Planning during a crisis. Features of business planning in a crisis

13.02.2022 Work in the country, in the garden in spring

Accurate, comprehensive, timely diagnostics of the state of the enterprise -- this is the first stage development of a strategy for anti-crisis management of the enterprise.

The search for ways out of the economic crisis is directly related to the elimination of the causes that contribute to its occurrence. A thorough analysis of the external and internal business environment is carried out, those components that are really important for the organization are highlighted, information is collected and monitored for each component, and based on an assessment of the real situation of the enterprise, the causes of the crisis are found out. Accurate, comprehensive, timely diagnostics of the state of the enterprise is the first stage in the development of a strategy for anti-crisis management of the enterprise.

When conducting an analysis of the external environment, we must carry out:

analysis of the macro environment, can be conditionally divided into four sectors: the political environment, economics. environment, social environment, technological environment.

analysis of the competitive environment by 5 main components: buyers, suppliers, competitors within the industry, potential. new competitors, products - substitutes.

By studying the external environment, managers focus on finding out what threats and what opportunities the external environment is fraught with.

Along with an analysis of the external environment of the business, it is important to conduct an in-depth study of the real state of the enterprise, armed with this knowledge and vision of what the enterprise should become in the future, the manager can develop an achievable anti-crisis strategy to make the necessary changes.

The weaker the current position of the enterprise, the more critical analysis should be subjected to its strategy. If a crisis situation has developed at the enterprise, this is a sign of a weak strategy or its poor implementation, or both. When analyzing the strategy of an enterprise, managers should focus on the following five points.

1. The effectiveness of the current strategy.

First you need to try to determine the place of the enterprise among competitors; second, the limits of competition (market size); third, consumer groups, which the company focuses on; fourth, functional strategies in the field of production, marketing, finance, personnel. Evaluation of each component will give us a clearer picture of the strategy of an enterprise in crisis.

2. Strength and weakness, opportunities and threats of the enterprise.

An important part of the SWOT analysis is an assessment of the strengths and weaknesses of the enterprise, its opportunities and threats, as well as conclusions about the need for certain strategic changes.

3. Competitiveness of prices and costs of the enterprise.

It should be known how the prices and costs of the enterprise compare with the prices and costs of competitors. In this case, strategic cost analysis is used. The method by which this analysis is carried out is called the “value chain”

The value chain reflects the process of creating the value of a product / service and includes various activities and profits. Thus, it is possible to identify the best practice for performing a certain type of activity, the most effective way to minimize costs and, based on the analysis obtained, begin to increase the competitiveness of the enterprise in terms of costs.

4. Assessment of the strength of the competitive position of the enterprise.

The strength of the company's position (how weak or strong) in relation to its main competitors is assessed by such important indicators as product quality, financial position, technological capabilities, and the duration of the product cycle.

5. Identification of the problems that caused the crisis in the enterprise.

Managers study all the results of the state of the enterprise, at the time of the crisis, and determine what to focus on.

Second phase strategic anti-crisis planning -- adjustment of the mission and system of goals of the enterprise. A well-defined mission statement that is easy to understand and believed in can be a powerful incentive to change strategy. A well-defined mission inspires the employees of the enterprise and encourages them to act, gives them the opportunity to take the initiative. The mission forms the main prerequisites for the success of the enterprise under various influences of the external and internal environment on it.

Then comes the process of adjusting the system of goals (desired results that contribute to the exit from the economic crisis). The manager compares the desired results and the results of research on the factors of the external and internal environment that limit the achievement of the desired results, and makes changes to the system of goals. Each enterprise has a certain system of goals that arise as a reflection of the goals of various groups: the owners of the enterprise; employees of the enterprise; buyers; business partners; society as a whole.

If the mission is a vision of what the enterprise should be like in the future, then the system of goals (long-term and short-term goals) is the desired results that correspond to the understanding of the goal. Goals are the starting point of the strategic planning system.

Third stage anti-crisis strategic planning -- the formulation of strategic alternatives for the exit of the enterprise from the economic crisis and the choice of strategy.

This ends the strategic planning process and begins the process of determining the tactics for implementing the chosen strategy (operational planning), and then the anti-crisis strategy is implemented, the results are evaluated and monitored.

STRATEGIC PLANNING AT THE ENTERPRISE DURING THE FINANCIAL AND ECONOMIC CRISIS

K. E. Schesnyak,

doctoral student of the Peoples' Friendship University of Russia (Moscow),

PhD in Economics

A. Ya. Bystryakov,

Head of the Department of Finance and Credit, Peoples' Friendship University of Russia (Moscow), Doctor of Economics [email protected]

The article discusses the specifics of strategic planning at an enterprise in a financial and economic crisis, examines the stages of strategic planning, and proposes the main indicator for a strategic goal in a crisis - the value of the company.

Key words: strategic toning, financial and economic crisis, enterprise management.

UDC 338; BBK 65.050

Problems in the global financial system arose against the background of the uncontrolled pumping of the world economic system with banknotes not backed by commodity production, issued primarily by the United States, as well as Japan and the EU, which caused the spread of negative real lending rates around the world. A failure in the financial system caused a drop in prices for basic resources - oil, metal, products of the chemical industry, agriculture, etc.

Now almost all countries of the world are in a difficult situation, and in the context of globalization, world problems will constantly influence the course of Russian events, aggravated by specific internal problems.

At the same time, in a crisis, there are additional opportunities for obtaining high incomes from investing in real estate. As a result of the impact of the economic crisis, the cost of housing in Russia and many other countries has dropped significantly. At the same time, this fall in prices in many cases is not related to the influence of fundamental factors that determine the demand for real estate in the long term, which makes it possible to find undervalued assets with significant upside potential. At the same time, the return on investment in such assets can significantly exceed the average values during periods of stable economic growth.

Thus, the key conditions for effective investment in a crisis are the presence of strongly

GDP, in % to the same period of the previous year Inflation Fig.1. Dynamics of GDP and inflation in Russia in 2007-2008

Source: Rosstat

102007 202007 302007 402007 102008 202008 302008 402008

a depreciating asset with significant growth potential, as well as choosing the best moment to acquire it at the lowest price.

During the global financial crisis in Russia, there is a slowdown in economic growth. Figure 1 shows the dynamics of the gross domestic product and inflation in Russia in 2007-2008.

