Seamless sales
l amazing . We want to be the best enabler , and the best partner , to turn brilliant inspiration into real-world progress and solutions .
Culture , reinvented
To embark on a transformation of this magnitude , the collective culture must allow change to happen — from senior management to the front-line worker . Culture underpins the ability to reinvent , innovate and move at speed . There was a fundamental shift in HP ’ s culture that set the stage for change . The importance of the 2015 creation of HP Inc . cannot be overstated . It presented the opportunity to establish a new culture — one that aggressively explores ways to operate differently , encourages teams to try new things , and recognizes and supports efforts even if they fail . The entire organization had to move from traditional approaches and assumptions to a fresh start , where everyone discovers and learns new ways together .
Earn Channel data
Putting customers and partners first : Across the organization , one overarching objective guides our decisions and actions : satisfy customer and partner needs , and build sustainable customer and partner relationships . HP ’ s intention is to provide a dynamic and seamless end-to-end customer experience across all channels and interactions . Today ’ s buyer ’ s journey is not a linear progression . Exploration , information sharing and opportunities for engagement happen all along the buyer ’ s path from awareness to consideration to purchase .
Shifting to digital : Digitization is the cornerstone of HP ’ s transformation . We are reinventing processes that haven ’ t been touched in 20 years and require a lot of manual intervention . We ’ ve had different solutions by region , and a lot of human knowledge not within system intelligence .
The company is redesigning processes to satisfy the digital needs of customers , partners , and employees and increase efficiency . We ’ re also shifting HP ’ s product and service portfolios to provide innovative solutions in a much more service-oriented manner . This involves moving from a hardware-focused business to a digital , software-enabled business , which has a significant impact on HP ’ s go-to-market processes as well as back-office processes and infrastructure .
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Driving seamless operations : Operating quickly and nimbly reduces time to market , increases speed-to-value and boosts customer delight . At the same time , creating flexible and efficient operations generates cost savings to reinvest in R & D and fuel growth . HP is simplifying and standardizing processes and infrastructure and incorporating automation and data-driven insights into work steps . Just as HP offers customers innovative ways to consume our offerings as a service , the company is identifying internal competencies that can be consumed in the same way to create a more variable cost structure .
The changes embraced in these three areas are fueling our efforts to transform in i r x p e d e i g i r e t a
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M o a way that benefits customers , creates market differentiation and secures the long-term health of HP and our channel partners . •
Seamless sales
By Jos Brenkel , Global Head of Sales Strategy & Operations , HP
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core objective of HP ’ s transformation is to make doing business with HP easier by creating “ seamless sales ”— integrated digital experiences for partners , HP sales representatives , HP operations and customers . To this end HP is developing a suite of digitally focused sales tools and processes that work together in intuitive , powerful , experiential and mobile ways from beginning to end . HP refers to these as the learn-to-earn continuum . Partners and HP sales representatives experience a fully connected ecosystem of tools , processes and resources to improve their ability to learn , plan , generate demand , transact and earn .
HP sources some aspects of its digital sales infrastructure “ as a service .” ( See “ The Everything as a Service Revolution ” on page 14 in this issue ). Doing so has infused greater agility into HP ’ s sales operations while making it easier for the company to stay current with new capabilities and future technologies . It also shifts infrastructure from capital expenditure to operating expenditure , with payment based on business outcomes .
These and other initiatives are having a significant impact . With a new sales operations model , the company can more effectively deliver digital experiences while meeting cost and efficiency benchmarks . HP ’ s data-driven approach gives sales representatives and partners intelligence at their fingertips and provides a seamless and differentiated sales experience for customers . •
Plan HP Dynamics
Issue 8 · Winter 2017 · Innovation Journal 19