Lecture No. 4. Strategy and tactics of anti-crisis management

1. The role of strategy in anti-crisis management

In the life cycle of any enterprise, a crisis is possible, and it can occur at absolutely all stages of development. Crises can be different, but if the situation at the enterprise as a whole is negative even without it, then even a short-term and local crisis can lead to serious consequences. In order to prevent this, it is necessary to develop an effective management system that contains measures to predict and prevent negative situations. Many researchers now believe that any management should be anti-crisis. The main place in anti-crisis management is occupied by the enterprise development strategy.

If we consider the concept of strategy in a general perspective, then this is a certain direction of development of an enterprise focused on the long term, covering all aspects of its internal and external environment, which serves to achieve its goals. A feature of the strategy in anti-crisis management is its clear focus on identifying and preventing the causes of the crisis, as well as on the correct actions of the enterprise in crisis situations. A well-formed strategy allows you to avoid many crisis situations or smooth out its course in the organization. In fact, it is a plan of action for a certain period of time, which allows you to avoid dangerous situations as much as possible and direct the organization along the path of growth and strengthening its position in the market.

As a rule, an organization at various stages of its existence faces various alternatives, some of which ensure the achievement of effective results, others lead to crisis situations and negative consequences.

The strategy allows you to focus on a certain range of opportunities and discard those that may be potentially dangerous for the sustainable development and functioning of the organization.

As a rule, the strategy is formed in large-scale organizations and firms, whose activities are based in principle on the strategy. For small organizations, which for the most part provide household and household services, the main goal is to survive in the competition. But the large size of the organization also determines the large complex of areas considered in determining the strategy.

The composition of the strategy in anti-crisis management, as a rule, includes the following elements.

1. The scope of the organization and the main directions of its development. It is necessary to determine the features of the occupied market segment for its effective analysis and the possibility of preventing crises.

2. Goals of the organization. For anti-crisis management, goals in the long term are of the greatest interest, since the direction of the organization's development depends on them. The definition of goals determines all further actions to develop a strategy.

3. Definition of methods and forms of achievement of the purposes. This is an extremely important point, since the search and selection of alternatives is carried out here. The whole functioning of the organization depends on what the program for achieving the result will be.

It is important to consider these methods from the point of view of safety for the activities of the organization and expediency in relation to the available resources.

4. Personnel policy. Determines the internal structure of the organization's personnel, the level of relationships between departments and divisions.

5. Organization of the production process. From the point of view of crisis management, this is a very important stage, since this includes the distribution of resources, assessment of the technical base, provision of the organization with modern technologies, etc. Often, crises in organizations caused by internal reasons arise due to complications in the production process due to the irrational use of existing funds.

6. Assessment of the internal and external business environment. It should be noted that the whole activity of the organization depends on the quality of the analysis, since the strategy is formed precisely on the basis of these data. Researching the business environment is of paramount importance both for organizations that are just entering the market, and for organizations that are revising their strategy due to a crisis or for other reasons.

7. Development of a marketing program. In modern conditions, this is an integral part of any strategy, not to mention anti-crisis management.

A strategy in anti-crisis management is a kind of guarantee for the stable development of an organization. Of course, one cannot say that the strategy allows you to completely avoid crises. It only allows you to reduce the percentage of their occurrence, and in the event of an onset, to ensure that they are overcome as quickly and painlessly as possible. In addition, the strategy allows to reduce the time for making a decision on the method of overcoming the crisis, which is an important factor.

2. Development of an anti-crisis strategy in the organization

The anti-crisis strategy is aimed primarily at identifying and eliminating the causes of crisis situations. The main place here is occupied by an assessment of the internal and external business environment in order to determine the most dangerous zones. The relevance and accuracy of information is of great importance, since the determination of the real situation of the organization depends on this. Diagnosing the business environment is the first step in developing an organization's anti-crisis strategy.

Evaluation and analysis of the external environment of the enterprise. This is a rather complicated work, since it is necessary to analyze a large number of factors and identify the degree of their influence on the organization.