As can be seen from fig. 1, since the 1st quarter of 2008, Russia has seen a slowdown in GDP growth - from 9.5% to 6.2%. Inflation in Russia was growing throughout 2007 and early 2008. In the 3rd and 4th quarters of 2008, the rate of price growth slowed down somewhat, but remains at a fairly high level.

As you know, market conditions depend on many macroeconomic factors. The market poses problems for economic entities to survive, to ensure the continuity of their growth. The solution to these problems related to the creation and implementation of the company's competitive advantages is based on the development and implementation of appropriate strategies.

Various factors influence the nature of the market recovery after crises. In addition to the general state of the economy (GDP dynamics, inflation, unemployment), such indicators as household incomes, mortgage interest rates, etc. are of significant importance.

Thus, during a crisis, strategic planning creates the conditions for the emergence of a number of important

predetermining conditions for companies, provides a basis for decision making. A clear statement of the company's goals helps to determine the most appropriate ways to achieve them and helps to reduce risk. By making informed planning decisions, the company reduces the risk of misdirection due to erroneous or unreliable information about the external situation. Strategic planning defines the organization's strategic goals. The definition and implementation of strategies belongs to the category of complex and time-consuming management tasks that require not only a change in the existing stereotypes of management, but also a certain preparedness of managers who make decisions on the company's future development.

Strategic planning is a process of practical activity of management subjects. It allows avoiding major errors in assessing possible alternatives to market dynamics, the behavior of competitors and partners in the domestic and foreign markets. All this is formalized into a targeted medium-term policy document containing a system of measures coordinated in terms of time, resources and executors that ensure the achievement of the set program. The influence of factors of instability of the macro environment, causing constant changes in the market situation, determines the continuous adjustment and refinement of the program.

It must be emphasized that strategic planning should be based on strategic milestones that need to be achieved in the future, and proceed from the premise that the main threats are outside the company, and the company can anticipate dangers and threats before undesirable events occur and minimize losses if they cannot be prevented. The system of strategic planning does not assume that the future must certainly be better than the past, therefore, in strategic planning, an important place is given to the analysis of the organization's prospects, which allows you to identify trends, dangers, opportunities that can change existing trends.

The vector of the company's progressive development should be directed to strategic objectives in order to follow the targets, and ensure the necessary position of the company in the market with timely adjustments. In this regard, operational planning is a continuation and concretization of strategic planning.

The two main factors that determine the specifics of the strategy are:

1) the conditions of the industry and competition, which are a reflection of the environment:

2) the internal situation and competitive position of the company.

Industry and competition analysis broadly covers the entire environment or macro-environment of the company, while situation analysis considers the immediate sphere of existence, or the micro-environment of the company.

Managers must have a keen sense of the strategic aspects of the company's macro and micro environment in order to have a strategic vision, be able to define the main goals and form a successful strategy. Lack of such understanding greatly increases the likelihood of developing a strategic plan that is inappropriate for the situation, does not create prospects for gaining competitive advantage, and most likely does not improve the company's performance.

When analyzing the position of a company, you should focus on five questions:

1. How well is the current strategy working?

2. What are the strengths and weaknesses of the company, what are the opportunities for it and what are the dangers?

3. Are the company's costs and prices competitive?

4. Is the company's competitive position strong?

5. What are the strategic challenges facing the company?

Strategy evaluation should be carried out, on the one hand,

on the basis of qualitative characteristics (completeness, internal consistency, relevance to the situation), on the other hand, the best evidence of the effectiveness of the company's strategy follows from the study of financial performance indicators, as well as indicators characterizing the results of the implementation of the strategy. In particular, indicators of the company's activity can be:

Place of the company in the industry in terms of its market share:

Change in the company's profitability, comparison with competitors:

Trends in the company's net profit and return on investment:

The most important stage in the analysis of the company's situation is the systematic assessment of the strength of its competitive position in comparison with the position of its closest competitors. As a rule, the competitiveness of a company should be based on its strengths and on the support of those areas in which the company is competitively vulnerable. In addition, those areas in which the strength of the company is opposed by the weakness of competitors are the best potential direction of activity.

The main components of strategic planning: defining the mission of the organization. This process consists in establishing the meaning of the existence of the company, its purpose, role and place in a market economy. It characterizes the direction in business that firms are guided by based on market needs, the nature of consumers, product features and the presence of competitive advantages.

Formulation of goals and objectives. To describe the nature and level of business claims inherent in a particular type of business, the terms - goals - and<задачи>\ Goals and objectives involve determining the level of customer service. They determine the motivation of people working in the firm. The target picture should have at least four types of targets: Quantitative targets: Qualitative targets: Strategic targets: Tactical targets, etc. Goals for the lower levels of the firm are seen as objectives.

Analysis and assessment of the external and internal environment. Environmental analysis is usually considered the initial process of strategic management, as it provides the basis both for defining the mission and goals of the firm and for developing a strategy of behavior that allows the firm to fulfill its mission and achieve its goals.

One of the key roles of any management is to maintain a balance in the interaction of the organization with the environment. Each organization is involved in the following processes: obtaining resources from the external environment (input): turning resources into a product (transformation): transferring the product to the external environment (output). Management is designed to provide a balance of input and output. As soon as this balance is disturbed in an organization, it embarks on the path of dying. The modern market has dramatically increased the importance of the exit process in maintaining this balance. This is precisely reflected in the fact that the first block in the structure of strategic management is the block of environmental analysis.

Analysis of the environment involves the study of its three components: the macro environment: the immediate environment: the internal environment of the organization.

The analysis of the external environment (macro- and immediate environment) is aimed at finding out what the company can count on if it successfully conducts work, and what complications can await it if it fails to avert negative attacks in time, which can give her the environment. The analysis of the macro environment includes the study of the influence of the economy, legal regulation and management, political processes, the natural environment and resources, the social and cultural components of society, the scientific, technical and technological development of society, infrastructure, etc.

The immediate environment is analyzed according to the following main components: buyers, suppliers, competitors, labor market. An analysis of the internal environment reveals those opportunities, the potential that a company can count on in a competitive struggle in the process of achieving its goals. An analysis of the internal environment also makes it possible to better understand the goals of the organization, to more correctly formulate the mission, that is, to determine the meaning and direction of the company. It is extremely important to always remember that the organization not only produces products for the environment, but also provides an opportunity for its members to exist, giving them work, providing them with the opportunity to participate in profits, providing them with social guarantees, etc.

The internal environment is analyzed in the following areas: personnel potential: organization of management: finances: marketing: organizational structure, etc.

