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:

• 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.
• 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.
• 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.