MONITORING THE PROBABILITY OF BANKRUPTCY AS A BASIS OF INNOVATIVE DEVELOPMENTOFPORTENTERPRISES

Abstract

Thearticledealswithmonitoringthemanagementoftheprobabilityofbankruptcyofportenterprises.Inmarketconditions,enterprisesmustbeconfidentintheirreliability and economic stability, otherwise they get a situation of their own insolvency and havethe risk of obtaining the status of bankruptcy of the enterprise.In this regard, the heads ofenterprises, managers of different levels of management should carry out anti-crisis diagnosticsof the financial condition of their own enterprise in order to avoid possible bankruptcy, and in theeventofathreatofbankruptcy,findopportunitiesforthefinancialrecoveryoftheenterprise.Atthesametime,theyshouldbeabletotimelydeterminetheunfavorablefinancialconditionofcounterpartyenterprisesbasedontheresultsofthefinancialanalysisand,ifnecessary,exercisetheir righttoapplybankruptcyproceedings againstthedebtor incourt.Anyenterprise,andhencethecountry'seconomy,candevelopinacrisis-freespaceonlyifa set of measures is applied: an unmistakable diagnosis of their condition, a correctly prescribedplanforsolvingfinancialrecoveryissuesandeffectivetreatmentintheelements ofriskybusiness.Foreign experience shows that bankruptcy can be predicted 1.5-2 years before its obvioussigns. It is possible to detect the initial signs of bankruptcy by forecasting the «price of theenterprise»intheshortandlongterm.The relevance of the topic of the article is due to the fact that the identification andjustification of the causes of bankruptcy at the enterprises of the port industry plays an importantrole in their functioning, and hence in the further development of the Ukrainian economy as awhole.Thestrategyofenterprisemanagementshouldbedefinedasaqualitativelydefineddirection of enterprise development. It should characterize the way, the mechanism by which thecompany will be able to operate stably, maintaining or strengthening its financial position in achangingcompetitiveenvironment,whichprovides asufficientlevelofprofitability.Enterprise development strategies are based on enterprise life cycle theory. Knowing atwhat stage of the life cycle of the enterprise, the manager can assess the current conditions andprospects of the enterprise and on the basis of this information to develop strategies and tactics forfurtherdevelopmentoftheenterprise.Strategicmanagementshouldprovidefortherepetitionofstagesofgrowthandsustainability of the life cycle of the enterprise, their alternation should be carried out in fullaccordancewiththeconditionsoftheinternalandexternalenvironmentoftheenterprise.Thus, strategic management should be a conscious management of the stages of the lifecycleoftheenterpriseandthecreationoffavorabletrendsforfurtherdevelopmentoftheenterprise.Tacticalmanagementsteps aredeterminedbasedonstrategicgoals. It is advisable to analyze the state of the enterprise since its inception or since the lastrestructuring. The financial analysis of the current state of the enterprises of the port industry iscarried out in order to specify the position of the enterprise on the curve of its life cycle. Knowingtheindicatorsofliquidityandprofitabilityandtheplannedlevelofprofit,determinetheconstraints imposed by the policy of enterprise development on short-term capital (the level ofborrowing). If the company's management takes into account these limitations in its activities, itwill be able to effectively manage the stages of the life cycle and alternate them in order to achieveidealdevelopment.Keywords:monitoring,portfacilities,probabilityofbankruptcy.