Development and analysis of strategic alternatives, choice of strategy. Strategy development is carried out at the highest level

management. At this stage of decision-making, it is necessary to evaluate alternative ways for the firm to operate and choose the best options to achieve its goals. The firm faces four main strategic alternatives: limited growth, growth, reduced growth, and a combination of these strategies. Limited growth is followed by most organizations in developed countries. Leaders are less likely to choose a downsizing strategy. In it, the level of goals pursued is set below that achieved in the past. For many firms, downsizing can mean a path to rationalization and reorientation of operations. Strategic choices are influenced by a variety of factors: risk (a factor in the life of the firm): knowledge of past strategies; reaction of equity holders, which often limit management's flexibility in choosing a strategy; time factor, depending on the choice of the right moment. Decision-making on strategic issues can be carried out in different directions: ¿bottom-up-, ¿top-down-, in the interaction of the two above-mentioned directions (the strategy is developed in the process of interaction between top management, planning service and operational units). Forming the strategy of the company as a whole is becoming increasingly important. This concerns the priority of the problems to be solved, the definition of the structure of the firm, the validity of capital investments, the coordination and integration of strategies.

Thus, the main advantage of strategic planning lies in the greater degree of validity of planned indicators, the greater likelihood of the implementation of the planned scenarios for the development of events.

The current pace of change in the economy is so high that strategic planning seems to be the only way to formally predict future problems and opportunities. It provides the top management of the company with the means to create a plan for the long term, provides a basis for decision-making, helps reduce risk in decision-making, ensures the integration of the goals and objectives of all structural divisions and performers of the company.

However, strategic planning does not and cannot, by virtue of its essence, give a detailed description of the picture of the future. What it can give is a qualitative description of the state to which the company should strive in the future, what position it can and should take in the market and in business in order to answer the main question - will the company survive or not in the competition: strategic planning does not have a clear algorithm for the preparation and implementation of the plan. His descriptive theory boils down to a particular philosophy or ideology of doing business. Therefore, specific tools largely depend on the personal qualities of a particular manager, and in general, strategic planning is a symbiosis of intuition and art of top management, the manager's ability to lead the company to strategic goals.

Strategic plans must be designed to not only remain consistent over long periods of time, but also be flexible enough to be modified and refocused as needed. The overall strategic plan should be seen as a program that guides the firm's activities over an extended period of time, recognizing that a conflicting and ever-changing business and social environment makes constant adjustments inevitable.

Correction of the strategic plan is necessary only in cases of a significant revision of the company's development goals or an unpredictable change, primarily in external conditions, as a result of which the originally set development goals may disorientate management.

A certain alternative to adjusting the strategic plan is to reduce the planning horizon. Moreover, this is justified not only in the case of a high probability of an unpredictable change in external conditions, but also in general for low-performing or financially unstable companies. As practice shows, companies that are doing well, slightly change the rules of decision-making and the decisions themselves within one or another planning horizon. At the same time, companies with low profitability are more inclined to look for new directions of development, which inevitably leads to a revision of previously adopted plans and tasks.

Thus, the lower the profitability of the company and the more difficult its financial position, the shorter the planning horizon should be or the more often adjustments should be made to previously approved strategic plans.

Given that the accuracy of the forecast decreases as its time interval expands, with the expansion of the planning horizon, the probability of 100% hitting the approved targets decreases. Management can be required to fully implement (or at least implement with minimal deviations) operational plans, but with annual (and even more so with long-term) planning, the deviation of actual results from benchmarks becomes inevitable. In such circumstances, it is difficult to correctly assess the compliance of the actual results with the goals that were set for the company when approving the strategic plan. Therefore, a necessary condition for a comprehensive assessment of the company's performance is the correct determination of the composition of benchmarks and standards for the planned period.

The task is to single out among the many indicators (positions, articles) the main ones, the implementation of which should be mandatory for management. The higher the company's financial results, the more importance should be given to planning and control, the more benchmarks should be used.

We propose to consider the growth of the company's value as the main task facing its management. In this case, strategic planning should include, firstly, tasks to increase the value for the planning period; secondly, planned indicators for the main factors (directions) influencing the growth of the company's value.

As for the increase in the value of the company for the planned period, the formulation of this problem (and the corresponding calculation) should be based on the requirements for return on invested capital presented by the owners. In this case, the invested capital is understood as the cost of capital at the beginning of the planning period, and the return is calculated as the sum of capitalization growth and income received during the planning period. As a rule, the establishment of certain indicators of return on capital reflects both the subjective expectations of investors and objective comparisons with the return on other financial instruments (including the risk component).

Achieving the set goal of capitalization growth depends on a number of both economic and non-economic (political, etc.) factors. Accordingly, in order to achieve the planned growth in the company's value, planned targets are set for the main indicators that affect its value and depend on its management (taking into account the predicted impact of non-economic factors). As a rule, such indicators include growth in business volume (revenue, investments, etc.), return on capital, as well as indicators of the maximum level of debt, expenses, etc.

Literature

1. Ansoff I. Strategic management. - M.: Economics, 1995.

2. Keynes D.M. General theory of employment of interest and money. - Internet resource. Access mode: http://www.gumfak.ru/econom_html/keins/keins06. shtml

3. Korotkov E., Kuzmina E. Genesis of management// Problems of theory and practice of management. - 2006. - No. 1.

4. Semelkin V.Yu. Planning as a factor in the effective functioning of an enterprise // Economics and Management. - 2007. - No. 5 (31).

5. Syrbu A.N. Analysis of the position of the company in the formation of strategy // Economics and management. - 2007. - No. 5 (31).

6. Economic theory. Electronic textbook. - Internet resource. Access mode: http://el.tfi.uz/ru/et/gl14.html

Dmitry Sirotkin, Inna Zinina, Alexander Pechersky ICF "ALT"
The material was prepared on the basis of the express study "Planning in a crisis" and the abstracts of the report at the seminar "Anti-crisis management of a company in the new economic conditions: crisis or opportunities"

We invited dozens of financial and economic directors to participate in this study.

Experts on the topic were top managers of companies from different industries and regions: Acron, Angstrem TM, Brok-Invest-Service, GazReserve Group, OMZ Mining Business, LenSpetsSMU, Lyubimiy Krai, Magnitogorsk Metallurgical plant, RIAT, IK RED, HC Sibirsky Cement, Sibelektromotor, General Contractor STEP, Fuel Systems, Jewelery Network 585.

