enterprises is carried out and the necessity of introduction of anti-crisis management on them is determined. The main factors of the crisis state of domestic agricultural enterprises are identified. It has been found that agricultural enterprises are more dependent on the external conditions of doing business than businesses in other industries. It is established that the introduction of crisis management and the use of its tools reduces the negative consequences of the crisis, as well as accelerates the process of exit from the crisis. The article emphasizes that today in the modern economic literature a large amount of scientific work is devoted to the issue of anti-crisis financial management. It is proved that taking into account the peculiarities of the nature of crises in agricultural enterprises, it is important for them to become an appropriate system of early response and try to localize crises at the beginning of their occurrence. Crises in agricultural enterprises are usually protracted and can cause significant losses in the short term. Crisis management for agricultural owners should always be the focus. The paper emphasizes that in the process of crisis management it is possible to choose the following innovative technologies:process innovations that affect and change all parts of the enterprise, product innovations that are the material embodiment and result of innovative transformations and development of new activities, and allocation innovations (reorganization), which are the nature of the redistribution of resources of enterprises. Process innovations are innovations and changes as a result of the relationship with macro-environmental factors, planning of logistics processes in the enterprise, cash and material flow management, enterprise personnel, organizational and structural transformations, creation of innovative processes in production.