Atomica Swot Analysis Paper

With several alternative courses of action facing Atomica, it is important to first consider eschewing any changes and exiting the business. Any change to Atomica’s current business plan will cause the restaurant to incur some level of risk, especially with recent uncertainties regarding how Ontario’s minimum wage hike will affect small, independent restaurants. Atomica may decide they cannot afford the risk of any changes presently. Furthermore, continued investment in the business may exemplify a sunk cost fallacy; investing further in Atomica simply because of the money already spent on it. Selling the business while it is profitable can provide BDHG with the capital to venture into another project with stronger market research, or to invest

An inefficiency in any system creates waste; in a business, this may often translate to costs, and as explored in the SWOT analysis of Atomica, costs lower margins and in turn, profitability. Despite their large expense, POS systems such as TouchBistro enhance consumer experience by allowing to have better interactions with their servers and experience less errors in their orders or bills, and benefit restaurants by managing staffing, stocking inventory, and preventing theft or unwarranted discounting; these issues are commonly faced by restaurants, and create additional costs which detract from margins (TouchPoint, n.d.). Although expanding Atomica’s menu has been explored, issues with Atomica’s consistency in quality and service have been noted in online reviews on Yelp.com. a POS system may also allow Atomica to improve their processes rather than altering their product line; having a large menu will not remedy underlying issues with

Ultimately, creating a two-way conversation with customers is a way of engaging them to improve word of mouth marketing, something Atomica already relies on (Bannister, 2017). Empowering staff to provide better service may help customers see the value Atomica can provide as a specialty product rather than a product for core customer value, which may provide a competitive advantage to the restaurant. With specialty products, consumers only invest time in finding the restaurant rather than comparing it to others, and want to put forth special purchasing efforts. Furthermore, even though Atomica’s prices are competitive with Jack Astor’s and Wooden Heads, two of their competitors, providing higher quality service than competitors at the same fair price allows the restaurant to compete based on providing a good value pricing strategy. Consumers may be more likely to make repeat purchases if they feel they are receiving superior value for their