We did not focus on the statistical significance of the results, it was important to get a wide range of opinions and approaches to planning. The main thing for us was to hear both those whom the crisis has put in a difficult financial situation, and those whom it has so far hardly affected. Experts represent key sectors of the economy: industry and consumer goods; development and construction; distribution and retail trade.

The focus of the study is on the following questions:

1. What are the features of planning in a crisis?

2. What are the main approaches to such planning?

3. How does the preparation of the plan deal with the problem of high uncertainty?

4. How is scenario planning used in practice?

5. What useful application "tricks" do practitioners have?

Plan for the crisis

Most executives view the plan as a necessary tool for managing a company in times of crisis. According to Ivan Bagazeev, director of economics at Sibelektromotor, it is precisely “planned indicators that are an element of stability in the chaos of the crisis.” Moreover, planning should be not only operational, but also medium-term. Although the concept of medium-term in times of crisis changes somewhat. If during the period of stability a 1-3-year plan was considered medium-term, now it is only for 1 year. Aleksey Tarasov, financial director of IK RED (development), also speaks about the change in planning terms: “We have developed plans for the year. Longer ones are meaningless, the degree of uncertainty is too high. You can't plan for less than a year. We will correct and refine plans as part of quarterly planning. We do only updated DDS for a month.

In a crisis situation, the role of the annual plan in the management of the company changes. First of all, the plan becomes not so much a set of financial indicators as an indication of action depending on the implementation of various risk factors. Ivan Bagazeev believes that the goals should be "reasonably fuzzy", i.e. set the direction of development and identify the priorities of the company, while leaving freedom in terms of a specific interpretation. This will allow planning to maintain a single direction of movement, leaving the possibility of choosing the paths along which the company will develop. Moreover, it is during a crisis that the importance of the coordinating function of the plan increases, ensuring the consistency of anti-crisis actions of all departments of the company.

Further, the plan must allow operational decisions to be made in response to current changes in the external environment. Excessive pressure from tight budgets can reduce the effectiveness of middle management decisions by limiting their flexibility to respond to changing market conditions. To this end, according to Igor Basov, external financial manager of the 585 Jewelery Network, “the company's management should pay maximum attention to the effective exchange of information between the division and providing feedback to all levels of management, sometimes even despite information security considerations.”

As Ivan Bagazeev aptly pointed out, for managers and shareholders, the plan performs a psychoanalytic function - experiencing troubles before they occur. A well-designed plan gives confidence that any difficulties can be overcome.

So, the key features of the approach to planning in a crisis are the reduction of detail, increased flexibility and efficiency. As Matti Tauk, Director of Business Development at Acron, noted, “all types of planning should continue to exist, only the emphasis on detailing is changing.” First of all, the degree of detailing of medium-term plans is reduced. Evgeniy Cherevko, director of the department of economics of HC Siberian Cement, believes that the details of the development of the medium-term plan can be reduced to indicative planning. Natalya Kovalchuk, Financial Director of OMZ Mining Equipment and Technologies (OMZ GOiT) and Mark Sorokin, Financial Director of IZ-KARTEX, proposed a good criterion for the required level of detail: “The plan should provide exactly the level of detail that allows management to manage the enterprise ".

With regard to the flexibility and efficiency of planning, experts highly appreciate such a tool as rolling planning. So, in the metal trading company Brok-invest-service, a rolling plan is developed for three months and revised approximately 2-3 times a month. It is important to remember that with significant variability and flexibility of medium-term and operational plans, the company's strategic plans should change only in special cases: “In no case should strategic plans be changed at the same speed - a company in times of crisis should be “dynamically stable” more than ever. This means that while the strategic goals and mission remain unchanged, operational plans must fully comply with the realities of the business environment,” says Anton Evdokimov, Vice President of LenSpetsSMU. In turn, Oleg Fedonin, Vice President for Finance and Economics of the MMK Management Company, notes the importance of taking into account industry specifics: “Metallurgy is not a retail trade, it is impossible to change the direction of activity or assortment at once, moments of inertia are strong. But what definitely needs to be done is to reconsider the numerical expression of goals.

What stove are we planning?

At first glance, in a crisis situation, the approach of companies to planning is unified. Planning becomes more flexible, less detailed, but at the same time more critical for the company. The set of planning tools used in general also coincides.

However, a closer look reveals that different companies have different planning priorities. For some, the survival of the company is critical, for others, the behavior of macroeconomic factors. For others, almost nothing has changed.

Based on the experience of expert practitioners and consulting experience, we have identified 3 approaches to planning in a crisis:

1. from the "living wage"

2. from scenarios for the development of the external environment

3. from targets

Of course, in practice there are many more options. Usually all three approaches are combined in various proportions. But it is important to clearly understand which of the approaches for the company is the main one, and which ones are additional.

1. The “living wage” approach quite common in the current period. It is actively used by companies from the industries most affected by the crisis or companies from relatively prosperous industries that entered the crisis with a significant debt burden. Here is how the financial director of RIAT Alexander Selyukov describes the approach to planning: “Weekly, based on an assessment of the external environment (supply requests and preliminary plans of buyers), an adjusted budget is formed and considered. The scenario is pessimistic, but taking into account the need to maintain a positive balance of DC, additional tasks are set to reduce warehouses, demand for remote control, etc.”

Usually, with this approach, the key task is to maintain the liquidity of the company. However, other indicators are also used in practice. “For the “survivability” of our enterprises, the main task is the minimum necessary contracting, ensuring the utilization of the enterprise at least at the level of 50%, even at the cost of worsening payment terms (for example, 100% deferred payment) for manufactured products,” say Natalia Kovalchuk and Mark Sorokin (Mining business OMZ).

2. Approach "from scenarios of development of the external environment" is critical for companies whose business is significantly dependent on the dynamics of macroeconomic indicators and government decisions. First of all, this applies to importers and exporters, monopoly companies. Our experience of consulting work with such companies shows that, depending on the combination of significant environmental factors, financial and economic results can vary significantly. The influence of internal factors on them is usually less significant. Of course, scenario planning is very useful for "ordinary" companies. Roman Gusev, financial director of Angstrem TM (a significant share of imported raw materials in production) notes that scenarios are developed based on market analysis, forecasts of the economic situation, government decisions in their industry. “This is the basis for preparing our plan,” he says.