Often you have to deal with large amounts of information, which makes research difficult, but this is necessary for the reliability of the analysis. Another difficulty is the high dynamism of the external environment in the modern world, which allows us to speak about the relevance of the data obtained for fairly short periods.

In general, two components can be distinguished in the external environment - the microenvironment and the macroenvironment.

Microenvironment assessment. The microenvironment includes economic entities that have a direct impact on the activities of the organization:

1) the state;

2) suppliers;

3) consumers;

4) competitive environment;

5) human resources.

The state influences any organization in the form of various requirements and legislative acts (direct impact) and taxation (indirect impact).

Any organization carries out its production process based on the use of various resources. They enter the organization through suppliers. Therefore, an organization can be quite dependent on suppliers, especially when the resource is scarce and small. The analysis in this case should be reduced to obtaining the maximum possible amount of information to create the optimal level of relationships and, importantly, to ensure that the level of resource costs that would not cause a financial crisis.

Attracting a consumer is the main means of achieving the main goal of any organization - making a profit. The consumer market influences the structure of the organization, its strategy and attitudes. When evaluating consumers, it is necessary to take into account many factors and features:

1) demographic characteristics: age group, gender, field of activity;

2) socio-psychological characteristics: tastes, preferences, interests of consumers;

3) the degree of consumer awareness of the market and product;

4) volume of purchases by customers;

5) sensitivity of consumers to the price of goods, etc.

Assessing the competitive environment is now even becoming a separate area. This is especially true in modern market conditions. When developing an anti-crisis strategy, it is very important to assess all possible competitors. This is also of great importance because now many competitors are resorting to illegal actions, which can lead the organization to crisis and even bankruptcy. The main difficulties that may arise due to competition: a crisis caused by a lack of resources; crisis caused by lack of demand for products; loss of the organization's image.

In addition, the anti-crisis strategy should include not only protection from competitors, but also the organization's own actions in the competition. To do this, it is necessary to examine the strengths and weaknesses of competitive individuals and organizations.

Assessment of the macro environment. These include factors that indirectly affect the organization:

1) political;

2) economic;

3) social;

4) technological.

The political factor is assessed in terms of stability and changes in bills.

An analysis of the economic situation provides data on the distribution and availability of resources in the market. Here, it is important to analyze not only the domestic economy, but the entire world market as a whole. Social factors are the level of income of the population, the level of wages, the presence of certain groups in society (poor, middle, rich strata of the population), etc.

Technology assessment is necessary to create an appropriate technology level in the production units of the organization.

Assessment and analysis of the internal environment. The internal environment of an organization is a complex complex consisting of many elements:

1) management;

2) financial department;

3) production department;

4) marketing department;

5) personnel;

6) transport department.

When developing an anti-crisis strategy, each element must be carefully examined to identify challenges and opportunities.

After diagnosing the business environment, the strategy itself is developed. This process is also accompanied by a revision of the mission and attitudes of the organization. The anti-crisis strategy should contain an optimal set of measures to bring the organization out of the crisis, taking into account all available opportunities. Most often, during the period of overcoming the crisis, it is necessary to make significant adjustments to certain departments and communications of the organization.

But this can be done only on the basis of data on the state of the business, which are the basis for developing an anti-crisis strategy.

3. Implementation of the chosen anti-crisis strategy

An anti-crisis strategy may include various areas: reducing costs, eliminating some departments, reducing production volumes, attracting additional resources, etc. But in any case, this is a set of measures that lead to a positive result only if the chosen anti-crisis strategy is correctly implemented.

The implementation of the strategy includes several stages:

1) approval of the selected anti-crisis strategy, its coordination with the goals of the organization;

2) informing the employees of the organization and conducting preparatory work in order to more quickly and effectively implement the anti-crisis strategy;

3) ensuring the financial level of the organization necessary for carrying out changes (borrowing funds, loans, etc.);

4) bringing production and other processes to a level corresponding to the chosen strategy.

