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Industry Overseas
China
JOC*
FJM
(SMEs)
Public
Sector
FinanceSocial
Infrastruc-
ture
Logistics
System Integration
Software Integration
Network Products
Infrastructure Services
System Products
Ubiquitous Products
Future challenges and measures
Please tell us some of the specifics of this new matrix structure.
This is an organizational change to strengthen our hand in sales interactions, SE, and
technology. It creates a framework that allows Fujitsu to compete on a global level.
Q.3
A.3
With the rise of cloud services and the rapid spread of smartphones and other mobile devices, coupled with the
globalization of our customers’ businesses and other acute changes in the ICT market*, it is important for us to
bolster capabilities on the sales front, which is the contact point for customers, and in SE in order to adapt to new
markets. To achieve this, we separated the sales and SE divisions, which had been combined under the previous
Solution Business Restructuring (SBR) framework, in order to clarify roles and functions.
The “customer-centric” axis is an across-the-board strengthening of our sales interactions, with the aim of posi-
tioning Fujitsu where it should be, that is, as a provider of consistent, one-stop solutions worldwide. While strength-
ening our Japanese sales divisions, we will integrate these with overseas business divisions to provide high-quality,
uniform best practices. In the medium-size business market in Japan, we will clarify the position of the Fujitsu
Marketing (FJM) Group, which plays a central role in this market, within the larger Fujitsu Group, and establish a
structure to allow us to compete in an unimpeded fashion. Furthermore, by strengthening both our business solu-
tions originating in Japan and support functions for Japanese companies expanding overseas, we will put in place a
sales structure with seamless global coverage.
The “business-centric” axis is the full-scale development of a services business based on cloud services, which we
intend to make a pillar for Fujitsu going forward. To accomplish this we combined our software business with the
planning and development, verification and sales promotion divisions for cloud-related services, to create the new
Software Integration Business. This reorganization is intended to allow us to quickly grasp market needs, as well as
to shift to a business structure centered on software. It is also meant to expand business by strengthening ties with
the Infrastructure Services Business.
We also integrated and combined marketing functions, which previously had been spread across the various
business divisions, into a new corporate-level marketing division that will serve as a cornerstone for the entire
Fujitsu Group.
* See pp. 050–057 for
trends in the ICT
market, including
IT market projection
graphs by
geographical region.
Customer-Centric Perspective
Business-
centric
Perspective
Marketing
Customer Contact
SE Power
Technology
Enhancement
* Business supporting overseas expansion and development by Japanese companies; short for Japan Originated Company.
018 FUJITSU LIMITED ANNUAL REPORT 2012