評論
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Hurd: I don’t think compensation is the only thing that drives behavior. If you went into your own employees, you could ask the question. And compensation isn’t the No. 1 thing that drives our employees. Sometimes they say it is, but in the end it’s being part of a winning team. When you’re part of a winning team, we all know, go look at an analogy of a sports team. There are plenty of examples of people who take a cut in pay so they can be on a team that wins the Superbowl. Why do they do that? They like to win. So you can’t show up with just a compensation plan. You’ve got to show up with winning products. You’ve got to show up with a winning environment, where partners feel like they can go to the marketplace and they can win. So one of the real risks you have when you go through the channel—there's very few of these，but we actually have a few bad actors. If they use our brand as the lead, fill it up with non-HP product, so they can get more margin, but what sits in front of that consumer is the HP brand, then what happens is a huge failure rate in that product. We take a lot of accountability for that. So one dimension that gets some of the direct mania that you see out there is better control structure over all that. I have better control structure over the elements of the solution that go to the customer, I have better control over the support that goes to the customer. You’ve got to bank on your partners doing the right thing, and most of ours do.
赫德：我并不認為只有補償金可以影響人們的行為。你可以問一下你自己的員工，這究竟是怎樣的影響，但是它絕對不是促進我們公司員工進步的首要動力。有時候他們會說事實的確是那樣的，但是最終的結果卻表明，它只是取得成功的隊伍所得到的一部分而已。當你是一個成功團隊中的一員時，用運動隊來做一個類比。有很多事例向我們證明，有很多人都愿意以一個較低的收入加入到能夠羸得超級碗的隊伍中去。為什么他們會那樣做呢？因為他們想要贏。所以你不能僅僅以一個補償計劃來吸引人們的注意力，你需要用公司能夠大獲成功的產品來吸引他們，你需要有一個制造勝利的環(huán)境，那樣的話你的合伙人才愿意加入到市場中去，才有信心能夠取得成功。所以在你通過渠到時面對的真正風險，雖然不多，但我們肯定會遇到一些麻煩。如果一些銷售商利用我們的品牌作為引導，但是實際上卻賣非惠普的產品，因為那樣他們會有更大的盈利空間，那么呈現在顧客面前的就是惠普的品牌以及極高的產品失效率。對此我們負有極大的責任。所以你看到的要形成直銷狂潮，就必須有一個更好的控制體系。在解決顧客的商品問題方面，我們已經有不錯的控制體系，我們也對顧客給予足夠的支持，我們必須要寄希望于我們的合伙人能夠做正確的事情，當然我們大多數的合伙人都是那樣做的。
Reporter: Obviously there’s nothing wrong with any company wanting its solution provider partners to sell more of its product. I mean that’s kind of a basic tenet of business. But what do you say about somebody who's doing maybe $100 million or more in HP but has large practices in some of your competitors? Is it any different for them than for anyone who might be 100 percent-dedicated to HP and maybe smaller?
記者：很明顯對于任何公司來說，他們希望自己的合伙人能夠賣出更多他們的產品，這是沒有什么問題的，這是商業(yè)的一個基本原則。但是如果你們的一個能夠賣出價值1億美元或者更多的惠普產品合作伙伴，而同時又是你們競爭對手的合伙人，對于這個問題您怎么看呢？與那些只賣惠普產品的小合作伙伴相比，他們有什么不同呢？
Hurd: Well, we think it’s easier if you’re 100 percent-dedicated to HP. But the world isn’t 100 percent HP. We’d like it to be. But I think it’s not an objective for at least my tenure. But yeah, we have to deal with a world that's mixed but partners have to decide. To get back to your earlier point, our compensation program in isolation isn’t going to drive anybody to buy, by definition, more HP. It’s got to be because our products and solutions and our support are compelling. So in the end that’s what’s going to be the primary driver. I think all the compensation program tries to do is get them more engaged with HP. of the direct mania that you see out there is better control structure over all that. I have better control structure over the elements of the solution that go to the customer, I have better control over the support that goes to the customer. You’ve got to bank on your partners doing the right thing, and most of ours do.
赫德：我認為，如果我們的合伙人只賣惠普產品的話，那事情就會變得比較簡單了。但是這個世界并不完全屬于惠普，我們希望是那樣的，但是至少在我的任期內，那并不是我們努力的目標。是的，現在的世界是一個混合的世界，合伙人必須要決定他們要做什么。回到你之前提到的那一點，我們的補償金計劃并不僅僅是為了促使人們購買更多的惠普產品，而是因為我們的產品、問題解決方式等使得我們必須要那樣做。所以最終它就成為了我們的主要推動力。我想，我們的補償金計劃的最終目的就是使更多的人能夠專注于惠普產品。非惠普的產品，因為那樣他們會有更大的盈利空間，那么呈現在顧客面前的就是惠普的品牌以及極高的產品失效率。對此我們負有極大的責任。所以你看到的要形成直銷狂潮，就必須有一個更好的控制體系。在解決顧客的商品問題方面，我們已經有不錯的控制體系，我們也對顧客給予足夠的支持，我們必須要寄希望于我們的合伙人能夠做正確的事情，當然我們大多數的合伙人都是那樣做的。
Reporter: Obviously there’s nothing wrong with any company wanting its solution provider partners to sell more of its product. I mean that’s kind of a basic tenet of business. But what do you say about somebody who's doing maybe $100 million or more in HP but has large practices in some of your competitors? Is it any different for them than for anyone who might be 100 percent-dedicated to HP and maybe smaller?
記者：很明顯對于任何公司來說，他們希望自己的合伙人能夠賣出更多他們的產品，這是沒有什么問題的，這是商業(yè)的一個基本原則。但是如果你們的一個能夠賣出價值1億美元或者更多的惠普產品合作伙伴，而同時又是你們競爭對手的合伙人，對于這個問題您怎么看呢？與那些只賣惠普產品的小合作伙伴相比，他們有什么不同呢？
Hurd: Well, we think it’s easier if you’re 100 percent-dedicated to HP. But the world isn’t 100 percent HP. We’d like it to be. But I think it’s not an objective for at least my tenure. But yeah, we have to deal with a world that's mixed but partners have to decide. To get back to your earlier point, our compensation program in isolation isn’t going to drive anybody to buy, by definition, more HP. It’s got to be because our products and solutions and our support are compelling. So in the end that’s what’s going to be the primary driver. I think all the compensation program tries to do is get them more engaged with HP.
赫德：我認為，如果我們的合伙人只賣惠普產品的話，那事情就會變得比較簡單了。但是這個世界并不完全屬于惠普，我們希望是那樣的，但是至少在我的任期內，那并不是我們努力的目標。是的，現在的世界是一個混合的世界，合伙人必須要決定他們要做什么。回到你之前提到的那一點，我們的補償金計劃并不僅僅是為了促使人們購買更多的惠普產品，而是因為我們的產品、問題解決方式等使得我們必須要那樣做。所以最終它就成為了我們的主要推動力。我想，我們的補償金計劃的最終目的就是使更多的人能夠專注于惠普產品。