The magnitude of the changes depends on the size of the crisis and the causes that caused it. If you have to make a decision to change the organizational structure of the organization, then for obvious reasons, this will require more time and effort. But regardless of the scale of the new strategy, it is necessary to ensure a high level of control over its implementation. It is also important to take into account that there may be some obstacles to the implementation of the strategy: lack of resources and funds, personnel resistance, time constraints, etc. All these factors must be considered at the stage of developing an anti-crisis strategy and measures should be developed to eliminate them. Otherwise, the implementation of the strategy, especially those associated with major changes (for example, reorganization), may be delayed indefinitely, which clearly will not benefit the organization.

Much depends on the management apparatus of the organization. We are talking not only about bosses and management, but also about middle and lower managers, on whom the immediate result often depends. This is due to the fact that the strategy implementation process, as a rule, is divided into several reporting periods, after which a meeting is held and a report on the results achieved is made.

In practice, in the interim, managers often have to make independent decisions, the rationality and effectiveness of which depends on their professional level. This level is determined not only by skills, but also by skills acquired as a result of past experiences. Many organizations prefer to hire younger employees, but those with work experience are preferred by the organization.

In addition, for the successful implementation of the anti-crisis strategy, close interaction and cooperation of various departments and levels of the organization is important, since in the near future the main task that must be solved is to overcome the crisis.

In the process of implementing the chosen anti-crisis strategy, timeliness and availability of information often decide a lot. In modern conditions, information departments are specially opened in organizations, which are designed to provide other departments with all the necessary data and monitor reporting. A strategy is a plan, and it is impossible to predict and plan situations and processes with absolute accuracy. Therefore, it is so important to monitor the progress of the implementation of the strategy at all its stages and, in case of problems, to apply alternative options. This is another distinctive feature of the anti-crisis strategy - it must have a so-called fallback option. The fact is that in the course of implementing the chosen strategy, various difficulties may arise that will reveal gaps in planning. It is clear that we must not stop in the middle, but take decisive measures to solve these problems. This is possible when planning and developing a strategy, when the weakest points are noted.

The key to the effective implementation of the anti-crisis strategy is constant monitoring of its implementation. It is possible that additional resources will be required or, conversely, the planned costs will be higher than the actual ones.

The last stage in the implementation of the strategy is summarizing and evaluating the results of the implementation of the strategy. Of greatest interest is the correspondence of the obtained results to the set goals and objectives in the anti-crisis strategy. This is the assessment of the effectiveness of the chosen anti-crisis strategy.

4. Organization of the implementation of the anti-crisis strategy

If an organization monitors the state of its internal environment and changes in the external environment, then it is able to detect threats to the business in time and take measures to prevent them. Thus, the degree of occurrence of a crisis in such organizations is significantly reduced. But it is impossible to insure completely. In a crisis, the main difficulty is the time factor, since a strictly limited period of time is often given to restore a stable situation. Therefore, when developing an anti-crisis strategy, it is necessary to plan all processes so that their implementation can be carried out in parallel and take as little time as possible. Often the situation develops in such a way that there is simply no time to prepare the basis for innovations and decisive measures have to be taken, which has a negative impact primarily on the employees of the organization.

Personnel resistance is the most common issue when implementing strategic changes in an organization. To solve it, it is necessary to combine psychological measures with stimulation and encouragement of employees. The psychological factor is that many employees are worried about their future position in the organization. Management needs to take care to provide guarantees to employees. When it comes to incentives, management needs to be extremely careful, since in a crisis situation, funds, as a rule, are always insufficient. Typically, in medium and small organizations there are fewer such difficulties with employees than in large-scale ones. Therefore, in large organizations you have to use power and authority to achieve results.

Often specialists from outside are invited to implement the anti-crisis strategy, especially since in modern conditions there are special agencies and firms providing such services; These are various kinds of consultants and specialists. They can also be involved in the development of the anti-crisis strategy itself. However, it would be best if the invited experts do not directly guide the entire development and implementation process, but only provide consulting services.

The process of implementing the anti-crisis strategy should be considered in detail in advance: it is necessary to draw up a schedule, appoint responsible persons, distribute responsibilities and tasks between departments and divisions. In practice, deviations from the schedule are always observed - to a greater or lesser extent. Before the start of implementation, it is necessary to carry out preparatory work, during which it is necessary to firmly distribute responsibilities between subordinates. If serious changes are planned in the personnel composition of the organization, then it is best to make them at the initial stages of implementing the strategy. As a rule, new employees are involved, who need to ensure the right level of interaction with the rest of the staff in order to quickly get on track.

