HP Innovation Journal Issue 02: Spring 2016 | Page 14
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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.
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