Atom's Tactical Strategy

Atom Tactical strategy, successful Research and Development, and unity do not begin to describe the computer company Atom. Atom was able to overcome all obstacles they faced in the first two years of their company’s start up. They showed to be leaders with their high brand ratings and held 27% of market share in APAC. They used penetration pricing to attract customers and inelastic pricing helped them attain capital.

They licensed with Swift and Caliche in order to achieve the highest amount of Research and Development. The licensing created opportunity for them while keeping them from having to take out a bank loan. APAC was their most profitable with 5.7 million and Europe followed at a close second with 5.4 million. They had diverse products

In Quarter 5 Atom opened up sales offices in Paris, Warsaw, Moscow and London with a total sales force of 64 in Europe alone, which was a very strong move. By expanding into Europe they were able to increase capital—a goal from the beginning. Atom also opened up in Abu Dhabi with a sales force team of 11.

Their intentions for manufacturing did not anticipate the success of their demand, which led to stock outs and loss of customers. This was difficult for them to bounce back from but with determination they were able to do so. Manufacturing was a difficult task for Atom. When forecasting manufacturing they did not correctly take in account their current market performance. In their case it would have benefited them in profit if they would have taken more of a risk and properly forecasted their demand and applied lean manufacturing. Setting up manufacturing in Shanghai was a well thought out move because it kept cost low for them so they could turnover more profit.

Atom used a fast follower method, they saw what their competitors were doing and adapted and diversified their products. They were able to increase their market share from 5% in quarter 3 and from quarters 6 to 8 they held 27% of the market while keeping at 100% fixed

They had highest figures in Financial Performance, Market Performance, Asset Management, and finally achieved a high result in manufacturing. Their weaker areas were Investment in future and Wealth. This could be because they were trying to spend wisely which resulted in them taking less risks and spending money to make money. Although their strategy was to spend as little money possible they could have benefited in these areas. From the balance scorecard it is shown that from Quarter 7 to Quarter 8, Atom skyrockets and dominates the market above all other companies in their balance scorecard.

In the future, Atom can expand further past APAC and Europe and put sales offices in North America where they can thrive. By expanding they will create more demand for their products. They can thrive by investing in Research and Development thus creating an even more stimulated demand. By adjusting their manufacturing to meet their projected demand, they can be true leaders of the computer industrial