5. Goals and functions of marketing in anti-crisis management

In order to consider marketing in the light of crisis management, it is necessary to give its general assessment. Marketing activity is reduced to the study of the supply and demand market and the subsequent development of an organization's program for actions in the market.

The main goal of marketing is to determine the size of demand for a product, which is expressed in the amount of sales of this product and the share it occupies in the market. The main principle is customer orientation, its interests and needs. However, marketing is not limited to research and creation of a demand market. In reality, its value is much higher. For example, advertising, which is one of the main means of attracting consumers, is also an integral part of the marketing service.

Currently, marketing is an integral part of crisis management. The organization's strategy, its pricing policy, production and output volumes, product range expansion - this is only a small part of the marketing application. During a crisis, when it is so important to develop an effective anti-crisis strategy, much attention is paid to marketing research as a means of diagnosing market opportunities and positions of an organization, its strengths and weaknesses, as well as studying opportunities and threats from the market.

In order to provide the necessary level of anti-crisis management, it is necessary to consider a set of marketing tools, which in essence are market infrastructure factors.

1. Product - products and services produced by the company and offered to the consumer.

The manager must have information about the market demand for the product and its relevance. If a crisis in an organization arose due to a lack of demand for a product or service, then it is worth reviewing the proposed range. This is relevant for those organizations that are engaged in the production of seasonal goods - as a rule, the production of one type of product (for example, ice cream) in the winter is reduced several times for obvious reasons. This allows you to deliver actual goods without losing money.

2. Price is the amount of money a consumer pays for a product.

In the field of crisis management, the pricing policy of an organization is very important, since the stable financial position of the company largely depends on it. A competent pricing policy is possible only by studying consumer demand and the supply of competing firms.

3. Place of the product on the market - this includes methods of distribution of goods on the market, representing the occupation of the most advantageous positions in terms of accessibility to the buyer.

4. Advertising - impact on the consumer in order to attract him to purchase a particular product. In recent decades, advertising has taken on a huge scale and, if properly managed, can even help overcome the crisis.

The use of these tools in a specific market and for specific types of goods allows you to determine the actual marketing potential of the organization and the threat to it from the market, which is extremely important when developing a crisis management strategy.

An organization's marketing capabilities are measured using market concepts such as price, demand, and supply. It is their combined consideration that reflects the effect of economic laws on the market and their possible impact on the state of the organization.

In addition to market research, marketing in the development of anti-crisis policy also considers the internal environment of the organization, namely:

1) technical and technological potential;

2) resource potential;

3) information technology;

4) work of personnel;

5) features of the production process;

6) the level of management and control.

These are the structures on which the qualitative and quantitative characteristics of the product depend; they are also examined for possible complications so that they can be eliminated in a timely manner.

But still, the main task of marketing in crisis management is the study of the external market environment of the organization, primarily the microenvironment. We are talking about such important subjects as suppliers, competitors, partners. Much depends on their competence and reliability, especially when the organization is in crisis. It is necessary to analyze existing connections and relationships and form new, favorable conditions.

A big plus will be the study of competitors' strategies, their tactics and behavior in the market.

The tasks of anti-crisis management also include monitoring the state of the level of development of equipment and technologies in order to maintain the competitiveness of the organization and improve product quality. This observation is also included in the functions of marketing; this includes not only scientific and technological development, but also social, political, cultural changes, to which the organization is very sensitive during a crisis.

As you know, information plays a separate role in anti-crisis management. Marketing services are called upon to investigate the state of the situation in individual markets (including the world), in the regions of the country and around the world. In addition, it is necessary to take into account the fact that in the modern world the degree of competition is very high, therefore it is important to study not only the market and various factors that make up the socio-economic environment, but also the analysis of the management technology itself is especially important: management systems, planning, forecasting, work with personnel, skills in advertising, etc.

