Printing is, by and large, chugging okay. It's flat. It's a mature category and has been for a long time.
What keeps us honest is how we are tracking versus the market. From a market share point of view, in the South Pacific we have gained market share in PC in three consecutive quarters. In the latest results we have got 24.8 per cent share and we were approximately 20.8 per cent three quarters ago. For printing, there hasn't been material shift in our share. It is still around 40 per cent for our Inkjet and and 23 per cent for our Laserjet portfolios.
NB: HP has a lot of competitors in the evolving mobility market. What is your current differentiator?
RM: We acknowledge the way products are consumed has changed and we design our products through that perspective. What HP is doing is creating an end-to-end ecosystem; making sure we have the platforms and formats across the spectrum, from an all-in-one desktop to a seven-inch tablet. We didn't have that 12 months ago and are still on that journey. Towards the end of this year you will see a much more end-to-end product roadmap across all form factors.
One of the big questions is what hybrid will do to mobility. I think the industry is still finding its feet when it comes to form factors and marrying that up to different customers.
The other piece is what I call health and hygiene in foundation, and ensuring HP is in tune with what partners need in order to make business interactions simple.
NB: What is Meg Whitman's vision for next six to 12 months?
RM: Meg has clearly laid out a charter for the next five years which spells out where we are today and where we want to get to. That's a global strategy and means different things across the geographies. What is clear is we are continuing down the path of simplifying our organisation internally and bringing us together as one HP. Our strength in the market is pulling the entire end-to-end portfolio where it makes sense, and putting that in front of channel partners and customers simply and effectively.
NB: When do you anticipate to have simplified to an adequate extent?
RM: It's a long and evolutionary journey. What we did first was on the front end; people, programs, structures. At the back end, it's about supply chain, systems, tools, and processes. That will be a multi-year journey. There is no definitive start and end. It's continual. In terms of A/NZ channel operations, we are a long way into it.
NB: Are you satisfied with your channel ecosystem?
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