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HEWLETT-PACKARD TRANSFORMS TERRITORY AND QUOTA PLANNING ACROSS THE GLOBE WITH
ANAPLAN



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HEWLETT-PACKARD TRANSFORMS TERRITORY AND QUOTA PLANNING ACROSS THE GLOBE WITH
ANAPLAN

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HEWLETT PACKARD, ASIA PACIFIC

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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.


I HAVE BEEN AT HP EIGHT YEARS, AND I HAVE NEVER SEEN A START OF A YEAR LIKE WE
HAD THIS YEAR, THANKS TO ANAPLAN.


SUE BARSAMIAN, SENIOR VICE PRESIDENT OF WORLDWIDE INDIRECT SALES

SOLUTIONS

Sales

INDUSTRIES

Technology





CHALLENGE

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.


SOLUTION

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

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

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.




chevron-down Created with Sketch. Video transcript

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.

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.

In 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.

For 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.

For 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.

As 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.

The 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.

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.

We 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.

I am Sue Barsamian, senior vice president of Indirect Sales at HP, and my sales
plan is powered by Anaplan.




chevron-down Created with Sketch. Video transcript

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.

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.

We 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.

The 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.

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.

Hi, I am Tony Alizzi. I am the Director for Sales Compensation Operations at
Hewlett Packard for Asia Pacific in Japan.




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