In contrast to the previous approach, such indicators as the dollar exchange rate, the price of oil, Gazprom's investment program, etc., become key indicators that are taken into account when planning. Here is how Yulia Belova, director of economics at GazReserve Group of Companies, comments on this issue: “Since our company is one of the leading importers in the North-West region, the main difficulty we face is forecasting the euro and dollar exchange rates. At the moment, based on several possible scenarios for changing exchange rates, a number of plans are being developed. For ourselves, we have adopted: an optimistic option - the dollar and euro exchange rates of 33 and 43 rubles, respectively, a realistic one - 36 and 47 rubles, and a pessimistic one - 40 and 50 rubles.

3. Target based approach typical for companies whose impact of the crisis on their business is still insignificant. As a rule, when planning, they start from the same indicators as in the pre-crisis period. For most companies, this is problematic. So, Yulia Koshkina, marketing director of Fuel Systems TM Pekar, believes that now the use of target indicators is effective only in the operational period.

Elena Streltsova, general director of the Lyubimiy Krai confectionery association, has no problems with planning in a crisis: “In normal times, we lived like on a volcano, so we didn’t have to change anything, since our planning system is fully consistent with the reality now there are many." The company produces low-margin gingerbread and cookies and is active with most chains. “The biggest risk for us is non-payments of retail and wholesale customers, and we are following this very closely until we complain,” Elena Streltsova states.

The differences between the three approaches described are well shown in how companies approach balancing liquidity and profitability in their plans. For the first approach, this is "providing liquidity at the minimum acceptable level of profitability", for the third approach - "ensuring a given level of profitability with an acceptable level of liquidity".

Our experts designate different “resistance levels”. Ivan Bagazeev (Sibelektromotor) notes that this year profitability is not a target indicator, “as it turned out as a result of calculations, it’s good.” Natalya Kovalchuk and Mark Sorokin (OMZ Mining Business) state that one has to “compromise on profitability (but not lower than variable costs!!!), but with more favorable payment terms due to this”. According to Oleg Fedonin (MMK), “in the short term, the company prioritizes maintaining liquidity. This is due to the task of maintaining an appropriate level of working capital in the face of extremely high cost of borrowing capital. The main criterion in determining the range of manufactured products is the condition for covering variable costs so that at least the products bring marginal profit. At RIAT, the profitability target is zero (i.e. no loss), including all overheads. While Roman Gusev (Angstrem TM) notes that the annual plan includes an increased level of profitability, taking into account inflation and currency risks.

The most difficult feature of planning in a crisis is a high degree of uncertainty about the future.

"Hedgehog in the Fog"

From the experience of our expert practitioners, a number of rules can be distinguished on how to make a crisis plan more realistic.

Calculation based on a pessimistic forecast. If the company is prepared for the worst case scenario, then it will certainly cope with the best. “In operational terms, we deliberately use the pessimistic preconditions for the development of various factors and use the maximum of compensatory measures to insure possible disruptions. This avoids a high degree of uncertainty,” Natalya Kovalchuk and Mark Sorokin share their experience.
Use of expert assessments of employees. Evgeny Cherevko (HK Siberian Cement) calls the method of expert assessments one of the main ones for overcoming the problem of uncertainty, although he notes that it is not formalized enough in the company. When we conduct anti-crisis planning sessions ourselves, the method of expert assessments plays an important role and allows us to effectively use the vast experience and knowledge accumulated by the company's top managers in a short time. In the current practice of companies, this method is usually not sufficiently involved. It stops that this is not accurate data and forecasts. But for planning in a crisis, accurate ones are not needed.
Drawing on the knowledge and experience of the sales team. At the same time, it is important to realistically assess the level of understanding by the company of its market. Unfortunately, we have often encountered a situation where the company's management was sure that the market was well studied, and then it turned out that this knowledge was significantly overestimated and the company did not understand what was happening with sales in a crisis situation. Our opinion is confirmed by Natalya Kovalchuk and Mark Sorokin: “You can talk a lot about market forecasts, trends in the global and domestic economy, but without a professional, responsible sales service, it is almost impossible to get a realistic plan.”
Rapid response to changes. It is also possible to create a special group of managers in the company, which will monitor the main industry and macroeconomic indicators and broadcast the results for a quick response. Such a change management task force has been established at Fuel Systems. According to Andrey Kazinsky, Economics Director of Brok-Invest-Service, the key point in operational planning is the group work of top managers to coordinate payments and receipts: “In essence, the main business processes in the company are synchronized and “short and quick” solutions are the current situation."
Maintain a stable purchasing and sales system. This is how Yulia Belova (GazReserve Group of Companies) comments on this: “Since GazReserve has been actively present on the market for more than 6 years, 70% of all operating contracts are concluded with the company's permanent partners, which are executed almost without deviations from month to month. The share of free sales and purchases is less than 30% - thus, even if the sales plan in this part is “failed” by a quarter (which, in principle, should not be), this will lead to a failure of the overall sales plan by only 7.5%.

Undoubtedly, scenario planning is a key planning tool in conditions of high uncertainty.

How to write scripts

There are no screenwriting courses in economic universities, which is a pity. The ability to write a well-knit script is now in the price. And financial directors are actively mastering this craft.

Each company has its own scenario development features. However, the general approach is often the same. We distinguish 5 main stages of scenario planning in a company:

1. Identification of key environmental factors affecting the company.

It is very important to approach individually the issue of identifying influencing factors for each specific company. Do not get carried away with excessive analysis and forecasting of external macroeconomic factors, which, on the one hand, may not be so significant for the company, and on the other hand, often cannot be accurately predicted even by specialized expert structures.

The number of really influencing factors may be small. So, according to Aleksey Tarasov (IK RED), only two factors are important for their company: the state of the money market (accessibility of borrowing) and the demand for the product (purchase/rent of premises) as a result of the economic situation in the country or region.

2. Formulation of scenarios at a qualitative level.

In scenario forecasting, it is very important to formulate qualitatively different scenarios for the development of events. Often companies limit themselves to drawing up pessimistic, realistic and optimistic scenarios, which is wrong, because. are essentially mathematical variations of the same scenario. In addition, it is often too difficult to make adequate quantitative forecasts, while it is more realistic to determine the main possible trends and directions of development.

