Research Paper on:
Case Study Analysis of Qwik Paint and Body Centers

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by the acronym of SWOT, which stands for "strengths, weaknesses, opportunities, and threats." Such a SWOT analysis when applied to Qwik Paint and Body Centers, which were located in Southern  California, reveals a great deal about this companys failures. Strengths The primary strength of Qwik Paint & Body was that it had such a long history in the area. Founded  in 1972, the company had grown from one initial center to a total of 32 center by the early 1990s. The vast majority of the centers were located in  Southern California, but the company also had some centers in adjacent states, so their name was widespread enough to have a firm reputation in the region. Because of this,  the company enjoyed a long period of steadily increasing profits from the early 1970s until 1989. Weaknesses The compensation system used by Qwik Paint and Body was entirely geared  toward a continually escalating profit margin. Managers were dependent on bonuses for as much as 60% of their compensation. As company sales began to falter, it became impossible for employees  to stay within their previous years earnings, much less achieve an increase. Consequently, many employees were leaving Qwik Paint and Body for the competition. Additionally, the President and CEO  of Qwik Paint, Ricardo de la Monte, appears to have taken the decline of his company in a very personal way. In April of 1990, de la Monte suffered a  nervous breakdown. The narrative offered by Cummings and Worley indicates that de la Monte had a great deal of difficulty in allocating authority and then letting those individuals operate as  truly independent leaders. After his breakdown and the failure of his restructuring plans, which were intended to revitalize the company, de la Monte appointed Philemon Cordova, a 37-year-old Harvard