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O'Neill & Preigh

Presented by
NADEEM SAJJAD KAYANI
AFRASIAB A QURESHI
Azam Hussain
SEQUENCE
 INTRODUCTION
 HISTORY
 CURRENT SCENARIO
 INTERNAL ISSUES
 EXTERNAL ISSUES
 SWOT ANALYSIS
 SUGGESTIONS
 Q & A SESSION
 GIVE AN OVERVIEW OF THE
BUSINESS SITUATION IN WHICH
O'NEILL AND PREIGH (O&P) FIND
THEMSELVES PRESENTLY. PUT
FORTH PROPOSAL TO REDRESS
THE SITUATION
History
 O'Neill & Preigh is an 800 year old
manufacturer of church equipment

 Originally established in a small


village on the outskirts of Rome.
Current scenario
 They now operate out of their
corporate offices in Lancaster,
Pennsylvania.
 They are known as a market leader
in both stock and custom built
furnishings for churches of all
denominations.
 Their quality and craftsmanship are
undisputed as the best in the
industry.
 They sell their products in
international markets through their
own sales staff as well as distributor
channels in major cities around the
world.
 Due to some internal & external
problems their business has dropped
off dramatically.
Internal Issues
 They strongly believed on autocratic
and centralized managerial controls.
 They focus on the highly skilled craft
of building custom furnishings for
which they are very proud and for
which they are world class.
 Major consequence is poor cost
control.
 They didn’t emphasize on efficiency
and effectiveness.
 The computer has made little inroad
into business operations. Their
accounting office has computerized
payables, receivables, payroll, and
inventory, but little else.
External Issues
 External market is evolving.
 The president, Del E. Lama, has just
concluded the quarterly "State of the
Business" meeting of the senior
officers at which he reported that
part of their problem is the result of
the aggressive pricing strategies of a
Southeastern Asian conglomerate
that recently introduced their
product into the American market.
 Asians do not compete on quality, it
seems that American market is more
price-sensitive than in the past.
 Del went to talk about re-engineering
effort.
 He attended the Chamber of
Commerce breakfast that week at
which the speaker was a re-
engineering consultant from a large
Philadelphia firm.
 Del heard that some of his systems should
be decentralized, also heard much about
information technology and automated
manufacturing.
 To spearhead this computerization effort
he hired his grandson, Sal Vation, to join
the firm as Director of Information
Resources. Sal had just graduated from a
prominent New England business school
with an MBA in Information Systems.
Swot analysis
– Strengths

– Weaknesses

– Opportunities

– Threats
Strengths
– Historical background

– Expertise

– Quality / unmatched quality

– Consistency

– Unity of decisions
Weaknesses

– Old fashioned

– Lack of innovation

– Lacks of participative management /


consultation

– Costly products


continue…

– Autocratic style

– Non recognition of prevailing


competition in the market

– Limited use of technology


Opportunities
– HR Development / Del-E-Lame is there

– Use of technology/Hal. E Lewya is there

– New innovation ideas

– Realistic approach

– Utilization of middle level management


Threats
– Competition
Monopoly  oligopoly  open market

– Low cost replicas

– Loss in market segment

– Divestment / related growth

– Inability capitalized HR opportunities


Suggestions
– Utilize your strength to mitigate your
threats

– Use opportunities to hide


weaknesses

Thank you / GOD bless you