Economies are accompanied by periodic cycles to a certain extent. Depressions always precede recessions, but a depression doesn’t need to necessarily follow a recession. A depression cannot be overcome without regulation and state intervention (sometimes even by associations of states). This problem reaches beyond the company financial management with which we are dealing here. Enterprises should deal with recessions on their own, because such action demands destructuralization and changes in business behavior which can lead to positive effects on economy and businesses. Crisis management and crisis scenarios must be a part of a long-term corporate strategy. Prerequisite and a key factor in successful overcoming of recession within economy is sufficient financial efficiency of business. The one of many indicators in measurement of the financial efficiency is the final value of a firm. In a process of financial planning, the main goal is to estimate qualitative and quantitative parameters of efficiency, so that the value of firm at the end of the planning period is higher than at the beginning of this period. Under recession conditions however the firm, in consequence to the redefinition of the firm’s expectations, should be content with the fact that there will not be a reduction of value. In company with poor efficiency without a crisis scenario, the situation results in the slump in financial parameters due to the drop in sales. Ex post solutions in the form of the sale of the property, reduction of the number of employees and chaotic cost reduction leads finally to the loss of market position and overall efficiency. For a fast growing and long prospering company with good financial performance a short-term reduction of final value levers should be a solution for overcoming the crisis. A crisis scenario presupposes the possibility of a short-term loss of business value and this fact is perceived as an investment to overcome the crisis and start expansion of the company after the crisis.