strategic_management sample presentation .pptx

strama papers presentation

1. STRATEGIC MANAGEMENT FUJITSU INC. Presented by: Rielyn Ruth Torres

2. OUTLINE Company Background Industry Analysis External and Internal Analysis Strategy Formulation Strategic Objectives Implementation and Action Plans

3. FUJITSU INC. COMPANY BACKGROUND Aspiration, Trust, Empathy

4. COMPANY BACKGROUND Copyright © 2023 Accenture. All rights reserved. 4 A Japanese multinational information [ 富士株式会社 ] and communications technology founded in 1935. Location: Shiodome City Center, 1-5-2, Higashi- Shimbashi , Minato-ku Tokyo 105-7123, Japan. One of the oldest operating IT companies under the Fuji Telecommunications Equipment Manufacturing name Fujitsu's Core Values which they called "The Fujitsu Way" Listed on the Tokyo Stock Exchange and Nagoya Stock Exchange Concerning of net loss forecast in the year March 2013. In 2015, Fujitsu celebrated 80 years since establishment at a time when its IT business embarked upon the Fujitsu 2015 World Tour In September 2023, Fujitsu announced that it would be moving its headquarters from Tokyo to Kawasaki, Kanagawa PROUDUCTS AND SERVICES: Received numerous awards and recognitions that highlight its commitment to excellence and innovation.

5. BOARD OF DIRECTORS 5 BOARD OF DIRECTORS NAME President & CEO Etsuro Saito Vice President and Representative Director Hiroshi Niwayama Director Hisashi Sakamaki Director Fumiaki Terasaka Director Mieko Kuwayama Director Osami Maehara Director Ryuichi Kubota Director and Corporate Senior Executive Vice President Tsunenao Kosuda Corporate Executive Vice President Masaki Sugiyama

6. EXECUTIVE OFFICERS 6 EXECUTIVE OFFICERS NAME President & CEO Etsuro Saito Vice President & Representative Director Hiroshi Niwayama Corporate Senior Executive Vice President Tsunenao Kosuda Corporate Executive Vice President Tadashi Hasegawa Corporate First Senior Vice President Masaki Sugiyama Corporate First Senior Vice President Susumu Ohkawara Corporate Senior Vice President Kimihiko Shimizu Corporate Senior Vice President Masataka Eto Corporate Senior Vice President Yosuke Nakagawa Corporate Senior Vice President Takumi Tsubouchi Corporate Senior Vice President Masashi Okada Corporate Senior Vice President Atsushi Itagaki Corporate Vice President Masahiko Naito Corporate Vice President Hiroyuki Sato Corporate Vice President Hiroshi Kobayashi Corporate Vice President Toshio Kano

7. PRODUCTS AND SERVICES 7 25 January 2025 7

8. MISSION AND VISION STATEMENT 8 25 January 2025 8

9. MISSION STATEMENT 9 9 PROPOSED MISSION STATEMENT ANALYSIS “Foster greater opportunities for inclusion that result in long-term business relationships and increased volume of participation.” CURRENT MISSION STATEMENT “To lead in creating, developing, and innovating the most advanced information technologies, including computer systems, software, storage devices, and microelectronics, while fulfilling our social responsibility as good corporate citizens to meet the business goals of large enterprises, and to be a trusted partner that guides businesses into a future enriched by technologies.” 9 25 January 2025 PROPOSED MISSION STATEMENT ANALYSIS CURRENT MISSION STATEMENT

10. 10 25 January 2025 10 MISSION STATEMENT “Foster greater opportunities for inclusion that result in long-term business relationships and increased volume of participation.” COMPONENT YES/NO EVALUATION Customer Preferences Yes The current mission statement indicates that the organization really values the preferences of the customers by providing personalized services. Product Quality No The current mission statement lacks clarity and does not mention anything about the quality of the services. Market Yes The current mission implies positioning strategy as the consulting partner of choice. Technological Innovation No The statement does not provide information about the firm's technological stance or current use of technology. Concern for Survival, and Growth Profitability Yes The statement emphasizes the mission to foster greater opportunities for inclusion that result in increased volume of participation, just shows that the organization really aims for growth, productivity, and even business continuity. Management Philosophy Yes The mission statement emphasizes the organization’s sense of direction, and value relationships long-term. Self-Concept No The mission does not communicate the firm's distinctive competence or significant competitive advantage. Concern for Public Image Yes The missions statement highlights the wants of the organization to have a long-term business relationship and increase its volume of participation. Concern for Employees Yes The mission explicitly addresses building relationships as an asset in nation-building.

