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Talk about U.S. PSG channel sales growth versus direct sales growth?
We grew our indirect business 10 percent faster (last year) than we grew our direct business. Some of that was by focusing in areas where we couldn't get the reach so we invested with our partners to go after, for example, SMB, health-care or managed print services.
We co-invested with our partners to go after a particular market and we saw phenomenal 30 plus percent growth in those areas.
Talk about your role driving channel sales for PSG?
Anything that has channel assets attached to them is now part of a single organization for PSG. I manage that business today for PSG. Whether you are distributor or a major national partner like NWN Corp. or a midsize or small size VAR or a DRC (Direct Response Channel), all of those assets now sit under my organization.
What that provides us is a holistic view of our go-to-market and the entirety of our investments. A lot of partners bring us plans for growth and we can take a look at those all under one lens now versus having multiple lenses in different areas of the company.
Now we have got one message to the channel partners. We are going to continue with our leadership position in the marketplace both from a people and products perspective. We are going to continue to innovate across the entire breadth and depth of our product portfolio and we are going to do it with channel partners.
Does that mean we are going to see more cross portfolio incentives and rewards for partners?
A lot of our channel partners have asked us for a single point of entry into Hewlett-Packard which is our PartnerOne program, the component of our route to market with all of the marketing and support information material. Inside of that you can pull stuff from marketing depot which is now inclusive of all our products. That is our partner's single entry point into Hewlett-Packard.
From a field perspective we have different organizations because with the breadth of Hewlett- Packard as a $127 billion company it is hard to have one single point of contact for all of that and be an expert on it.
We think we can provide our channel partners better coverage, better information, better demand generation programs when we have somebody specifically focused on a particular product set.
We do have a channel leadership team that meets on a quarterly basis to talk about the broader picture on how do we pull all this together and have one voice to the channel, but be individual and very focused in our particular business units.
There are a number of things on the table that I am not at liberty to chat with you about today that are rewards and programs that would be very inclusive of all of those things inside of PartnerOne, but make it very focused when it comes to selling that full portfolio.