A characteristic feature of the current crisis is predominantly pessimistic business forecasts. Often this is justified. However, we regularly encounter a situation where no one even tries to look for positive opportunities and non-banal anti-crisis ideas. For example, recently, during our anti-crisis session, the company's management was simply amazed when, as a result, it turned out that the positive impact of the crisis on the company's business (opportunities for export sales growth, etc.) turned out to be stronger than its negative impact (decline in domestic demand, etc.) .).

However, some of the surveyed companies take into account the opportunities provided by the crisis in their scenarios. For example, the STEP General Contracting Company has developed 2 scenarios: a pessimistic one, compiled only for existing facilities with an assessment of the solvency of customers, and an optimistic one, which assumes the emergence of new construction orders during 2009. Pavel Mikhailushkin, financial director of the company, comments on this as follows: “They were based on the following factors: a decrease in investment activity in the country and the emergence of new opportunities due to structural changes. In particular, the devaluation of the ruble may lead to the emergence of activity in import-substituting industries, a decrease in the value of Russian assets and expenses denominated in rubles, will increase the interest of foreign companies in investing in Russia.”

3. Digitization of scenarios - forecast of the development of factors and forecast of the development of markets.

Enlarged digitization of scenarios is needed, because allows you to move on to the development of company plans, which are always in the "figure". For the Magnitogorsk Iron and Steel Works, the key factors included in the scenario are exchange rates, market conditions, and macroeconomic parameters of the Russian Federation. Oleg Fedonin notes that “in the medium term, it is quite difficult to determine the real price level. And here it is more appropriate to determine the ratio of prices for metal and raw materials, since these prices exist in a close correlation.”

4. Identification of risks and opportunities for the company in each scenario.

At this stage, the basic prerequisites for formulating response measures are laid.

Yulia Belova, (GazReserve Group of Companies) shared with us an interesting experience of transition from developing scenarios to response measures: “After studying the plans created on the basis of the developed scenarios, it was decided to return to the “vicious” practice of the 90s - setting sales prices in arbitrary units (equal to the dollar). In this case, the risk is eliminated that, having received (conditionally) 100 rubles for 100 kg a month after shipment (commodity credit for 30 days), we will be able to purchase only 85 kg of the next batch, because the ruble has depreciated by 15% in a month.”

5. Identification of critical events and determination of control points for the development of scenarios.

At this stage, two types of indicators are determined:
1) Events of the external environment, the occurrence of which will be an indicator of a change in scenarios.
2) Indicators by which the development of scenarios is regularly monitored.

Andrey Kazinskiy (Brock-Invest-Service) commented on this issue in the following way: “As part of the planning for 2009, we used two sets of target figures: for the base case (the “bottom” in the industry has been reached) and the very hard option. The second option was worked out in the context of activities in parallel with the creation of budgets for the base case. It is assumed that when the external environment deteriorates, the company simultaneously switches to this option, and each manager keeps in mind a set of necessary measures to make this transition.

Anton Evdokimov (LenSpetsSMU) also speaks about the importance of having clear scenarios in the heads of managers. To do this, possible scenarios are repeatedly "driven" in a group of top managers of the company.

Useful "tricks" from our experts

Planning is a job for all top managers of the enterprise, the results of which are communicated to each of the employees.

The adopted planning system and forecasting methods must be consistent and not change ad hoc, that is, with or without reason - you must be consistent.

If the pessimistic option does not allow maintaining a positive balance of DS and fulfilling obligations, then it is necessary to set targets related to motivation (sale of warehouses, activation of measures to demand DS).

Mirror contracts for the implementation of the terms of payment in procurement contracts: 100% deferred payment for the maximum possible time, an argument for buyers - guaranteed loading of the supplier's production is a competitive advantage.

Sequestration of fixed costs and their rationing to revenue, i.e. "transfer" them into variable costs.

In times of crisis, for assets, the “zero” budgeting approach is used, when budgets are drawn up not on the basis of the results of the previous period, but on the basis of strategic and operational measures planned for the billing period.

Develop a deliberately excessive number of measures aimed at compensating for "problem gaps" (lack of funds, shortfall in profits). At the same time, you should not slide into a chaotic dispersion of efforts - you can not get any effect at all. A leader is important in each of these mini-project events.”

And in conclusion, I would like to cite the words of Natalia Kovalchuk and Mark Sorokin, which can serve as a parting word to the management of companies in our difficult times: “The crisis is a“ litmus test ”for the management of an enterprise: how effectively can we respond to a negative change in the external environment and“ extinguish ”it how we are able to change and improve, thereby giving the company a chance to survive in a crisis…”

In a crisis situation, most managers think about simply surviving - in difficult times, this is seen by them as the only possible strategy. However, more savvy leaders understand that it is precisely a period of complete uncertainty, when the financial and market environment changes almost every day, that provides a chance to make a serious strategic breakthrough.

It is to this cohort of leaders that Douglas Daft, CEO of Coca-Cola in 2000-2004, belongs. In 1997, when he headed the Asian division of the company, a financial crisis swept through many Asian countries. Assets were devalued, capital investments were frozen, panic was growing. It was at this moment, according to Daft, that it was necessary to think about what to do so that the company would emerge from the crisis even stronger than before. He gathered his managers and held several meetings with them. After all, after World War II, Coca-Cola managed to find new growth opportunities in the devastated Western Europe and make one of its major breakthroughs in international markets.

Daft believed that the crisis is the best time to acquire assets and it is unforgivable to miss such a chance. It was then that Coca-Cola bought a bottling plant in South Korea, which helped it penetrate local family retail chains, and also strengthened its position in China, Japan and Malaysia. The company abandoned the previous principle of planning sales for individual countries and began to build a strategy for the Asian region as a whole. In addition, she purchased several local brands of coffee and tea. And one more thing - it rebuilt its entire supply chain, consolidating purchases of aluminum and plastic for bottles, coffee and sugar and revising their conditions.

It's not just large multinational corporations that can benefit from the recession. At the start of the Asian crisis, South Korea's Housing & Commercial Bank (H&CB) was a medium-sized state-owned lender that specialized in mortgage loans. The bank did not perform well, and its market capitalization did not exceed $ 250 million. But the head of H&CB, Kim Jung-tae, was a bright and bold-minded person. He knew that in times of crisis people are more willing to accept change and innovation, and he understood that he needed to seize this opportunity. Kim Jung Tae reformed the bank: he changed its organizational structure, strategy and work culture. In addition, the laws relating to mergers and acquisitions have been improved in the country. All this together allowed H&CB to merge with Kookmin Bank in 2001. Immediately prior to the merger, H&CB had a market capitalization of $2.1 billion, making it the first South Korean bank to list ADRs on the New York Stock Exchange.

