What was the goal of HP's Beachhead Initiative?

The main goal was to deliver an unbeatable customer experience, positioning HP as a 'trusted advisor' to its key corporate clients rather than just a vendor.

How did HP implement the Beachhead Initiative?

HP rolled out the initiative in phases, starting with 2 accounts in 2003, scaling to 15 in 2004, and expanding to 50 accounts in 2005. This allowed them to test the concept before a wider launch.

What can be learned from the HP Beachhead Initiative case study?

The case study provides a framework for developing a customer experience program, including how to build the business case, select participants, design the initiative, and translate success into a sales strategy.

How did the initiative aim to create value?

By positioning HP as a consultative, value-added partner, the initiative aimed to create a deeper, more strategic relationship with customers, leading to quick wins and long-term loyalty.

Customer Experience: HP's Beachhead Initiative Case Study

The Challenge: Driving an Outstanding Customer Experience

Hewlett-Packard (HP) launched the Beachhead Initiative to fulfill its commitment to deliver an industry-leading customer experience. The program was designed to produce quick wins in key corporate accounts and serve as a model for broader implementation across the enterprise.

Core Goal: Achieving 'Trusted Advisor' Status

The primary goal of the HP Beachhead Initiative was to move beyond a simple vendor relationship. HP aimed to work closely with a select group of corporate accounts to position itself as an essential member of the customer’s extended enterprise—a status HP labeled ‘trusted advisor.’

A successful pilot would serve as the foundation for expanding this consultative, value-added relationship to many other enterprise accounts.

A Scaled and Phased Rollout

The initiative was implemented strategically, starting small to ensure success before scaling:

November 2003: The program launched with an initial focus on 2 corporate accounts.
2004: Following early results, the initiative was scaled to 15 accounts.
2005: The program was expanded to include 50 accounts.

Insights from the Case Study

This case study provides a blueprint for how the initiative was conceived, launched, and measured. It includes explanatory models and techniques, focusing on the following areas:

Building the Business Imperative: Justifying the need for a customer experience-focused program.
Customer Research: Understanding client needs and expectations.
Launch and Participant Selection: How the initiative was launched and how trial participants were chosen.
Initiative Design: The structure and components of the program.
Sales Strategy Integration: How to translate an improved customer experience into a tangible sales strategy.
Leveraging Success: Methods for repeating and scaling the program's success.
Performance and Impact: How to track metrics, report performance, and assess the overall organizational impact.

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Hewlett-Packard: Customer Experience