世界500強(qiáng)CEO訪談 第21期:惠普馬克赫德 為市場(chǎng)創(chuàng)造需求(3)

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(rèn)為只有補(bǔ)償金可以影響人們的行為。你可以問(wèn)一下你自己的員工，這究竟是怎樣的影響，但是它絕對(duì)不是促進(jìn)我們公司員工進(jìn)步的首要?jiǎng)恿?。有時(shí)候他們會(huì)說(shuō)事實(shí)的確是那樣的，但是最終的結(jié)果卻表明，它只是取得成功的隊(duì)伍所得到的一部分而已。當(dāng)你是一個(gè)成功團(tuán)隊(duì)中的一員時(shí)，用運(yùn)動(dòng)隊(duì)來(lái)做一個(gè)類比。有很多事例向我們證明，有很多人都愿意以一個(gè)較低的收入加入到能夠羸得超級(jí)碗的隊(duì)伍中去。為什么他們會(huì)那樣做呢?因?yàn)樗麄兿胍A。所以你不能僅僅以一個(gè)補(bǔ)償計(jì)劃來(lái)吸引人們的注意力，你需要用公司能夠大獲成功的產(chǎn)品來(lái)吸引他們，你需要有一個(gè)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(chǎng)中去，才有信心能夠取得成功。所以在你通過(guò)渠到時(shí)面對(duì)的真正風(fēng)險(xiǎn)，雖然不多，但我們肯定會(huì)遇到一些麻煩。如果一些銷售商利用我們的品牌作為引導(dǎo)，但是實(shí)際上卻賣非惠普的產(chǎn)品，因?yàn)槟菢铀麄儠?huì)有更大的盈利空間，那么呈現(xiàn)在顧客面前的就是惠普的品牌以及極高的產(chǎn)品失效率。對(duì)此我們負(fù)有極大的責(zé)任。所以你看到的要形成直銷狂潮，就必須有一個(gè)更好的控制體系。在解決顧客的商品問(wèn)題方面，我們已經(jīng)有不錯(cuò)的控制體系，我們也對(duì)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(dāng)然我們大多數(shù)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(duì)于任何公司來(lái)說(shuō)，他們希望自己的合伙人能夠賣出更多他們的產(chǎn)品，這是沒(méi)有什么問(wèn)題的，這是商業(yè)的一個(gè)基本原則。但是如果你們的一個(gè)能夠賣出價(jià)值1億美元或者更多的惠普產(chǎn)品合作伙伴，而同時(shí)又是你們競(jìng)爭(zhēng)對(duì)手的合伙人，對(duì)于這個(gè)問(wèn)題您怎么看呢?與那些只賣惠普產(chǎn)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(rèn)為，如果我們的合伙人只賣惠普產(chǎn)品的話，那事情就會(huì)變得比較簡(jiǎn)單了。但是這個(gè)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(nèi)，那并不是我們努力的目標(biāo)。是的，現(xiàn)在的世界是一個(gè)混合的世界，合伙人必須要決定他們要做什么?；氐侥阒疤岬降哪且稽c(diǎn)，我們的補(bǔ)償金計(jì)劃并不僅僅是為了促使人們購(gòu)買更多的惠普產(chǎn)品，而是因?yàn)槲覀兊漠a(chǎn)品、問(wèn)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(dòng)力。我想，我們的補(bǔ)償金計(jì)劃的最終目的就是使更多的人能夠?qū)Ｗ⒂诨萜债a(chǎn)品。非惠普的產(chǎn)品，因?yàn)槟菢铀麄儠?huì)有更大的盈利空間，那么呈現(xiàn)在顧客面前的就是惠普的品牌以及極高的產(chǎn)品失效率。對(duì)此我們負(fù)有極大的責(zé)任。所以你看到的要形成直銷狂潮，就必須有一個(gè)更好的控制體系。在解決顧客的商品問(wèn)題方面，我們已經(jīng)有不錯(cuò)的控制體系，我們也對(duì)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(dāng)然我們大多數(shù)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(duì)于任何公司來(lái)說(shuō)，他們希望自己的合伙人能夠賣出更多他們的產(chǎn)品，這是沒(méi)有什么問(wèn)題的，這是商業(yè)的一個(gè)基本原則。但是如果你們的一個(gè)能夠賣出價(jià)值1億美元或者更多的惠普產(chǎn)品合作伙伴，而同時(shí)又是你們競(jìng)爭(zhēng)對(duì)手的合伙人，對(duì)于這個(gè)問(wèn)題您怎么看呢?與那些只賣惠普產(chǎn)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(rèn)為，如果我們的合伙人只賣惠普產(chǎn)品的話，那事情就會(huì)變得比較簡(jiǎn)單了。但是這個(gè)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(nèi)，那并不是我們努力的目標(biāo)。是的，現(xiàn)在的世界是一個(gè)混合的世界，合伙人必須要決定他們要做什么?；氐侥阒疤岬降哪且稽c(diǎn)，我們的補(bǔ)償金計(jì)劃并不僅僅是為了促使人們購(gòu)買更多的惠普產(chǎn)品，而是因?yàn)槲覀兊漠a(chǎn)品、問(wèn)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(dòng)力。我想，我們的補(bǔ)償金計(jì)劃的最終目的就是使更多的人能夠?qū)Ｗ⒂诨萜债a(chǎn)品。