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The time gap between design and implementation of sales territories and quotas at HP could be as long as 120 days, resulting in lost time and momentum in sales cycles. Anaplan was brought in as part of a major consolidation of enterprise applications, and quickly proved its value when the four-month gap was reduced to several weeks. Now, the company has global visibility into quota attainment and sales performance on the first day of the fiscal year, sales letters are sent out in mere days, and areas for improvement are easily uncovered.\r\n"}}" id="text-be948bbb99" class="cmp-text">
The time gap between design and implementation of sales territories and quotas at HP could be as long as 120 days, resulting in lost time and momentum in sales cycles. Anaplan was brought in as part of a major consolidation of enterprise applications, and quickly proved its value when the four-month gap was reduced to several weeks. Now, the company has global visibility into quota attainment and sales performance on the first day of the fiscal year, sales letters are sent out in mere days, and areas for improvement are easily uncovered.
我在惠普已经八年,我从来没有en a start of a year like we had this year, thanks to Anaplan.Sue Barsamian, Senior Vice President of Worldwide Indirect Sales
Challenge\r\n
Before Anaplan, there was a gap between the design and implementation of HP’s annual territory and quota assignments. Disconnected spreadsheet-based planning processes led to unpredictable deployment and a lack of visibility into what was actually implemented in the field. This left sales leadership without transparency into quota attainment and an inability to effectively collaborate across 20,000 sales managers and hundreds of sales plans.
\r\n"}}" id="text-8263eaa87c" class="cmp-text">挑战
在Anaplan之前，HP年度领土和配额分配的设计和实施之间存在差距。基于电子表格的计划流程导致了不可预测的部署，并且缺乏对现场实际实施的情况的可见性。这使销售领导层没有透明度的配额达成，并且无法有效地在20,000名销售经理和数百个销售计划中合作。
Solution\r\n
Closing the gap in territory and quota planning proved challenging for HP’s sales team until they found Anaplan. With Anaplan, HP was able to deploy the platform to hundreds of users across more than 50 countries within a matter of weeks and gain sales adoption-something that would have been unheard of prior to Anaplan.
\r\n"}}" id="text-8b2d1de04a" class="cmp-text">解决方案
Closing the gap in territory and quota planning proved challenging for HP’s sales team until they found Anaplan. With Anaplan, HP was able to deploy the platform to hundreds of users across more than 50 countries within a matter of weeks and gain sales adoption-something that would have been unheard of prior to Anaplan.
Results\r\n
Using the Anaplan platform, HP has global visibility into quota attainment and sales performance on day one of the fiscal year. Anaplan reduced the time spent aggregating sales data from a month to three days. Sales letters are now sent out in just days instead of weeks. Additionally, Anaplan’s advanced analytics capabilities enable HP’s sales team to identify places for improvement or business opportunities that would never have been uncovered when managing data in spreadsheets.
\r\n"}}" id="text-0a9f68ef54" class="cmp-text">结果
Using the Anaplan platform, HP has global visibility into quota attainment and sales performance on day one of the fiscal year. Anaplan reduced the time spent aggregating sales data from a month to three days. Sales letters are now sent out in just days instead of weeks. Additionally, Anaplan’s advanced analytics capabilities enable HP’s sales team to identify places for improvement or business opportunities that would never have been uncovered when managing data in spreadsheets.
Why Anaplan\r\n
HP could not find a solution that met their needs, and planned to create their own home-grown solution, until they found Anaplan. The capabilities the sales team could get with Anaplan exceeded HP’s expectations and empowered the sales leadership to stretch beyond traditional ideas for quota deployment. Anaplan’s standout features included “what if” scenario modeling and the ability to handle an impressive volume of data with sub-second response times.
\r\n"}}" id="text-285c5334b1" class="cmp-text">Why Anaplan
惠普找不到满足他们需求的解决方案，并计划创建自己的本土解决方案，直到他们找到Anaplan。销售团队可以通过Anaplan获得的能力超出了HP的期望，并授权销售领导能力超越传统的配额部署思想。Anaplan的杰出功能包括“ IF”方案建模以及使用后秒响应时间处理令人印象深刻的数据的能力。
At HP we have a very large sales organization, about 20,000 strong. And when you think about the simple tasks of getting ready for a new year, and you have got to make sure that you are using every dollar of your field-selling cost most effectively. For us, that’s a pretty big challenge, how do you-in 170 countries-make sure that your sales design is optimized before somebody presses Go on the start of a new year. Because once you press Go, it is very difficult in an operation of this size to ever turn back.\r\n
Before Anaplan, we were always looking at what actually got deployed in a rearview mirror that was usually 90 to 120 days later. And that’s because it was completely manual. This was a spreadsheet-run exercise, and by the time that all got rolled back up, and people corrected minor errors along the way, we were usually at the beginning of Q2.