How do companies manage to achieve such success in the conditions of general chaos? It follows from the above examples that it is important to understand that a crisis is not only a shock, uncertainty and new threats, a crisis is also unique conditions for radical and large-scale transformations. Far-sighted managers abandon stereotypes and try not to miss opportunities that would hardly interest them in a normal situation. Coca-Cola already knew that attitudes towards foreigners in local markets were changing and that the Asian crisis was opening up opportunities for the company that had never been seen before: it would have a chance to acquire tempting assets. That is, it was an ideal time to increase market share. H&CB took advantage of changes in legislation and the willingness of employees to change.

Out of bounds

Under normal circumstances, a company's performance—its business model and scope—depends on four factors: regulation, competition, purchasing behavior, and the organization's ability to grow. But in times of crisis, the picture changes dramatically and other factors are more important; if companies manage to seize the opportunity that has fallen, they occupy much more profitable positions in the market than before. By understanding the importance of these factors to the business and how they are likely to change during times of turmoil, top managers can prepare in advance to seize previously unavailable strategic opportunities in troubled times.

Law reform

Restrictions imposed by law, naturally, determine the essence of the business of most companies and the methods of its conduct. The lines of business allowed, the markets in which the company can operate, the types of products or services it is allowed to supply, the maximum market share allowed, etc., are all factors executives take for granted. However, during a crisis, restrictions are often eroded or even lifted.

For example, the South Korean Commission for the Control of Competition, which approves mergers, until 1997 was very tough on such transactions. However, when the government set out to rebuild the country's crumbling financial system, officials allowed hitherto unacceptable banking mergers. It was the legal change in 2001 that helped H&CB merge with Kookmin. The result was a financial giant like no other in South Korea's history: H&CB's share in the deposits market jumped from 11% to 26%, in consumer loans from 29% to 44%, and corporate lending from 5% to 24%.

In addition, restrictions on foreign participation in business may be relaxed or completely abolished. For example, in most developed Asian countries, the permissible share of foreign participation in the banking sector has increased from 50 to 100% (Malaysia was an exception; see Chart 1). Approximately the same thing happened in other industries, thanks to which new prospects opened up for foreign players.

Changing legislation often unleashes hidden consumer demand, causing new industries to be created in the blink of an eye. During the 1994 crisis in Brazil, the government improved quite a lot the legislation regarding financial services for individuals. Under the new rules, mutual funds became legally independent from banks, and credit card issuers were allowed to work with several companies at once. As a result, the assets of mutual funds rose sharply - from almost zero in 1994 to $120 billion in 1996, and the volume of credit card transactions - from $10 to $26 billion. Companies that are ready for such changes ensured significant growth for themselves.

Changing legislation during financial crises is initiated not only from above. A lot also depends on the company. For example, in 1998, GE Capital got the Japanese government in the insurance legislation it needed when Japan wanted to stabilize the financial sector. As a result, GE Capital invested $1.1 billion in bankrupt Toho Mutual Life Insurance, and the government agreed to lower the interest rate on new policies from an unprofitable 4.75% to a better 1.5%. Managers should always consider the possibility of improving legislation, especially during a crisis and immediately after it.

Changing competitive environment

Industry leaders usually have more options to just ride out the financial storm. However, failure to pay interest, disruptions in supply chains, loss of creditor or investor confidence can quickly topple even the strongest, opening doors to new players and changing the balance of power in the industry. After the 1994 crises in Mexico and 1997 in South Korea, the lists of the top ten companies in these countries changed twice as often as usual. At the same time, consolidation increased sharply in many industries.

The financial services sector is hit hardest by the crisis. In 1994, three of Brazil's top 10 banks failed, and several state-owned banks were privatized, increasing industry consolidation and foreign ownership. By 2000, five of the top ten banks in the country were newcomers. Moreover, the assets of the ten largest foreign banks grew from zero to $63 billion (13% of all banking assets). In general, banks with foreign participation controlled almost 30% of the entire banking sector in Brazil - $133 billion of banking assets (see Chart 2). In Russia, roughly the same thing happened: five out of ten banks, which in 1996 were considered the largest, went bankrupt by 2001, and small local banks (like Alfa-Bank) grew to become the largest financial institutions. This situation has been repeated over and over again in many countries.

When small local companies burst at the seams, they are often bought by larger players, often foreign ones, who operate in many directions. Until 1997, virtually all cement in Southeast Asia was produced locally. Many of them turned out to be ineffective, and today most of them are owned by foreigners. Swiss cement giant Holcim has emerged as one of the strongest new players in the market. For almost ten years, the concern has been thinking about expanding its business in Asia. Holcim eventually bought major (in some cases majority) stakes in cement companies in Thailand (Siam City Cement), the Philippines (Alsons Cement and Union Cement) and Indonesia (PT Semen Cibinong). By revamping the management of these enterprises and changing the composition of their boards of directors, Holcim turned these rather weak companies into market leaders: for example, the market capitalization of Siam City Cement grew five times in the three years after the change of ownership. A similar scenario played out repeatedly throughout Southeast Asia.

The generally accepted principle is to postpone new investments and mergers and acquisitions until better times in a period of financial instability. But the experience of many strong companies proves otherwise. From August to December 1997, as financial chaos spread, Asia (apart from Japan) saw 400 transactions totaling $35 billion, an increase of more than 200% over the same period the previous year.

Of course, it would be foolish to ignore the fact that during financial crises, mergers and acquisitions become much more risky. However, the deal can be structured taking into account new risks. In 1997, for example, Belgian brewer Interbrew was in talks with South Korean Doosan to buy its brewing arm, Oriental Brewery. Due to market uncertainty and rumors of imminent changes in liquor laws, the companies have agreed to a series of contingent payments to hedge against changes in the value of the asset. Interbrew bought a 50% stake in Oriental Brewery with additional payouts for certain changes in the industry or tax laws. Thinking creatively, the leaders of Interbrew and Doosan reached a mutually beneficial deal.