11. VISION STATEMENT 11 11 PROPOSED MISSION STATEMENT ANALYSIS “ Be a technology company that realizes net positivity through digital services toward a sustainable future .” CURRENT MISSION STATEMENT “To increase value for our customers and by providing a human-centric workplace, distinguished for our unwavering commitment to pioneering solutions that enrich both the professional and personal experiences, and give our customers the power to see into their future.” 11 25 January 2025 PROPOSED VISION STATEMENT ANALYSIS CURRENT VISION STATEMENT

12. 12 25 January 2025 12 VISION STATEMENT “ Be a technology company that realizes net positivity through digital services toward a sustainable future .” COMPONENT YES/NO EVALUATION Does it answer the question: What do we want to become? Yes The current vision directly specifies the company's desired future state. Expresses a consumer benefit Yes The vision statement explicitly stated the desire to help the customers whether business or consumers have a better experience with through the company’s service offerings. Realistic Yes The statement emphasizes that the company will continuously bring digital services solutions to its customers. Inspirational Yes The current vision statement is concise and inspirational as it describes what a company desires to achieve in the long run. However, it still needs improvement. Communicated Fully No The vision statement lacks emphasize on how the organization achieve its goal. Consistently Followed Yes The current vision statement is being followed by the organization up to this date.

13. EXECUTION PLAN 13 EFFECTIVE LEADERSHIP Seek the Co-coordinators’ Approval (Top Management) TRAIN AND IDENTIFY Identify necessary skills and required resources CASCADE Company-wide announcement. ASSESS THE IMPACT Gather employees’ feedback and feedback from digital campaigns EXTERNAL CASCADE Extend to external stakeholders to demonstrate a unified and purpose-driven organization. APRIL MAY JUNE HR DEPARTMENT HR DEPARTMENT HR DEPARTMENT HR DEPARTMENT HR DEPARTMENT

14. FUJITSU INC. INDUSTRY ANALYSIS

15. PORTER’S FIVE FORCES MODEL 15 Bargaining Power of Supplier Multiple partners Multiple brands and products Threats of Substitute Products Substitute products in the market Bargaining Power of Buyers Local and international competitors Threats of New Entrants Financial requirement Economies of scale Legal requirement Local and international competitors Price war Promotions LOW MODERATE HIGH HIGH HIGH RIVALRY AMONG EXISTING COMPETITORS

16. COMPETITORS 16 Direct Competitors of Fujitsu Inc.: Factor in choosing the competitors : World’s leading IT products and services companies.

17. CRITICAL SUCCESS FACTORS 17 CRITICAL SUCCESS FACTOR WEIGHT FUJITSU HITACHI IBM Market Visibility 0.15 0.45 0.30 0.60 Reputation and Credibility 0.15 0.45 0.30 0.60 Price Competitiveness 0.15 0.45 0.30 0.60 Technical Expertise 0.15 0.60 0.30 0.45 Customer Service 0.10 0.30 0.30 0.40 Infrastructure/Product Access 0.20 0.80 0.60 0.60 Up-to-date Solutions 0.10 0.20 0.40 0.30 TOTAL 1.0 3.25 3.50 3.55 Note: The ratings values are as follows: 1 = Major weakness 2 = Minor weakness 3 = Minor strength 4= Major strength

18. 18 Emerging Digital Technologies 01 Government Support 02 Growth in Online Activities 03 Global Demand for Business 04 S O OPPORTUNITIES T W EXTERNAL ANALYSIS