\r\nIn order to understand the context around Anaplan, it might be interesting to understand the transformation journey that HP is on. We are transforming the company, and one of the ways in which we are doing that is by transforming the applications, the services, and the infrastructure that drive HP.
\r\nFor us, that involved a very big consolidation project. We went from 7,500 corporate applications down to significantly less than 750. And in the process, we went to the best-in-class, next-generation version of every category.
\r\nFor us, it was incredibly exciting but also a really big deal to be able to step into what we consider to be the best-in-class quota and territory management application out there.
\r\nAs we took a step back and said, “Why jump into a system like Anaplan,” it really fell into three fundamental buckets for us. The first is the one we had already talked about. When you start the year, you have got to make sure that you are interlocked around both your design and the way that design is deployed as well as your number and the way that your quota is deployed across all the roles in your model. So interlock and starting the year faster and knowing what’s getting deployed before you deploy it was really the first critical value proposition that we were attracted to in Anaplan.
\r\nThe second is execution. Once you start the year, things change. Starting on day two, things change. Salespeople come and go; quotas get adjusted. Sometimes the company adjusts the number because of currency fluctuations. A whole host of things change the second the year starts, and those things in Anaplan are eminently easier to manage and control, just like starting the year and executing the first interlock around deployment was easier.
\r\nI would say that shiny light for us was really the third area, which is optimizing. What we saw was that once these all got into Anaplan, the analytics capability that Anaplan brought to the table would allow us to all of a sudden get insight from our model from the data that sat in Anaplan and tell us things about what was working. Probably even more interesting: seeing what was not working in our model and would not allow us to make changes that we never would have discovered or uncovered without the insights that we can get from the Anaplan engine.
\r\nThis cycle went very quickly for a project of this magnitude. And I think when you look at it, there were a couple of reasons for that, and it was really built around ecosystems of stakeholders. In order to get to initial deployment, our IT team, our sales ops team, and the Anaplan team worked incredibly well together and probably did a project of this size faster than it’s ever been done. And we owe a lot to those three constituent groups for the work they did.
\r\nWe have deployed our first year in Anaplan, and it went great, and it went better. I have been at HP eight years, and I have never seen a start to the year like we had this year, thanks to Anaplan.
\r\nWe are now in the phase of optimizing what we think we want to deploy and interlock around next year. So at some point, this is just a cycle that starts over every year. And for us, we are really living the Anaplan lifecycle.
\r\nI am Sue Barsamian, senior vice president of Indirect Sales at HP, and my sales plan is powered by Anaplan.
\r\n"}}" id="text-1e76a87040" class="cmp-text">在惠普，我们有一个非常大的销售组织，约有20,000个强大。而且，当您考虑为新一年做好准备的简单任务时，您必须确保最有效地使用每美元的现场销售成本。对我们来说，这是一个非常大的挑战，您如何在170个国家 /地区确保您的销售设计在新年开始之前进行了优化。因为一旦按下，这种大小的操作就很难回头。
Before Anaplan, we were always looking at what actually got deployed in a rearview mirror that was usually 90 to 120 days later. And that’s because it was completely manual. This was a spreadsheet-run exercise, and by the time that all got rolled back up, and people corrected minor errors along the way, we were usually at the beginning of Q2.
为了了解Anaplan周围的上下文，了解HP的转型旅程可能很有趣。我们正在改变公司，这是我们这样做的一种方法是改变驱动HP的应用程序，服务和基础架构。
对我们来说，这涉及一个非常大的合并项目。我们从7,500个企业应用程序下降到显着少于750。在此过程中，我们进入了每个类别的一流，下一代版本。
对我们来说，能够介入我们认为是一流的配额和领土管理应用程序的东西，这是令人难以置信的令人兴奋的。
当我们退后一步并说：“为什么要跳入Anaplan这样的系统，”它确实属于我们的三个基本水平。第一个是我们已经谈论过的那个。当您开始一年时，必须确保您围绕设计，设计的方式以及您的数字以及配额在模型中所有角色的部署方式互锁。因此，互锁并开始了更快的速度，并知道在部署之前已经部署了什么，这确实是我们在Anaplan中吸引的第一个关键价值主张。
第二个是执行。一年开始，事情就会改变。从第二天开始，情况发生了变化。销售人员来来去去；配额得到调整。有时，由于货币波动，公司会调整数量。一年开始的第二件事发生了一整天的变化，而Anaplan中的这些事情非常容易管理和控制，就像开始一年并在部署周围执行第一个互锁一样更容易。
I would say that shiny light for us was really the third area, which is optimizing. What we saw was that once these all got into Anaplan, the analytics capability that Anaplan brought to the table would allow us to all of a sudden get insight from our model from the data that sat in Anaplan and tell us things about what was working. Probably even more interesting: seeing what was not working in our model and would not allow us to make changes that we never would have discovered or uncovered without the insights that we can get from the Anaplan engine.
