當銷售部門與財務部門衝突時

在許多公司里，我們都經常發生銷售部門與財務部門發生衝突的狀況。銷售部門會指責財務部門過分嫉妒他們的銷售表現，或是過度卡住商品的出貨。而財務部門總是認為銷售部門從來不誠實，實現的業績與原來的預測總是差異很大，或是客戶欠款遲遲未能收回，或是突來的急單讓採購、倉庫來不及備貨。種種類似的爭議是總經理等層峰執行人員最耗費心力的內部管理工作。

誰應該是解決這樣內部衝突主要的負責人？這樣的內部衝突能夠事前避免嗎？

事實上，這是可以預先防範的，多數的銷售發展，都是可以預先掌握的，而銷售部門最高主管應該是負責處理公司內部溝通的最主要人員。

銷售主管首先應該與他的銷售團隊建立起密切的工作關係，讓銷售人員都願意誠實報告業務發展狀況，提供接近準確的銷售預測數據，而銷售主管也能夠對下屬銷售員負責，掌握公司各項資源與作業的配合狀況，尤其是與財務部門的溝通。

由於財務部門的天性就是非黑即白，不像銷售部門傾向於保留一些猶豫緩衝的空間。因此，銷售主管一定要與財務主管取得一定的共識，建立起某種遊戲規則，例如庫存週轉天數、應收賬款目標管理天數，等等。銷售部門主管必須以按日查覈的態度，密切追蹤實際的業務進度，對財務部門負責，他也應該對財務部門如果能夠確實滿足共同達成的目標，給與各種激勵，例如在主管月會上作公開表揚。

要克服部門之間的衝突，必須建立起【信任】與【影響力】的基礎，而前者是後者的基石。爲什麽財務部門總是不信任銷售部門？因為，他們過去被欺騙怕了。

如果在兩個部門之間不能建立起可以相互信任的基礎，對於公司管理效率與實際作業的傷害是很嚴重的。況且，客戶方面是根本不會理會我方內部發生的政治衝突，他們會悶聲不吭的將後續的訂單轉給公司的其他競爭者。當然，公司通常都會是後知後覺，而更大的災難已經發生了。

所以，公司執行管理主管們都不能允許這種內部敵人來重傷到業務的發展。公司管理層必須發展出一套實際可靠的溝通流程。這套資訊溝通流程應該經過一段時間的測試，端段時間的測試與修正，讓它得到公司各部門與客戶都能在實際作業上得到認可。

When the sales department clashes with the financial department
In many companies, we often encounter conflict between sales department and finance department. The sales department will accuse the financial department of being too jealous of their sales performance, or over blocking the shipment of goods. And the financial department always thinks that the sales department is never honest, the actual achievement with the original forecast is always different, or the customer's arrears are slow to recover, or the rush order is not ready for the purchase and warehouse. All sorts of similar disputes are the most cost effective internal management work of the general manager and other top level executives.

Who should be the main responsible person to solve such internal conflicts? Can such internal conflicts be avoided in advance?

In fact, this can be prevented, most of the sales development, can be pre-mastered, and the top management of the sales department should be responsible for dealing with the company's internal communication of the most important personnel.

The sales manager should first establish a close working relationship with his sales team, so that the sales staff are willing to report the development of the business honestly and provide close and accurate sales forecast data, and the sales manager is responsible for the sales staff of the subordinates to master the cooperation between the resources and the operations of the company, especially communication with the finance department.

Because the nature of the financial sector is either black or white, unlike the sales department, it tends to retain some hesitant buffer space. Therefore, the sales manager must make certain consensus with the financial manager to establish some game rules, such as the number of inventory turnover days, the number of accounts receivable management days, and so on. The manager of the sales department must take a daily check, closely track the actual progress of the business, be responsible for the financial department, and give a variety of incentives to the financial department if it can indeed meet the common goals, such as public praise at the monthly meeting.

To overcome conflicts between departments, we must establish the basis of trust and influence, while the former is the cornerstone of the latter. Why does the finance department always distrust the sales department? Because they were deceived in the past.

If the foundation of mutual trust can not be established between the two departments, the harm to the management efficiency and actual operation of the company is very serious. Moreover, the client side does not pay any attention to the political conflict that happens inside us, and they will be dumb and dump the subsequent orders to the other competitors of the company. Of course, companies usually have a sense of aftermath, and a bigger disaster has happened.

Therefore, the executive management of the company can not allow such internal enemies to seriously hurt the development of the business. Company management must develop a practical and reliable communication process. This information communication process should be tested for a period of time, test and correction of end time, so that it can be recognized by all departments and customers in the actual operation.