Restructuring of an enterprise is a process that provides timely and flexible changes in the structure of an enterprise, adapting it to the influence of volatile external and internal factors. The structure of the enterprise, corresponding to the updates, will be stable. But others will experience a process of degradation, destabilization and, as a result, the same restructuring, but in the form of bankruptcy or reorganization.
Restructuring of the enterprise in each case is carried out using the appropriate approach. Not only the situation at the enterprise is taken into account. Also takes into account the state of the industry, the market for relevant services and goods. The correct diagnosis of “diseases” that impede fruitful activity and the identification of the degree of neglect are important. Only then can we develop the right development strategy and plan restructuring.
Restructuring of an enterprise is a process that takes place at two main stages.
The first stage includes the implementation of organizational measures, the solution of administrative issues, the implementation of property restructuring. The types of activities are being optimized, the structure of the organization is changing, and the concentration of resources and finances is being mobilized and redesigned. As a rule, large financial expenses during this period are not expected. The measures taken put the enterprise in readiness for the start of the second, more difficult stage of the restructuring.
During the second stage, the restructuring of the enterprise is carried out in the form of changes in the ownership structure (but not necessarily), as well as the restructuring of finances, investments in fixed assets, labor resources. During this period, significant investment is required for the implementation of investment projects.
It is worth noting that the restructuring of the enterprise is not complete without one of the stages, both are inextricable and they have a certain sequence.
But do not relax, completing the restructuring. This is only the beginning of a new phase in the development of the enterprise. Monitoring the competitive market and the financial situation of the enterprise will help in diagnosing the need for restructuring. The conclusion suggests itself: when the restructuring of the enterprise is completed, one should prepare for the next.
Given the deficit of capital of enterprises, issues of debt management are relevant - both receivables and payables. Lack of attention to managing debt structures can even lead successful companies to bankruptcy. To improve the financial condition, it will be advisable to restructure the company's debt. The right strategy will ensure that the investment, financial and operational activities of the company are adequately financed. Therefore, the restructuring of the debt of the enterprise is consistent with the following goals and directions:
- limited and accelerated growth (subject to the stability of competitiveness);
- reduction of activity;
- combination (subject to wide industry diversification).
The main tasks of debt restructuring: analysis of receivables, liabilities, performance indicators of the debt management process to identify trends in the appearance and repayment of debts; development of measures to improve the efficiency of the use of enterprise debts.
