The article discusses the current topic: anti–crisis strategy as the most important component of the basis of anti–crisis management of the company. Within the framework of article, we reveal the essence, the anti–crisis strategy of the organization, as well as the problems that may arise in the process. Practical, functional and methodological problems are highlighted as the main problems. In the course special emphasis is placed on new, modern approaches and stages of developing an anti–crisis strategy: monitoring of alarm signals, preventive measures, identification of crisis parameters, investigation of the causes that caused it, assessment of the real possibilities of an organization’s exit from the crisis, choice of stabilization methods, development of measures within the anti–crisis strategy and control of their implementation, neutralization of the consequences of the crisis. Attention is paid to the complex analysis of the external and internal environment. It is said that SWOT and PEST analysis methods, methods of financial analysis of an organization and its competitors are used as evaluation methods, and the steps that organizations need to take to preserve and improve their business are also considered. As the main methods of overcoming the crisis are identified: rehabilitation, personnel, financial, marketing, production, methods of active adaptation and management.