19. EXTERNAL ANALYSIS 19 Large Global Competitors 01 Growing Technological Expertise 02 Changing Demographics 03 Economic Price 04 S W O THREATS T

20. EXTERNAL EVALUATION MATRIX 20 O/T KEY EXTERNAL FACTORS WEIGHT RATING WEIGHTED SCORE OPPORTUNITIES O1 Emerging of Digital Technologies 0.15 4 0.60 O2 Government support 0.10 3 0.30 O3 Growth in Online Activities 0.15 4 0.60 O4 Global Demand for Business 0.15 3 0.45 THREATS T1 Large Global Competitors 0.10 4 0.40 T2 Growing Technological Expertise 0.15 4 0.60 T3 Changing Demographics 0.10 4 0.40 T4 Economic Price 0.00 3 0.30 TOTAL 1.0 3.65

21. INTERNAL ANALYSIS 21 S STRENGTHS W T O Established Organization 01 Market Leader and Operational Resilience 02 Training and Development 03 Comprehensive Service Portfolio 04

22. INTERNAL ANALYSIS 22 S WEAKNESS W T O Need for Greater Diversity 01 Responding to Competition 02 Limited Brand Awareness 03 Lack of Information Technology Skillset 04

23. INTERNAL EVALUATION MATRIX 23 S/W KEY EXTERNAL FACTORS WEIGHT RATING WEIGHTED SCORE STRENGTH S1 Established Organization 0.15 4 0.60 S2 Market Leader and Operational Resilience 0.10 4 0.40 S3 Training and Development 0.20 3 0.60 S4 Comprehensive Service Portfolio 0.10 3 0.30 WEAKNESS W1 Need for Greater Diversity 0.10 2 0.20 W2 Responding to Competition 0.15 3 0.45 W3 Limited Brand Awareness 0.10 2 0.20 W4 Lack of Information Technology Skillset 0.10 1 0.01 TOTAL 1.0 2.85

24. TOWS MATRIX 24 S1 – Established Organization S2 – Market Leader and Operational Resilience S3 – Training and Development S4 – Comprehensive Service Portfolio New projects and innovative product edge (S1, S2, S4, O4) Extensive dealer network for competitive challengers; IoT, analytics, AI, etc. (S1, S2, O2, O3, O4) Diversified Operations and Digital Literacy enhancement (S2, S3, O3, O4) Utilize best training and development ( S3, S4, O1, O5) Extensive dealer network and associates’ network. (S2, S3, T1, T4) Diversified Operations and workforce empowerment (S4, S5, S2, T5, T3) Innovative product in changing demographics (S1, T1, T2) Training programs (S3, T2) W1 – Need for Greater Diversity W2 – Responding to Competition W3 – Limited Brand Awareness W4 – Lack of Information Technology Skillset Expand recruitment to untapped market (W1, O3, O4) Enhance promotional campaigns through partnerships (W1, W3, O4) Strengthen Sales for growth opportunities. (W2, O1, O3, O4) Engaged customers through webinars (W3, O2, O3) Good decision making and strategic market positioning. (W1, W2, T1) Diversity, equity and greater organization (W1, W2, T2, T3) Expand technological expertise (W1, W3, W4, T2) Maximize having R&D(W2,T4)   O1 – Emerging Technologies O2 – Government Support O3 – Growth in Online Channel O4 – Global Demand for Business T1 – Large Global Competitors T2 – Growing Technological Expertise T3 – Changing Demographics T4 – Economic Price W S O T

25. SPACE MATRIX 25 Internal Analysis   External Analysis   Financial Position (FP)   Stability Position (SP)   Return of Investment -2 Rate Inflation 6 Leverage 5 Technological Changes -2 Liquidity 5 Price Elasticity of Demand -3 Working Capital 6 Competitive Pressure -3 Cash Flow 6 Barriers to Entry into Market -3 FP Average 5.6 SP Average 2.8 Competitive Position (CP)   Industry Position (IP)   Market Share -2 Growth Potential 6 Product Quality -1 Financial Stability 7 Customer Loyalty -1 Ease of Entry into Market 7 Technological know-how -1 Resource Utilization 6 Control over Suppliers and Distributors -1 Profit Potential 6 CP Average -1.2 Industry Position Average 6.4

