Atea „r 52+4 EN

such as acquisition of IT-products and relevant handling.
At the same time, management must ensure
IT better supports customers’ business. Everything
from user support and infrastructure to development
of applications critical to business requires more
time and resources. The problem for many ITdepartments
coping with a bigger workload with
fewer resources. Many choose to contract out some
or all IT-product management. In this context Atea
and the Atea Value Chain are a competitive, costeffective
solution.
CONSOLIDATED MARKET WHICH BENEFITS ATEA
The Nordic PC industry used to be characterised by
a relatively large number of local players and a small
number or national players per country. As customers’
requirements change and purchasing decisions are
centralised, the industry is undergoing restructuring.
A number of mergers and acquisitions mean the
number of players per country is greatly decreasing.
Large computer manufacturers such as Fujitsu-
Siemens, HP and IBM usually use a partner to manage
customers’ more stringent requirements regarding
logistical solutions and peripheral services. Even
the customers who buy products directly, e.g. from
Dell, sometimes choose to buy services from the
Atea Value Chain. This is mainly because the distribution
route is no longer model-led, but rather customer-led.
This benefits Atea.
As regards competition from the traditional retail
sector, we now see a new wave of consolidation,
whereby small and medium-size resellers and integrators
merge so as to reap the advantages of scale.
This development is largely forced by a lack of profitability,
and will create opportunities for certain
niche players. Atea is convinced that in 2003 too, a
consistent strategy represents the route to success.
STRONG POSITION GUARANTEES
CONTINUED GROWTH
Growth in the Nordic IT-market in 2003 is estimated
by IDC at around 4%. However, average growth on
the Nordic PC market will be below or near 0% in
2003, not regaining impetus until 2004. But Atea is
reckoning on around 3% growth for PCs in the focus
target group – the 300 major companies and organisations
in each country.
The main growth is expected to be in the laptop/
PDA segment. Atea also believes in growth in the
server market, and in accessories and updating of
various kinds of peripheral equipment.
In 2003 too, the market for Home PCs will be restricted
to Norway and Sweden. The 2003 Norwegian
market is estimated at 100,000–150,000 units and the
Swedish market at 150,000–200,000 units. Atea
Sweden has historically (1996–2002) had a share of
around 17% of the Home-PC market, and this is the
target for both Norway and Sweden for 2003 and
future years.
Atea’s position on the Nordic PC market is strong.
IBM considers Atea – with its well-developed logistics
functions – to be “one of the top three in Europe”,
and Microsoft considers it to be the best player in the
Nordic countries. Atea’s favourable market position
facilitates more and faster growth than that of the
market as a whole. This is particularly because both
customers and suppliers clearly emphasise the need
for a partner to manage logistics and services connected
with IT-products, regarding both workplaces
and infrastructure.
In 2002 Atea has clearly shown that the Atea
THE B2B MARKET IN THE NORDIC COUNTRIES INCL.
INTEL-BASED SERVERS, LAPTOPS AND DESKTOPS
(1,000s of units)
2001 2002 +/– 2003 +/–
Denmark 485 437 –9.9% 450 +3%
Finland 385 370 –3.9% 380 +3%
Norway 391 371 –5.1% 380 +3%
Sweden
Total, Nordic
706 671 –5.0% 690 +3%
countries 1,951 1,864 –4.5% 1,920 +3%
Source: IDC, IT-research and Atea processing
11
Marknad och omvärld
Value Chain model is more cost-effective than the
various direct models computer manufacturers have
practised for some years (Dell), and to some extent
have begun practising (HP, IBM). Appropriately
permeated by cost-effectiveness and a long-term
approach instead of product price and a short-term
outlook, the customer-led model Atea offers is winning
over the market.
The market’s need for the cost-rationalising and
value-creating services the Atea Value Chain offers
is deemed to be extensive.
TCO (Total Cost of Ownership)
TCO is the total of both the direct (visible) and indirect
(hidden) costs arising during a PC’s life cycle. Direct
costs include acquisition, administration,
technology/support, training and communication.
Indirect costs include inefficient management of the
above-mentioned costs and inefficient use caused by
lack of routines or deficient knowledge.
TCB (Total Cost of Buying)
TCB is the part of TCO concerning the process of
selecting and administrating purchase of products,
suppliers and services (Analysis & Advisement), as
well as time- and cost-related items arising in conjunction
with this.
ROI (Return On Investment)
ROI is what you get return for a completed investment.
This may be a savings effect after an investment,
e.g. an initial investment in something which
reduces costs and releases resources, in the form of
money, time and/or staff. ROI may also entail investing
in a new business system, new infrastructure,
training etc., aimed at raising the degree of efficiency
throughout the company or in parts of it.
Source: Atea processing