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Talk about the PartnerOne channel program incentives, especially with regard to converged infrastructure and selling the end-to-end solutions portfolio. What is going to happen to that PartnerOne program over the next 12 months to 18 months?
That is a very difficult thing to answer because we are so new into this. Obviously for a PC company to be successful, we need to participate in that entire solution and we will do that in the broadest way. Whatever PartnerOne becomes, it will be around helping our partners like Denali find the solution that their customers need, that clearly HP/PSG products are huge piece, a huge driver too.
Patience is not a word I use very frequently. But we just need a little bit of patience as we get these programs defined and get clarity around them moving forward. In the meantime, I hope everybody sees that they have as much if not more support to go win in the marketplace.
I am sure that there are lots of my competitors that are now the most channel friendly people that we have ever seen in spite of the 20-30 year history of probably not being that open to working with the channel. Look, we have got a long, long history of success, of winning together with Denali and 180,000 other partners around the world.
So it is part of our genetic makeup. And as PSG takes the next step in this natural evolution, our commitment, our focus, our joint success will be untouched.
What is your preferred PartnerOne program incentive with regard to a partner like Denali that has invested across the board to sell end-to-end solutions. Can you maintain those PartnerOne converged infrastructure incentives over the next 12 to 18 months?
I just don't know. I can't give you a guarantee.
Talk about how the PSG spin-off is going to affect HP's overall cost structure from a procurement and supply chain perspective. We have heard a lot over the last five years with you driving it forward that the $80 billion supply chain really is quite a competitive advantage engine for all of HP from IPG to ESSN. What impact will the spin-off have on that sales procurement and that supply chain?
We are working on that now broadly across HP. What I can tell you is post-spin, PSG as a standalone will still operate one of the largest supply chains in the world, will still produce and ship two PCs every second, will still be the largest customer of many of our big suppliers, Microsoft, Intel, Seagate.
So while I think we will work through the challenges and opportunities, I am comfortable with the fact that PSG will still have a huge supply chain and frankly I think some of the best supply chain people in the industry. Tony Prophet (senior vice president of HP's global supply chain operations) and his team will continue to be engaged and continue to drive what they have driven so successfully. I feel good about where we will be.
I think we have got a very good global footprint. None of the kind of strategic PC things that we have done have been affected by this. In fact, they have almost bolstered the rationale to do this. Clearly, as we move into a world of consumption and creation devices, all of which are connected, all of which are connecting into infrastructure, I think the opportunities for us and our partners are huge.
NEXT: Bradley On How An HP PC Spin-Off Will Enhance Shareholder Value
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