26. BCG MATRIX 26 Infrastructure Services Solutions/SI, Security Cloud and Cognitive Software Segment Global Business Services RELATIVE MARKET SHARE MARKET GROWTH RATE Blockchain Technology Hardware (Systems) Products Watsons AI-Based Healthcare (HHS) Products

27. IE MATRIX 27 TOTAL IFE RATING: 2.85 Strong 3.0 to 4.0 Average 2.0 to 2.99 Weak 1.0 to 1.99 TOTAL EFE RATING: 3.20 High (3.0 to 4.0) I II FUJITSU INC. III Medium (2.0 to 2.99) IV V VI Low (1.0 to 1.99) VII VIII IX

28. GRAND STRATEGY MATRIX 28 Weak Competitive Position Rapid Market Growth Strong Competitive Position Quadrant II Quadrant I   FUJITSU INC. Quadrant III Quadrant IV Slow Market Growth

29. QSP MATRIX 29 MARKET PENETRATION PRODUCT DEVELOPMENT OPPORTUNITIES WEIGHT AS TAS AS TAS Emerging Technologies 0.15 4 0.60 4 0.60 Government Support 0.10 3 0.30 3 0.30 Growth in Online Channel 0.15 4 0.60 4 0.60 Global Demand for Business 0.15 3 0.45 4 0.45 THREATS WEIGHT AS TAS AS TAS Large Global Competitors 0.10 4 0.40 4 0.40 Growing Technological Expertise 0.15 4 0.60 3 0.45 Changing Demographics 0.10 4 0.40 4 0.40 Economic Price 0.10 3 0.30 4 0.40

30. QSP MATRIX 30 MARKET PENETRATION PRODUCT DEVELOPMENT STRENGHTS WEIGHT AS TAS AS TAS Established Organization 0.15 4 0.60 4 0.60 Market Leader and Operational Resilience 0.10 4 0.40 3 0.30 Training and Development 0.20 3 0.60 4 0.20 Comprehensive Service Portfolio 0.10 3 0.30 4 0.40 WEAKNESSES WEIGHT AS TAS AS TAS Need for Greater Diversity 0.10 2 0.20 4 0.40 Responding to Competition 0.15 3 0.45 3 0.45 Limited Brand Awareness 0.10 2 0.20 4 0.40 Lack of Information Technology Skillset 0.10 1 0.01 4 0.40 TOTAL 6.41 6.75

31. STRATEGIC OBJECTIVE 31 STRATEGIC OBJECTIVE To gain increase in the revenue by 10% yearly by establishing a strong product portfolio through the development of new solutions and services with the help of an improved market presence by the end of 2025.

32. STRATEGIC OBJECTIVE 32 PRIMARY STRATEGY SECONDARY STRATEGY RECOMMENDED STRATEGIES PRODUCT DEVELOPMENT MARKET DEVELOPMENT Fujitsu must continuously develop up-to-date solutions and services. This will help the organization be more competitive in the market and even improve its resilience. Target to launch at least 1 product per product line but the focus should be on developing professional and managed services as this can support the need for market development. Fujitsu should have more aggressive programs and initiatives when it comes to marketing the company’s products and services. This requires insight into the existing system assets and a wide range of capabilities, including cloud design that also takes into consideration after the modernization step.

33. FINANCIAL OBJECTIVE 33 FINANCIAL OBJECTIVE To increase the revenue to 　 35% by 2025 through the implementation of the recommended strategies.

