01732 759725 36 ONE-TO-ONE to ensure that the organisation was restructured to make sure that the people that are developing the products and the people that are developing the marketing programs, were all reporting into the same person that the sales function report into as well. At the same time, we created what we call Global Business Services, to drive enterprise-wide efficiency and scalability with centrally coordinated internal processes leveraging shared capabilities and platforms. MR: What does your role as Director of Channel Partners involve? AM: Xerox plans to continue geographic simplification in the next year and we’ve already seen a strategy shift towards partner-led distribution in some countries. In the UK, under the new model, I look after the entire channel – this includes our mono-brand Xerox concessionaires as well as our multibrand partners – traditional MFP office copier dealers that have partnerships with other OEMs as well. In addition to that I’m responsible for all of our MPS services that go through the channel, as well as what we call our velocity channel, which is IT solution providers and e-commerce partners – so the likes of Amazon, Ebuyer, Printerland etc. MR: How many partners do you transact with? AM: We operate with anywhere between 1,500 and 1,700 organisations, that could be a small partner who’s buying consumables from our authorised distributors, or they could be a large mono branded partner, like Xeretec for example. MR: In what areas do you see growth potential for the Xerox brand? AM: We’ve certainly got growth opportunities within the traditional transactional print marketplace. Xerox has strong market share in the production environment. We have sub optimal market share in the A4 space and we have a desire to grow our market share in that area. To do that we need a compelling proposition in terms of price to the client, but at the same time, we need a wide breadth of channel partners that will get the Xerox proposition and increase the reach that we have into clients. SMB customers are moving from A3 to A4, from single-function to Michelle Ryder (MR): At the beginning of this year, Xerox announced a new operating model and organisational structure to further its ‘reinvention’. Can you explain more about how this will translate across the print business? Andy Muskett (AM): Part of our reinvention really is around strengthening the core business of print, whilst we build on print as a vehicle to achieve revenue profit through the expansion of other services into the partner community that we serve today, and also future different types of partner communities as well. The proposition is around trying to improve their clients’ workplace productivity, security and sustainability needs – those are the three pillars of our foundation or if you like, our go-tomarket value proposition. Last year globally, we began to de-invest or de-emphasise our focus on what was not core to Xerox’s print, digital and IT services strategy. The focus in Q1 was very much around simplifying the operating model. We have transitioned from geographical lines of business to create a business unit or channel-led operating model, a move that has seen us focus on simplifying both our routes to market and internal processes and consolidating our sales and marketing product development services into one team. It was important One-to-one with Andy Muskett Michelle Ryder caught up with Andy Muskett, Director of Channel Partners at Xerox, to find out more about the company’s strategy to simplify its print business, expand its partner network, and offer differentiated products and services including advanced analytics and AI-assisted solutions Andy Muskett
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