As a result, the company received from the Office for Quality Control of Food, medicines and cosmetics rated "excellent", and in places where before it had a strong position, with sales soon returned to its normal level. What is the crisis? This is especially dramatic development of both external and domestic situations, when used, until recently, management practices are ineffective and sometimes harmful. To survive the crisis requires a special mental attitude of management team and staff of the enterprise as a whole. Panic, squabble, distrust and insecurity – poor support for decisive action needed to survive. Of course, the ready-made recipes do not exist. The problem is that the company's management often does not know the answers to new questions and do not have to rely on their own experience. The existing experience is absolutely in other (more peaceful, stable, in the absence of today's threats) conditions not only facilitate, but sometimes makes it difficult to exit from the crisis. Today you can hear the assertion that our country is better positioned to cope with the crisis, as in recent years have accumulated significant foreign exchange reserves, which can act as a cushion for our economy.

But the reason for our greater willingness to tackle the crisis at all in another. The fact that no other country in the world does not have the experience of survival of companies in the collapsed economy, which we received at the end of the XX and early XXI century. Have survived if not all. But those who survived, most resilient and showed the ability to adapt to new conditions. The ability to quickly learn and draw conclusions from the mistakes committed earlier to become a core competence for managers in a crisis of their companies.

Success does not come himself, needed motivated, energetic performance management based on a thorough analysis of the situation. In this regard, remember somewhere I read a story about a group of servicemen lost in the Alps. Fortunately, one of them was a map that helped in the end all be saved. But as it turned out, it was a card is not the Alps, and other areas, other mountains. Of course, the military would have to prevent an erroneous assessment of the situation – it after all, was not the card. However, helped that team without delay began to implement a specific strategy, combining common efforts to achieve this goal. Also comes to mind is the cognitive history of Frenchman which in the early twentieth century came to America and opened his business on wholesaling of French wine. To the surprise of all cases in a French winemaker went quite well. When a few years later he was asked about the reasons for such success, he replied that while he did not know English and could not know from the newspapers that, in America at that time was a severe crisis. The conclusion is simple – if your company is in crisis did not have enough information to develop an elaborate anti-crisis program, start as soon as possible to implement at least some kind of plan. Delay, indecision, lack of action – like death. It is widely the view that every crisis – is not only a threat to the existence of the company, but also new opportunities for the future and its prosperity. Any crisis, the more global, is fraught with not only a wide range of risks, but often no less wide set of features. It is important not only to neutralize the threat, but also to identify and develop the foundations for future success.