世界500強CEO訪談 第20期:惠普馬克赫德 為市場創(chuàng)造需求(2)

Reporter: Well, that’s kind of an interesting point, because one of the things you will hear out there is that some solution providers will tell you that HP doesn’t have as many people on the street as some others to help them sell. But what you’re really saying is if you have someone out there just creating demand, you actually get a bigger benefit out of that than having somebody just dedicated to creating demand for channel or creating demand for direct sales. What would you say?

記者：這是一個有趣的問題，因為你會聽到供應商都會告訴你，惠普公司并沒有像基礎設施某些企業(yè)一樣很多人在街頭來幫助他們銷售。但是你真正的意思是如果你在那里有一部分人就是只負責創(chuàng)造需求，實際上比起那些讓一些人致力于為渠道創(chuàng)造需求或為直銷創(chuàng)造需求的企業(yè)，你將獲利更大。你怎么看?

Hurd: I agree at a macro level, very generalized without any specifics, I agree with that view, that we have too few people out in the marketplace with a Hewlett—Packard badge creating demand for HP products. And we’re going to go fix that. So we’re investing in sales people today. That said, I don’t want that message to be perceived that we，re trying to eliminate the channel as we put people out there. That’s not the message at all. We，re trying to create more demand for HP. And as I explain in individual partner meetings, I get partners who say, This is great! But sometimes it’s interpreted as we’re trying to come be in conflict with our partners. That’s not the case. If we’re in conflict with a partner, it'll be a different issue from this.

赫德：從宏觀整體的角度來說，從不考慮細節(jié)的廣義上來說，我同意這個觀點。在市場中，戴著惠普標識為惠普產(chǎn)品創(chuàng)造需求的人太少了，我們將會解決這個問題。所以我們現(xiàn)在還在對公司的銷售人員方面進行投資，也就是說，我們并不希望向人們傳達出我們把人員調離那些領域就代表我們將會減少項目開發(fā)的信息，那根本不是我們想要傳達的。我們努力提高惠普的需求量。正如我在合作伙伴會議上解釋的那樣，我們的合伙人有時會說“那實在是太棒了”，但是這有可能被認為是我們與合伙人有沖突的表現(xiàn)，事實上并不是那樣的。如果真的與合作伙伴有沖突，那我們現(xiàn)在面臨就是一個不同的形勢了。

Reporter: So are there some markets where it makes more sense to go direct for you than it does through an indirect model?

記者：有那樣的市場存在嗎，運用直銷的方式會比間接銷售的方式給公司創(chuàng)造更多利潤的市場?

Hurd: I don’t know that I would define it as markets. I think it’s better if we define it a bit more from the perspective of customer. Clearly in SMB, you’re going to see us very, very reliant on the channel.

赫德：我不確定我們是否應該將其定義為市場，我認為如果我們從顧客的角度來定義的話會更好。當然在SMB方面，我們是非常依賴于銷售渠道的。

Reporter: What do you mean when you say SMB? Because everybody has got a different explanation.

記者：您所說的SMB指的是什么呢?大家對此有很多不同的看法。

Hurd: We're going to be almost exclusively channel-oriented through that market. I mean, if a customer said, you’ve absolutely got to do this direct or they’re going to go to HP.com or something, that’s fine. We want to put multiple distribution methods so the customer can choose. We’re not going to dictate in entirety how they do it. But our predominant view is going to be to leverage the channel.

赫德：在市場中我們幾乎專門以渠道為導向。我的意思是，如果我們的顧客對我們說，你們必須進行直銷，否則他們將會去惠普的網(wǎng)站得到相應的服務，那是很不錯的。我們想要擁有多種產(chǎn)品分配模式，那樣顧客就可以進行自主選擇。我們不會完全指令他們怎樣做，但是我們主導的觀點就是影響銷售渠道。

Reporter: Talk a little bit about compensation This new channel program to me is really a compensation program ultimately. And compensation drives behavior. It drives behavior with a direct sales force; it drives behavior with an indirect sales force. And this is pretty innovative from what I see.

記者：讓我們來談一下有關補償金的問題。在我看來，此次的新渠道開發(fā)項目最終是一次率卜償項目。補償金的問題可以影響人們的行為，它可以以其直接的銷售力量影響人們的行為，也可以有間接的銷售力量。這個問題對我來說是有創(chuàng)新性的。