HP Innovation Journal Issue 02: Spring 2016 | Page 14

< separation of HPE and HP. We’ve moved to a variable cost model, buying key services as we need them to build current and relevant experiences for our customers. This more cost-effective and dynamic approach is an example of the IT best practices we encour- age partners to embrace, on behalf of their customers. It’s completely transforming the way we interact with the channel in areas such as pricing, e-business, channel data collection and predictive analysis. Innovation at HP is not just about products, but about processes— and both types of innovation have been deployed in radically revamping our channel program for speed, simplicity, and accelerated growth. The global channel infrastructure is com- plex, but the formula is simple: speed plus simplicity equals greater sales. Our goal is to enable our partners’ success, delivering innovative and valuable solutions, and set- ting the stage for a profitable future where we will grow and thrive together. Everyone has a customer—the job of our solutions is to create value for our customers, so they can in turn create value for their customers. GTM evolution for HP: Mapping to shifts in the channel landscape Core SLO TRADITIONAL CHANNEL W T HE P ACE O F D EC LINE > Growth and future EL ACC E TE RA G W RO TH > SYSTEM INTEGRATORS Products focus on reinvigorating printing in the home, capturing commercial print market share, 14 Innovation Journal Issue 2 Accelerate contractual business in the growth and future segments by increasing focus on new capabilities and developing new channels CONTRACTUAL PARTNERS There are three areas of focus for HP’s product and solutions develop- ment: Core, Growth, and Future. The Core category is shrinking—it is built on a transactional business model. At the same time, Growth and Future categories are getting larger. Our strategy is to slow down deceler- ation in Core by growing market share, which we do by out-executing competitors and putting more focus on online partners. The growth and future categories represent a shift to a contractual business model. It’s a different mindset requiring different capabilities and new relationships with systems integrators. Core Jos Brenkel leads Global Sales Strategy and Operations across HP. Prior to this, he led Worldwide Sales for HP PPS after serving in geographies including APJ and MEA. Grow share in the declining transactional business in the core through enhanced sales productivity + increased focus on online partners ONLINE and leveraging our PageWide tech- nology. In Personal Systems we’re focused on leading in commercial, delivering the best devices across multiple operating systems and form factors. Growth We are driving solutions areas. This means leading and expanding the market in commercial mobility, while also capturing copier pages and driving the digital transformation in Graphics. Future We are building a strategic partner ecosystem to drive new solutions and services for tomorrow, in- cluding 3D Printing and Immersive Computing. :::::::::::::::::::::::::::::::::::::::: :::::::::::::::::::::::::::::::::::::::