Story #6 Ichitaro vs. Microsoft: A Battle for Japan's Tech Legacy

“JustSystems is the only rival in Japan”

In April 1993, after overcoming the challenges of program bugs in Ichitaro Version 4, we released Version 5—a product we poured our hearts into. It was a culmination of everything we had learned, and I was confident it represented the peak of what a word processor could achieve. That confidence wasn’t misplaced. In just one week, we sold 100,000 copies, a record-breaking achievement in Japan’s tech industry.

But as I would soon learn, the times were shifting rapidly. The very next month, Bill Gates arrived in Japan and made a grand announcement: Microsoft was launching Windows 3.1. Gates confidently declared, “Within 18 months, all personal computers will support Windows.”

At that time, I didn’t see it as much of a threat. Their Japanese input software wasn’t user-friendly, and I doubted its appeal to our customers.

However, the tide began to turn in November 1995, with the release of Windows 95 in Japan. Its inclusion of Internet Explorer created a buzz, and on the launch day, Akihabara was packed with eager consumers. The media coverage was overwhelming. That was when I realized the landscape was changing—and quickly.

Our real battle began with Microsoft Word. I heard that Gates himself referred to JustSystems as “the only rival in Japan.” With Word 97, Microsoft made significant improvements to support Japanese, including vertical text layout—a feature central to our market. It was clear they were targeting us.

Microsoft’s tactics weren’t limited to product improvements. When PC manufacturers adopted Windows, they were encouraged to bundle it with Word. This move sidelined our Ichitaro and made it harder for us to compete.

To fight back, I introduced what we called the “segment strategy.” We focused on schools and local governments—areas where Microsoft’s generic approach couldn’t meet the specific needs of Japanese users. This strategy paid off. Ichitaro became a staple in 85% of public elementary schools across Japan. We also restructured our sales approach for government offices, which strengthened our presence in the public sector.

Still, Word’s bundling with Windows remained a formidable challenge. While Ichitaro retained strong support in retail stores, its market share began to decline as Windows’ dominance expanded.

Eventually, it became clear that we needed to pivot. The challenges we faced were not just about products—they were about embracing a new era of technology. That’s when Hatsuko and I decided to start fresh with a new company: MetaMoJi. It was a chance to apply everything we had learned and build solutions for the future of work, leveraging the rise of mobile devices and cloud technology. MetaMoJi wasn’t just a restart—it was a reimagining of how we could empower people through technology.