Summary
Atlas Container Corporation operated in an extremely competitive industry that was consolidating. The 2008 Great Recession dramatically impacted the industry and its customers. To survive, Atlas changed from an external to an internal growth strategy. The smoothness of the transition could at least be partially attributed to a set of internal strategies that were unusual for a commodity/cost-driven industry. They included democratic governance and employee ownership. In 2014, it reported record profits. As it entered 2015, Atlas was considering strategic options for its continued growth.
These slides accompany the teaching of the Case Study also found in CLEO.