6. Formation of marketing strategies in anti-crisis management and their classification

The development of a strategy in crisis management is in itself a complex and time-consuming process. The marketing strategy is one of the guiding activities of the organization, as it determines the behavior of the organization in the market, which has to withstand many negative environmental factors. The purpose of the marketing strategy is to occupy the organization with the most advantageous position in the market, as well as a set of measures to ensure the achievement of this position. This goal can generally be called the fundamental basis of the marketing strategy; in addition to it, other tasks can be set, which are dynamic and in the process of implementing the strategy are adjusted in accordance with the real market conditions.

Marketing strategy in its formation goes through 4 main stages:

1) analysis of the marketing opportunities of the organization - an assessment of the strengths and weaknesses of the organization, its advantages from functioning in the market in question, possible threats and risks;

2) the choice of functioning markets - consideration of the positive and negative sides of the market, its consumer composition, the need for products in which the organization specializes and, of course, the analysis of supply and demand;

3) development of the main provisions of the marketing program - the formation of a pricing policy, methods for bringing goods to the market and its subsequent distribution, organizing control over the sale of products, determining an advertising campaign;

4) approval and implementation of marketing programs - substantiation of the generated programs in terms of anti-crisis management and the overall strategy of the organization.

Since it is necessary to consider marketing strategies in the field of anti-crisis management, it should be noted that they occupy a significant place in the overall anti-crisis strategy and are often decisive in the question of the organization's way out of the crisis.

Marketing strategies are most conveniently classified by features; In view of what has been said, the following classification can be presented.

1. Market Strategies:

1) a strategy aimed at occupying a larger market share;

2) a strategy aimed at obtaining (capturing) competitive advantages;

3) a strategy related to the development of a new market.

Market strategies are focused on achieving the organization's sustainable and most advantageous position in the market. The main criterion for assessing the position of the organization in the market is its share in this market.

2. Integration strategies:

1) macroeconomic strategy;

2) microeconomic;

3) regional;

4) intra-industry;

5) intersectoral;

6) the strategy of the production sector;

7) the strategy of the non-productive sphere.

3. Anti-crisis strategies:

1) a strategy aimed at preventing bankruptcy;

2) a strategy for overcoming a crisis situation;

3) a strategy designed to eliminate the consequences of the crisis.

4. Strategies for factors of production:

1) the strategy of production factors;

2) strategy of financial factors;

3) strategy of investment factors;

4) strategy of personnel factors;

5) strategy of information factors.

The above strategies (integration, anti-crisis and production factor strategies) are in essence the preparation of the socio-economic and legal basis for the planned serious transformations.

5. Marketing strategies:

1) commodity;

2) price;

3) branded;

4) advertising.

Of course, this is not a complete list of existing strategies - these are the main types.

You can also distinguish strategies depending on the size of the organization, market structure, etc.

7. Use of marketing tools in crisis management

Marketing is not only a system for monitoring and analyzing the market environment, but also a management system.

Of course, this is not a priority management structure in the organization, but it should be noted that depending on the stage of anti-crisis management, certain marketing tools are used.

In light of this, 3 main states can be distinguished: pre-crisis management, crisis management, and post-crisis management.

1. Pre-crisis management. At this stage, the main tasks of marketing are to prevent a crisis situation and build basic strategic plans.

The main controls are:

1) strategies aimed at preventing crises;

2) strategic plans of the organization, business plans, preparation of advertising campaigns;

3) formation of basic marketing strategies (market and strategies through marketing);

4) development of programs to stimulate and motivate labor;

5) diagnostics of the state of the business environment and risk factors;

6) development of a decision-making program.

Such methods make it possible to study the main socio-economic trends, gain experience, which in future periods provides a faster and more effective response to the emergence of various situations in the market and, with the help of various management tools, allows one to avoid negative consequences.

2. Crisis management. The main goal is to get out of the crisis as soon as possible and as painlessly as possible. Controls:

1) anti-crisis strategies and programs to overcome the crisis;

2) strategies aimed at reducing the negative impact of the crisis on the state of the organization;

3) plans and strategies developed for each specific situation (if the crisis is deep enough);

4) programs to minimize costs;

5) diagnostics of the most unstable structures.