Changing buying behavior

If people lose their jobs and even more so their savings, their consumer needs change. Then retail chains-discounters and manufacturers of inexpensive goods are in the most advantageous position. With Indonesia's booming middle class looking for global brands and high quality goods, the local discounter chain Ramayana was having a hard time. But the company's position began to improve when the national currency, the rupee, fell sharply, and after that the population tightened their belts. The Ramayana management reacted to the situation in the following way: it was decided to keep the same prices, offer more products in small packages and focus on inexpensive essential goods - vegetable oil, rice, etc. in the assortment. Overall sales in the country have declined, but Ramayana's annual sales growth was 18% by December 1998 - and this is in the midst of a crisis.

According to McKinsey research, consumer attitudes towards new financial products, new distribution channels, and foreign organizations have changed in many Asian markets since 1997 (see Chart 3). In particular, in 1998-2000. this was clearly manifested in terms of loans. For example, the share of consumers who think it is "unwise" to take out a loan has fallen from 46% to 26% in South Korea, from 52% to 42% in Malaysia, and from 55% to 45% in the Philippines. Not surprisingly, after this, a credit boom began in many countries - in 1998-2001. consumer loans increased by 30% in South Korea and by 129% in China. Demand also changed in other sectors of the economy.

People gradually begin to perceive foreign companies differently. In 1994, only 47% of South Korean citizens were positive about foreign direct investment, and in March 1998 it was already 90%. People have realized the country's need not only for foreign capital, but also for the technology and management practices that foreign companies bring with them. The newly elected president of South Korea, Kim Dae-jung, managed to convince his compatriots of the benefits of foreign investment. He cited the example of the financial and automotive industries in the UK: although the British own only a few companies in them, they provide the country with many well-paid jobs. This argument worked, and from 1997 to 1999, foreign direct investment in South Korea rose from $7 billion to $15 billion. Foreign companies that are quick to respond to these changes in the minds of consumers can skim the cream off.

Organization reform

For leaders ready to take bold steps, the crisis offers a chance to radically change the corporate culture and methods of work: shareholders, employees and creditors realize the need for change, and resistance to it weakens. It is then that far-sighted leaders can reshape the entire system of power, bring the size of the organization to the optimal size, establish a stronger culture of efficiency and resolutely abandon outdated dogmas.

Let's take H&CB. During the crisis of 1997-1998. its head, Kim Jung Tae, carried out an unprecedented reform of the entire organizational structure. First of all, he approved high performance targets for the company (return on assets of 1.5% and return on equity of 25%) - the same as those of the American bank Wells Fargo and the British Lloyds TSB. Kim said that H&CB "could become a world-class bank and become one of the world's top 100 commercial banks in three years" - a very audacious goal for a small and very ordinary South Korean bank. Nevertheless, financial instability played into Kim's hands: in three months he reduced his staff by 30%, and during the first year he himself received a salary of only 1 won (less than 1 cent) - the rest of his income was options for the company's shares. This practice was uncharacteristic for South Korea.

Over the next two years, Kim initiated more than 20 performance improvement programs in areas such as pricing strategy, consumer credit scoring systems, and customer experience. In order to increase the responsibility of banking units and the transparency of their work, he reorganized them, shifting their focus from serving a specific territory to serving customers. The salary of employees has become more dependent on the effectiveness of their work, and the bonus system has been revised. It was simply impossible to imagine these radical reforms before the crisis, but during the crisis all interest groups recognized their legitimacy. As a result, H&CB was able to achieve high performance targets in just two years.

Ayala, a Philippine firm that is over 170 years old, has always prided itself on the social benefits it provided to employees, namely that they were assigned a job for life. But during the crisis of 1997-1998. the company's management realized the need to update the staff in order to remain competitive. The company took the unprecedented step of offering a voluntary layoff program.

Over and over again, we see how the crisis is pushing managers and shareholders to reconsider the old management methods and catch up to the world level in management, reporting and work with personnel. Companies that manage to implement such reforms are likely to take the lead in the post-crisis recovery.

Don't miss the moment

To turn the crisis situation to your advantage, it is not enough just to realize that the rules of the game have changed and you need to look for new opportunities. Let's say, if under normal conditions a company can slowly, for more than one month, "sort things out" with a distributor, it shows slow ones, but also generously rewards those who act quickly and flexibly.

The fastest are often the first to enter new markets, the future of which is even more than vague. It takes courage, but the prize for the winner is worth it. Lone Star Funds was the first to buy distressed banking assets in South Korea. In December 1998, with a handful of investors bidding, Lone Star acquired its first NPL portfolio from Korean Asset Management Company (KAMCO) for just 36% of its book value. The deal seemed very risky. Stephen Lee, head of Lone Star's South Korean office, said: “Nobody has yet assessed the liquidity of these assets in the market before us. It was almost impossible to conduct a control examination.” Nevertheless, the deal turned out to be profitable and the portfolio brought in a very substantial annual income. During the next KAMCO auction in June 1999, 14 investors already bid, and prices jumped.

In order to develop a strategy in such conditions, you need, as they say, to be able to turn around and quickly reassess the state of affairs after each next significant change. The most far-sighted leaders conduct such reassessment weekly, if not daily. Managing a company during periods of instability is difficult, but we must not forget about the transformations necessary for the future of the company. We need to figure out how to take advantage of the situation - before competitors do it.

Financial crises shock and paralyze not only countries but also companies and often push them to the bottom. However, true professionals perceive instability differently - as a change of scenery for their business - and try to use the moment to the maximum advantage. Keeping calm in the chaos and confusion, constantly monitoring important legislative, financial and political changes, the most talented crisis managers find new sources of growth in adverse circumstances.

After the merger, the new bank was named Kookmin Bank.

Before the 1997 crisis, there was only one merger in the banking sector; in many respects, it was unsuccessful, since labor legislation did not allow banks to seriously reduce costs.

Banco Centralo do Brasil data.

Inkombank, Menatep, Mosbusinessbank, SBS-Agro and ONEXIM.

See Rajan Anandan, Anil Kumar, Gautam Kumra, Asutosh Padhi. M&A in Asia // The McKinsey Quarterly, 1998, No 2, p. 64-75.

Studies of the attitude of South Koreans towards foreign investment in the country's economy, conducted by the Korea Development Institute in 1994 and 1998.

See: Pupil Who Has Learned Enough to Tutor // Financial Times, March 21, 2002; Foreign Direct Investment in Korea // KPMG, September 2001.

A government organization that buys distressed assets of banks and other financial institutions with a view to their subsequent resale.

Dominic Barton- Director of McKinsey, Seoul
Roberto Newell- former McKinsey employee, Miami
Gregory Wilson- Partner at McKinsey, Washington

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