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 margin1, 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 mania2 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：我并不认为只有补偿金可以影响人们的行为。你可以问一下你自己的员工，这究竟是怎样的影响，但是它绝对不是促进我们公司员工进步的首要动力。有时候他们会说事实的确是那样的，但是最终的结果却表明，它只是取得成功的队伍所得到的一部分而已。当你是一个成功团队中的一员时，用运动队来做一个类比。有很多事例向我们证明，有很多人都愿意以一个较低的收入加入到能够羸得超级碗的队伍中去。为什么他们会那样做呢？因为他们想要赢。所以你不能仅仅以一个补偿计划来吸引人们的注意力，你需要用公司能够大获成功的产品来吸引他们，你需要有一个制造胜利的环境，那样的话你的合伙人才愿意加入到市场中去，才有信心能够取得成功。所以在你通过渠到时面对的真正风险，虽然不多，但我们肯定会遇到一些麻烦。如果一些销售商利用我们的品牌作为引导，但是实际上却卖非惠普的产品，因为那样他们会有更大的盈利空间，那么呈现在顾客面前的就是惠普的品牌以及极高的产品失效率。对此我们负有极大的责任。所以你看到的要形成直销狂潮，就必须有一个更好的控制体系。在解决顾客的商品问题方面，我们已经有不错的控制体系，我们也对顾客给予足够的支持，我们必须要寄希望于我们的合伙人能够做正确的事情，当然我们大多数的合伙人都是那样做的。
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?
记者：很明显对于任何公司来说，他们希望自己的合伙人能够卖出更多他们的产品，这是没有什么问题的，这是商业的一个基本原则。但是如果你们的一个能够卖出价值1亿美元或者更多的惠普产品合作伙伴，而同时又是你们竞争对手的合伙人，对于这个问题您怎么看呢？与那些只卖惠普产品的小合作伙伴相比，他们有什么不同呢？
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
tenure3. 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
isolation4 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：我认为，如果我们的合伙人只卖惠普产品的话，那事情就会变得比较简单了。但是这个世界并不完全属于惠普，我们希望是那样的，但是至少在我的任期内，那并不是我们努力的目标。是的，现在的世界是一个混合的世界，合伙人必须要决定他们要做什么。回到你之前提到的那一点，我们的补偿金计划并不仅仅是为了促使人们购买更多的惠普产品，而是因为我们的产品、问题解决方式等使得我们必须要那样做。所以最终它就成为了我们的主要推动力。我想，我们的补偿金计划的最终目的就是使更多的人能够专注于惠普产品。非惠普的产品，因为那样他们会有更大的盈利空间，那么呈现在顾客面前的就是惠普的品牌以及极高的产品失效率。对此我们负有极大的责任。所以你看到的要形成直销狂潮，就必须有一个更好的控制体系。在解决顾客的商品问题方面，我们已经有不错的控制体系，我们也对顾客给予足够的支持，我们必须要寄希望于我们的合伙人能够做正确的事情，当然我们大多数的合伙人都是那样做的。
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?
记者：很明显对于任何公司来说，他们希望自己的合伙人能够卖出更多他们的产品，这是没有什么问题的，这是商业的一个基本原则。但是如果你们的一个能够卖出价值1亿美元或者更多的惠普产品合作伙伴，而同时又是你们竞争对手的合伙人，对于这个问题您怎么看呢？与那些只卖惠普产品的小合作伙伴相比，他们有什么不同呢？
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：我认为，如果我们的合伙人只卖惠普产品的话，那事情就会变得比较简单了。但是这个世界并不完全属于惠普，我们希望是那样的，但是至少在我的任期内，那并不是我们努力的目标。是的，现在的世界是一个混合的世界，合伙人必须要决定他们要做什么。回到你之前提到的那一点，我们的补偿金计划并不仅仅是为了促使人们购买更多的惠普产品，而是因为我们的产品、问题解决方式等使得我们必须要那样做。所以最终它就成为了我们的主要推动力。我想，我们的补偿金计划的最终目的就是使更多的人能够专注于惠普产品。
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