In the field of marketing management, priority is given to situational programs, as they are more adapted to specific conditions and, therefore, are more effective.

3. Post-crisis management. The emphasis is on rehabilitation and stabilization of the organization:

1) stabilization programs;

2) strategies aimed at updating problem areas;

3) strategies aimed at assessing the strengths and weaknesses of the organization, as well as searching for new market opportunities;

4) innovative business structures.

In anti-crisis management, an important place belongs to such a marketing tool as information and communication structures.

Information currently occupies a leading position in management, especially in anti-crisis management, where timely and accurate assessment of the situation is so important.

Since marketing itself implies market research, it is clear that the quality of the information received is in the first place, since anti-crisis strategies are developed and decisions are made on the basis of the data received.

Communications It is a way of information flow through which connections are established. In anti-crisis management, communications are a means of evaluating and moving information, mainly for marketing services; more precisely, communication is the main marketing tool for working with information. External types of communications are mainly used - direct interaction with market structures, the media, and the population.

Of course, there are also internal communications - these are the relationships between departments and divisions of the organization), but the priority still belongs to external ones. In working with information, the methods of its use and processing are of great importance. The efficiency of use depends on the equipment of the organization with technical means and the latest developments, which significantly reduce the processing time and improve the quality of the data obtained.

In anti-crisis management, the role of effective communications increases dramatically, since the correctness and direction of actions depend on the reliability and timeliness of information. Speaking about marketing tools in anti-crisis management, one cannot fail to mention advertising as the most common and effective means of communication. Advertising is a type of communication that operates on the market and ensures the movement of goods to the consumer by providing information about the main characteristics of the goods - of course, the most positive ones. Advertising establishes the relationship between the producer and the consumer, thereby being a means of management that ensures the development of production and market relations.

8. F. D. Roosevelt's "New Deal" - a program to bring the American economy out of the crisis

In order to reveal the main provisions of the New Deal, it is necessary to give a general assessment of the American economy at that time.

In the 1920s there was increased growth in industry and trade in America. However, there was a significant problem - there were not enough funds for circulation. In 1929, the cash amount amounted to 1910 million dollars - despite the fact that the volume of GNP was equal to 104 billion dollars. In order to somehow speed up the process of cash turnover, various methods began to be used, the most widespread among which was consumer credit. However, this only made the situation worse, as banks issued loans without leaving reserves. As a result, on October 29, 1929, a crisis called the Great Depression broke out. More than 2 banks went bankrupt with a total volume of deposits of about 000 billion dollars. US GNP fell from $2,8 billion to $104 billion in just 56 years - from 4 to 1929.

In 1932, the Democratic Party, headed by F. D. Roosevelt, won the presidential election; he proposed to the country a series of reforms called the New Deal. The economic situation in the country was such that the need for reform of the credit and financial sector was obvious. At the suggestion of Roosevelt, the "Emergency Banking Act" was proposed to Congress. Its main points were as follows:

1) banks were given loans from the Federal Reserve System;

2) the opening of banks was allowed only if their condition was assessed as "healthy";

3) the Minister of Finance was given the right to prevent a run on deposits;

4) a ban on the export of gold was introduced;

5) a special decree was introduced, according to which US citizens had to hand over gold reserves in excess of $100;

6) at the same time, the issue of new banknotes not backed by gold was allowed;

7) following this, the government of F. Roosevelt imposed an embargo on gold circulating between the United States and other countries.

On June 16, 1933, the Banking Law was adopted, the basis of which was to separate the deposit and investment functions of the bank; the Federal Deposit Insurance Corporation was created under this law. By early 1934, approximately 80% of all US banks had insured their deposits, given the desire of most depositors to have such protection. The law established the following: deposits of up to 10 thousand dollars are subject to insurance for 100%, from 10 to 50 thousand dollars - for 75%, and more than 50 thousand dollars - for 50%.

January 1934 was marked by the devaluation of the dollar, which reduced the gold content by 41%. A special position in the New Deal reform system belonged to the establishment of the Civilian Resource Conservation Corps. At the suggestion of F. Roosevelt, Congress passed a law on sending unemployed urban boys to work in forest areas.

