First, analyze the reasons for the differences between the financial department and the business department. According to the daily operation of the dealership, summarize the reasons for the differences between the financial department and the business department in three aspects:
First, the differences between the business personnel's pursuit of convenient operation flow and strict financial system
In order to improve CS, the business department wants to simplify the process, while the financial department has formulated a perfect system to control risks. For example, a customer goes to a dealership to buy a car, pays part of the deposit in advance, then returns the car for some reason and asks for a refund of the deposit. In the process of refund, guests are required to return the deposit receipt issued by the financial department and personally sign to prove that they have received the money. If the customer does not refund the deposit himself, in addition to returning the original deposit receipt, the trustee needs to issue an ID card and sign it to prove that the deposit is paid for the client. Compared with the payment procedure of guests, it is more complicated, which is easy to make guests feel resistant. At this point, some dealership business departments don't understand why the process is so complicated. The financial department is the last link of enterprise's capital control. Once the cash flows out, it is quite difficult to recover the losses. Therefore, it is necessary to standardize the process and formulate a scientific risk control system, which is also one of the functions of finance.
Second, it is produced by increasingly fierce market competition and strict external supervision.
In order to increase sales, dealerships often carry out various promotional activities, but different planning schemes for the same promotional activities bring different tax risks and operating costs to dealerships.
Case 1: The dealership conducts the business of selling cars and giving away fittings. For the financial department, it is considered that the donated fittings will be deemed as sales by the tax authorities, and the VAT deemed as sales will be paid additionally, which has tax risks and tax costs for the dealership.
Case 2: When the financial department reimburses the personnel in the business department for fuel costs, it often proposes to the business to use the fuel card to refuel as much as possible for the postage invoice with a large amount, so as to obtain the special VAT invoice. This is because the special VAT invoice can deduct 17% of the input tax, while the ordinary invoice cannot, and the different types of invoices have affected the operating cost of the dealership.
The above two cases show that the dealership needs practical financial business integration to really benefit its operation, improve operational efficiency and reduce operational risks.
Third, the management of the department dealership did not realize the importance of financial and business integration.
When the business department and the financial department have differences, they hold their own opinions and don't know how to face them. Some management just positioned the accounting function of the financial department, and did not give full play to its management advantages. They even thought that the financial department did not generate benefits at all, and the benefits were generated by the business department, which should be given priority. As a result, some financial managers violate the rules at the request of management, which brings risks to dealerships and individuals. On the other hand, the business department only has the functions of a front-line department, and issues such as whether funds can support the business and accounting by department are excluded by the management, and the business is not allowed to contact finance. In fact, from the fundamental interests of the dealership, the financial and business objectives are the same, and the business creates direct profits, focusing on maintaining customer relationships; While finance creates indirect profits, it focuses on making full use of financial skills to reduce operating costs and avoid risks, so as to realize long-term operation of enterprises.
The solution to the above differences is to integrate the financial business, change the financial management environment of the dealership, and put the financial department and the business department on the same front.
First of all, the financial department can explain the relevant laws and regulations or the root causes of risks at an appropriate time. Business personnel will naturally think after they know the source of risks, but their awareness in this regard was vague before. Take the example of the customer returning the deposit just now to illustrate that from the operational process, the sales consultant needs to incorporate the financial links such as payment and invoicing into the sales process, instead of thinking that it is completely financial, because the sales consultant is the intermediary between the customer and the finance.
Suppose the customer tells the sales consultant that the deposit needs to be returned after confirming that he will not buy or change the car. At this time, the finance department does not know that the customer wants to return the deposit. After knowing the information, the sales consultant should not think it is a financial matter and ignore it. On the contrary, the sales consultant should ask when the customer will come to the store to handle the refund business, and remind the customer to bring the deposit receipt. If the customer does not come in person, it is necessary to remind the customer to issue a power of attorney and remind the trustee to bring the identity certificate and other details. After the sales consultant reminds the customer, it can avoid the situation that the customer comes to the store but can't handle the business because of incomplete procedures. Similarly, the sales consultant should also inform the financial department of the time and amount when customers go to the dealership to refund the deposit. So that the financial department can prepare cash in advance and avoid customers waiting too long after arriving at the store. In this way, it is bound to improve CS. Looking at it from another angle, the financial department should explain to the business department that the sales consultant can handle the matters needing attention when the customer handles the deposit refund. In this way, everyone will feel very smooth when handling a deposit refund business. This is just an example of financial business integration.
Secondly, for the financial department, we should pay equal attention to service and control, actively provide flexible solutions for the business department on the basis of adhering to the principle, open up a green channel for the business personnel in the cumbersome business links, and win the trust of the business department. At present, some financial personnel still position themselves as accounting financial personnel, and only pay attention to bookkeeping and financial monitoring without paying attention to financial professional services. As a result, finance does not participate in the operation, and in the view of business departments, there is no service but monitoring, which does not create value.
Finally, the financial department should strengthen communication with the business department and establish a harmonious and trusting relationship. The forms of communication are eclectic, and information can be obtained in many ways and transmitted at many levels. There are some ideas to be instilled in business personnel, such as regular training for business personnel, preaching at meetings, or delivering business information on the one hand and financial management awareness on the other hand through lively internal magazines, and explaining things that business departments don't understand. For example, the financial department of a dealership usually pays attention to the training of sales consultants' basic financial knowledge, especially in the aspect of capital cost. Every sales consultant can calculate the occupation cost, and can take the capital cost into account actively when selling, and has a strong awareness of capital cost. If the new car is not delivered in time after it arrives at the store, its cost is not only a fixed purchase cost, but also a variable cost (that is, interest calculated according to the number of days of use) for the new car purchased by financing. For sales consultants, if a car is delivered a few days apart in the same month, there will be no difference in the performance evaluation of that month, but it may increase the capital cost of the dealership. Only sales consultants have this awareness, and they can exert their subjective initiative in their work, actively sell, promote the early recovery of car money and accelerate capital turnover.
FTMS also builds a platform for promoting communication between different departments of various dealerships. When making a supply and demand plan, it is recommended that each store refer to the opinions of the finance department and make it according to the financial situation, so as to avoid "being short of money" when booking a car without considering the financial ability; When analyzing the operating results, FTMS regularly carries out KPI feedback of dealership operation for the reference of various departments of dealership; In addition, FTMS collects good examples from different departments of excellent dealerships and promotes them, which can be used for reference by various stores and promote exchanges among dealerships.
With the development of dealership business, the basic accounting function of financial department will be weakened, and the focus of work should be deeply involved in the pre-monitoring of daily operation, fully communicate with various departments and improve the cooperation mechanism, and gradually strengthen the analysis function to make suggestions for realizing the development strategy of dealership.