Please, check my translation. Vol 3 №3. When Li Yakoka, who was discharged from “Ford”, came to “Kreisler” on president position, the company was on the verge of bankruptcy. “Kreisler” had enviable track record in research and development field, good dealer net and first-class designers. But he found out in short time that company didn’t work as holistic mechanism. Each department worked absolutely separately, without maintaining any relations between colleagues. There were 35 vice-presidents which hadn’t heard about responsibility delegation. Corporate structure was absolutely irrational – automobile marketing and producing was in charge of one vice-president. Meanwhile manufacturers made automobiles without being interested in marketing department opinion, just hoping that somebody will buy them. In company, practically, was absent of integral financial control system. There nobody had idea about how financial plans and projects was making. Government oriented to short-term benefits, not to long-term wellbeing of company. When benefits started reducing, “Kreisler”, instead of using competitive advantages as good engineering and designer personnel, began reducing of expenses by reducing investments to researches and developments. Quality of automobiles was unacceptable, customers complained a lot and many automobiles were being returned to dealers for repair. “Kreisler” share of automobile market permanently reduced while level of customer loyalty to Kreisler’s automobiles was lowest among “Big Three”. Customers perceived this brand as “boring and stiff”. Employees of “Kreisler”, which hadn’t idea about team work, moral spirit leaved much to be desired.