In the early summer of 1933, camps were built for 250 young people between the ages of 18 and 25 from assisted families and unemployed veterans. By 1935, the camps were doubled - up to 500 thousand people.

The total number of people who visited them is over 3 million Americans. As a result, forest plantations were created - 200 million trees were planted, a significant number of reclamation structures, bridges and much more were built.

The Law on the Restoration of Industry also deserves attention.

According to it, entrepreneurs in every industry were invited to voluntarily come together and develop "codes of fair competition" that:

1) would establish the size of production;

2) would determine the level of wages and the length of the working day;

3) would distribute sales markets between individual competitors.

The Industrial Recovery Act also affected labor relations:

1) workers were given the right to participate in collective agreements and trade unions;

2) three main working conditions are defined:

a) a minimum wage of $12-15 per week;

b) the maximum duration of the working day - 8 hours;

c) child labor is prohibited.

The New Deal also addressed agrarian issues. The government proposed that farmers reduce their acreage and livestock numbers, but at the same time guaranteed payment of interest on farm debt of no more than $2 billion.

In agrarian policy, the "New Deal" was also implemented in the law of 1938, which introduced the concept of "always a normal granary":

1) the implementation of price maintenance by not destroying surplus products, but by preserving, paying farmers an advance on account of agricultural products that have not yet been sold;

2) a policy of dumping abroad in the export of wheat, cotton and other goods, encouraging farmers by issuing import premiums.

F. D. Roosevelt is especially proud of the fact that he managed to convince the US Congress of the need to create a special Administration of the river valley. Tennessee (TVA). The state of affairs in this large region was deplorable. The TVA State Corporation had to organize the production of electricity (on the basis of the construction of a cascade of hydroelectric power stations), cope with soil erosion, and carry out massive forest plantations. TVA results:

1) creation of 20 more dams in addition to the 5 that previously existed in Tennessee;

2) creation of navigation on the river;

3) growth of incomes of the population of the region;

4) improvement of agriculture, soils and forests.

Following the recovery in the American economy in 1933, there was a dramatic change in the structure of federal spending: for the first time, a social budget appeared at the level of the federal government.

By implementing the New Deal reforms, Roosevelt's team hoped to renew the country's economy and save it from such crises. But it is impossible to talk about the complete achievement of these goals.

9. Anti-crisis orientation of L. Erhard's reforms

Ludwig Erhard (1897-1977), scientist and politician, the second chancellor of the FRG, is deservedly called "the architect of the German miracle." The state of the economy of West Germany in the post-war period was in a very negative state - almost the entire industry was destroyed, the financial condition was generally in a terrible state. The amount of money in circulation was many times greater than the cash commodity reserves. Inflation reached 600% compared to pre-war levels. In addition, the housing crisis worsened.

Under such conditions, L. Erhard developed and carried out reforms aimed at leading the country out of the deepest economic and social crisis. The theoretical basis of anti-crisis reforms was the concept of "social market economy" developed by L. Erhard.

L. Erhard proceeded from the idea of ​​a strong state as a "constituting", "governing" and "regulating" force capable of shaping society. The state actively participated in economic processes, but the direction and nature of the intervention were focused strictly on the formation of a market economy based on private ownership of the means of production, protected by the legislative system of power. The state provided support to industries experiencing difficulties, especially the coal and electrical industries, as well as metallurgy. Investors and entrepreneurs were granted tax incentives.

In July 1948, a monetary reform was carried out. The goal was to get rid of depreciated money and create a hard currency. Decree introduced new money - Deutschmarks. Each resident received 40 marks. Half of the available savings and cash were allowed to be exchanged at a ratio of 1:10, and the other half was frozen and exchanged at a rate of 1:20. Ultimately, the size of the money supply (cash and bank deposits) was reduced by more than 14 times.

Then the price reform was carried out. In accordance with the Law on the Principles of Economic Structure and Price Policy, prices were set free, the administrative distribution of resources and numerous normative documents that previously regulated economic relations were abolished.