34. PRODUCT DEVELOPMENT 34 ACTIVITY 3 ACTIVITY 2 ACTIVITY 1 ACTIVITY 5 ACTIVITY 4 Conduct market research and gather insights from the frontliners ACTIVITY 6 ACTIVITY 7 Timeline: Q3 2023 Identify the needs and preferences of customers. Timeline: Q3 2023 Develop the priority products and services Timeline: Q4 2023 Create pricing strategy Timeline: Q1 2024 Identify aggressive market expansion as a key strategy. Timeline: Q1 2024 Launch newly developed products and services Timeline: Q2 2023 Monitor and evaluate product performance and feedbacks. Timeline: Q2 2024

35. MARKET DEVELOPMENT 35 ACTIVITY 3 ACTIVITY 2 ACTIVITY 1 ACTIVITY 5 ACTIVITY 4 ACTIVITY 6 Identify focus products and target market Timeline: Q4 2023 Craft the programs and initiatives for brand awareness Timeline: Q4 2023 Craft promos for the identified products and services Timeline: Q4 2023 Cascade of the planned marketing initiatives and created promos Timeline: Q1 2024 Execution of the planned programs Timeline: Q1 2024 Monitor and evaluate the results of the programs and feedbacks Timeline: Q2 2024

36. STRATEGY MAP 36 CUSTOMERS INTERNAL PROCESSES LEARNING & GROWTH Increase Profits Increase Revenue Boost Market Awareness Improve Customer Experience Increase employees’ competence Development of new products and services Improve internal efficiency Improve support structure

37. DEPARTMENTAL ACTION PLANS 37

38. MARKETING, SALES, FINANCE 38 ACTIVITY 3 ACTIVITY 2 ACTIVITY 1 ACTIVITY 5 ACTIVITY 4 Identify target audience and understand their needs ACTIVITY 6 ACTIVITY 7 Timeline: Q3 2024 Collaborate with other departments to gather insights Manage financial risks Timeline: Q3 2024 Monitor the market trends to understand new product opportunities to provide excellent service Timeline: Q3 2024 Allocate resources, such as personnel and funds, to different marketing initiatives and product innovation and development Timeline: Q4 2024 Identify aggressive market expansion as a key strategy. Launch newly developed products and services Seek and acknowledge feedback from customers/clients, and maintain relationship with them Timeline: Q4 2024 Timeline: Q4 2024 Timeline: Q4 2024

39. HUMAN RESOURCE 39 ACTIVITY 3 ACTIVITY 2 ACTIVITY 1 ACTIVITY 5 ACTIVITY 4 ACTIVITY 6 Recruit and hire talented individuals Timeline: Q3 2024 Provide training and development opportunities to employees Timeline: Q3 2024 Foster a positive work environment and engage employees to promote a strong company culture. Timeline: Q4 2024 Develop and implement performance management programs to ensure that employees meet or exceed expectations. Timeline: Q1 2025 Develop and administer compensation and benefits programs to attract and retain top talent. Timeline: Q1 2024 One-on-one Timeline: Q2 2024

40. FINANCIAL PROJECTIONS 40 STATEMENT OF COMPREHENSIVE INCOME NO. ASSUMPTIONS Revenue 1 Increases by 5% in 2023, 10% in 2024, 15% by 2025 Cost of Revenue 2 Increases based on the percent change in 2022. Salaries, Wages and allowances, utilities, repairs and maintenance fees, Professional fees 3 Estimated as a percent of total revenue with an adjustment for inflation (assumed a 2% inflation per year). Operating Expenses 4 36.5% of salaries, wages, and allowances Rent expenses 5 Same level relative to revenue in 2022. Taxes and Licenses, Interconnection cost 6 Estimated as a percent of total revenue with an adjustment for inflation (assumed a 2% inflation per year) Retirement benefit cost 7 7.2% of salaries, wages, and allowances Others 8 Estimated as a percent of total revenue with an adjustment for inflation (assumed a 2% inflation per year). Other Income (Expenses) – Net 9 Estimated as a percent of total revenue (using 2022 %) Interest expense from lease liabilities 10 Estimated to be 5% of lease liability balance. Other comprehensive income 11 Estimated as a percent of total revenue (using 2022 %)