STRATEGY FOR MANAGEMENT OF ENTERPRISE FINANCES IN MARTIAL ARTS CONDITIONS

Abstract

In the face of serious macroeconomic challenges and martial law, Ukraine must apply effective instru-ments to regulate socio-economic processes. That is why the problem of forming an effective financial policy, taking into account the difficulties of its implementation in modern conditions, is becoming particularly urgent. Such a policy must take into account the interests of all participants in financial relations, and this aspect is key today. At the same time, analyzing and forecasting the financial condition of an enterprise during a war period is extremely difficult, be-cause war creates force majeure circumstances that can lead not only to a reduction in the scale of its activities, but also to a complete cessation of work with an irreversible loss of assets or resources. War realities increase uncertainty and various risks. Under such conditions, the attention of managers and analysts is often focused not so much on main-taining the financial stability of the business, but on its basic survival in a difficult macroeconomic environment. Man-agement of the financial resources of an enterprise under martial law is due to the need to overcome risks and threats that negatively affect the formation and use of such sources of financing as net profit, authorized and reserve capital. Under martial law, the formation of net profit of enterprises is problematic, which is associated with the following fac-tors: changes in the logistics system, the inability to conduct financial and economic activities of the enterprise under conditions of occupation or complete destruction, the need and possibility of business relocation, labor outflow, etc. All these factors reduce the income of business entities and increase the costs of conducting business activities, which negatively affects the efficiency of activities. The Franchon-Romanet financial strategy matrix allows you to assess not only the current state of financing of an enterprise, but also to predict possible options for the development of its strate-gic financial policy. At the same time, this tool has certain limitations: first, the financial analyst's decision-making regarding the movement of an enterprise between the quadrants of the matrix largely depends on subjective assess-ments; second, it does not take into account the industry specifics of the enterprise's activities, which may reduce the accuracy and practical value of the results obtained.