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Description:
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In 2004, Fujitsu Services faced a maturing market and increasing competition.
Senior leadership recognised the need to differentiate the company to
win new business; initial analysis revealed a strong company with unique
assets, yet one that suffered from an identity crisis. Acting group marketing
executive Philip Oliver, in conjunction with Fujitsu Services' CEO, initiated
a major brand and differentiation initiative that is notable for a number
of reasons:
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Emphasis on reputation, not brand. Brand is an intangible
concept most closely associated with consumer packaged goods and not
always well understood. However, nearly everyone appreciates the impact
of either a good or a bad reputation on closing a deal.
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Experience-based differentiation. Rather than differentiate
based on its offerings or capabilities, Fujitsu Services is differentiating
based on who they are—their personality—and how they
do business.
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Attention to the internal audience. A strong internal marketing
programme and a partnership with HR for professional development
and hiring ensures that all employees “live the brand” and
communicate the firm’s attributes and differentiation through
the client experience.
This ITSMA Case Study chronicles Fujitsu Services’ reputation
and differentiation management journey, providing a valuable blueprint
for a no-nonsense approach to practical and effective differentiation and
reputation management.
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