This cycle went very quickly for a project of this magnitude. And I think when you look at it, there were a couple of reasons for that, and it was really built around ecosystems of stakeholders. In order to get to initial deployment, our IT team, our sales ops team, and the Anaplan team worked incredibly well together and probably did a project of this size faster than it’s ever been done. And we owe a lot to those three constituent groups for the work they did.
We have deployed our first year in Anaplan, and it went great, and it went better. I have been at HP eight years, and I have never seen a start to the year like we had this year, thanks to Anaplan.
现在，我们正处于优化明年大约在明年左右部署和互锁的阶段。因此，在某个时候，这只是一个每年开始的周期。对我们来说，我们确实过着Anaplan的生命周期。
我是惠普间接销售高级副总裁Sue Barsamian，我的销售计划由Anaplan提供支持。
HP had acquired a number of companies over the years. We have been using Excel, and frankly, the ability for Excel to handle the enormity of the changes that we were getting through as a result of new products to sell-also the style of IT that we are seeing at the moment-the way that our sales reps have to sell to try and target those guys, was becoming way beyond the capability of Excel to handle.\r\n
So the last opportunity for us was that we were spending months trying to determine what the sales targets were, the assignments for our sales reps, and to get them oriented around serving customers.
\r\nWe had an “aha” moment when we saw Anaplan for the first time simply by the speed and accuracy, both of which we can use. We were able to make changes on-the-fly, which were taking us literally weeks and months to do previously under Excel.
\r\nThe implementation process that we had in Asia Pacific was extremely interesting from the point of view that we are a region, so we don’t really rely on a lot of help from outside. We are able to do most of the implementation ourselves within the region. We didn’t have a lot of consultants. I was expecting a huge number of consultants to be hanging around and trying to tell us how to do it. We were able to do most of the work ourselves in terms of the modeling, in terms of management of change, and getting users oriented to the new product and a new way of doing quota in our business.
\r\nWe started to use Anaplan in ways we just didn’t expect from a point of view of analytics. We didn’t think that we would be able to get down to the point of looking at the cost-to-serve so quickly in the space. It’s really good to see that we have now made these benchmarks where we can tell even if it’s costing us too much in one segment or another or in one country or another, compared to how we used to do it because we were just simply taking too long to make a change. And that’s really made our sales reps think that our management team is focused on the job-at-hand of improving HP as a company to work at, making us more customer-centric-just far more better feel around the goals we have at our company.
\r\nHi, I am Tony Alizzi. I am the Director for Sales Compensation Operations at Hewlett Packard for Asia Pacific in Japan.
\r\n"}}" id="text-a81e2c7858" class="cmp-text">HP had acquired a number of companies over the years. We have been using Excel, and frankly, the ability for Excel to handle the enormity of the changes that we were getting through as a result of new products to sell-also the style of IT that we are seeing at the moment-the way that our sales reps have to sell to try and target those guys, was becoming way beyond the capability of Excel to handle.
因此，我们最后的机会是，我们花了几个月的时间试图确定销售目标是什么，销售代表的作业，并使他们围绕服务客户而定向。
当我们首次通过速度和准确性看到Anaplan时，我们有了一个“ aha”的时刻，我们可以使用两者。我们能够在弗莱上进行更改，这花了我们几周和几个月的时间才能在Excel下进行。
从我们是一个地区的角度来看，我们在亚太地区的实施过程非常有趣，因此我们实际上并不依赖外界的很多帮助。我们能够在该区域内完成大部分实施。我们没有很多顾问。我期望有大量的顾问在周围闲逛，并试图告诉我们如何做。我们能够根据建模，变更管理以及使用户面向新产品以及在我们的业务中进行配额的新方法来完成大部分工作。
We started to use Anaplan in ways we just didn’t expect from a point of view of analytics. We didn’t think that we would be able to get down to the point of looking at the cost-to-serve so quickly in the space. It’s really good to see that we have now made these benchmarks where we can tell even if it’s costing us too much in one segment or another or in one country or another, compared to how we used to do it because we were just simply taking too long to make a change. And that’s really made our sales reps think that our management team is focused on the job-at-hand of improving HP as a company to work at, making us more customer-centric-just far more better feel around the goals we have at our company.
嗨，我是托尼·阿里兹（Tony Alizzi）。我是日本亚太地区惠普（Hewlett Packard）的销售补偿业务主任。