After some time, legislative acts on credit and tax policy, antimonopoly and anti-cartel decrees, etc. were also adopted.

L. Erhard took decisive measures to strengthen the position of Germany in the world market. And he succeeded - exports almost tripled. Regarding the domestic market, measures were taken to protect it from external competitors. Much attention was paid to the development of small and medium-sized businesses. It should be noted that indicative (contractual) planning also played a positive role in overcoming the crisis in Germany.

According to the researchers, the basis of success was laid in the following factors:

1) a high level of preparation of planners who used the entire accumulated stock of economic science;

2) multiple alternatives in the choice of methods and tools for the implementation of these plans, the absence of dogmatics and narrowness of approaches;

3) the firmness and consistency of the professional state apparatus, which purposefully implemented the adopted programs;

4) development of broad national consensus regarding the main goals of socio-economic development for the short and long term.

The anti-crisis reforms carried out by L. Erhard would not have been so successful without the active support of the public and the participation of citizens in the process of making and implementing decisions on socio-economic issues. In accordance with the law, an expert council was created in Germany on the prospects for the overall economic development of Germany, which developed the necessary initial proposals for the government to make economic and political decisions.

10. The activities of Lee Iacocca in the largest corporation Chrysler

Prominent American manager Lee Iacocca, Chairman of the Board of Directors of Chrysler, became famous for the fact that in the early 1980s. saved one of the "big three" corporations operating in the US automobile industry from collapse.

To begin with, it is necessary to give a general assessment of the state of the company at the time of the start of Lee Iacocca's activities. In the upper management structures, there was no organizational consistency and elementary discipline.

There was no coherent management system that made decisions, held meetings, etc. There was also no financial control system. As a result of all this, a spirit of uncertainty and conflict reigned among the employees. In addition, there was no control over the preservation of industrial secrets, which led to the development of industrial espionage on a fairly large scale.

The corporation faced another major issue - the lack of orders from dealers; there was not enough space on the factory floors to accommodate new cars, at the same time, the cash of the corporation was rapidly declining.

Iacocca began his career by looking for a specialist in finance. They became Gerald Greenwald. However, Greenwald applied for a higher position and offered in his place.

Steve Miller, who was his chief financial officer. Next, Hal Sperlich was invited to help resolve personnel issues. The next step was the search for a highly qualified specialist in the field of car quality. Iacocca brought in Hans Matthias, Ford's chief designer, who specialized in quality control, to do the job. For a year and a half, he significantly strengthened the discipline in the organization of production at Chrysler enterprises. An important role in improving the quality of cars was played by another specialist in this field - George Bats, who had already served in the corporation before the arrival of L. Iacocca. A special quality control department was created for Buts.

In addition to product quality issues, it was necessary to urgently establish logistics services. For this work, Paul Bergmoser was invited, thanks to whom a fairly effective logistics system was created in the corporation. Next, Lee Iacocca took up marketing issues. Thus, the work of Lee Iacocca was to create a close-knit team of specialists of highly professional levels and capable of solving tasks of increased complexity in critical situations. Iacocca was guided by the principles of unity, personal participation in the selection of a team, creating strong relationships in it, endowing independence and relative freedom.

Authors: Babushkina E. A., Biryukova O. Yu., Vereshchagina L. S.

<< Back: Bankruptcy of enterprises (Signs and procedure for establishing bankruptcy of an enterprise. The role and activities of the arbitration court. Types and procedure for carrying out reorganization procedures. Liquidation of enterprises. Basic parameters for diagnosing bankruptcy. Stages of diagnosing a crisis. Information in diagnosis. Features of bankruptcy of credit organizations)

>> Forward: Key factors of crisis management (Nature and classification of management risks. Anti-crisis risk management. Methods for assessing investment risk. Characteristics of the state of the investment process as a basis for making investment decisions in anti-crisis management. Sources of investment financing in conditions of limited financial resources. Methods for assessing investment projects and the attractiveness of enterprises. Investment process as factor of anti-crisis management. Innovative potential of enterprises, its role in anti-crisis management. Formation of innovative infrastructures as a condition for overcoming the crisis)

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