调整销售和财务优先级，实现增长最大化

After a year of uncertainty and reduced spending, finance and sales leaders are aligned on one major goal: Drive as much growth as possible as quickly as possible. According to a study by the National Center for Middle Market, 87% of CFOs expect to spend much more time focusing on customers and the customer experience, while sales teams want to prioritize re-engaging relationships strained by the pandemic. To improve customer relationships, sales and finance leaders need to first work on streamlining internal communication and collaboration between the two siloed departments.

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The key to success for CFOs and sales leaders is to value people over processes. By eliminating internal friction, organizations can prioritize implementing an effective planning platform, increasing data visibility, and driving cycle time reductions. Innovative finance and sales leaders who successfully provide planning at the right time, to the right people, in the right level of detail, are able to align sales plans to revenue drivers and make better, more informed decisions for the company as a whole. During this virtual roundtable, our expert panelists will discuss how the two functions can work together to take a proactive approach to future disruption and generate significant growth for the organization.

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We’ll Discuss:

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• Developing common goals to close the cultural gap between finance and sales.
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• Best practices for using and sharing cross-functional data.
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• Assessing risk proactively to best prepare for future disruption.
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• Creating a hybrid sales force that’s skilled at selling virtually as well as in-person.
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• How the pandemic has put added pressure on revenue forecast accuracy and strategies to understand customer buying patterns going forward.
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在经历了一年的不确定性和支出减少之后，财务和销售负责人达成了一个主要目标:尽可能快地推动尽可能多的增长。根据美国国家中间市场中心(National Center for Middle Market)的一项研究，87%的首席财务官预计将花更多时间关注客户和客户体验，而销售团队则希望优先考虑重新恢复因疫情而紧张的关系。为了改善客户关系，销售和财务主管首先需要精简这两个孤立的部门之间的内部沟通和协作。

对于首席财务官和销售主管来说，成功的关键在于重视人而不是流程。通过消除内部摩擦，组织可以优先考虑实施有效的规划平台，提高数据可见性，并减少驾驶周期时间。创新的财务和销售领导者能够在正确的时间、正确的人、正确的细节水平上成功地提供计划，能够使销售计划与收入驱动因素相一致，并为整个公司做出更好、更明智的决策。在这次虚拟圆桌会议上，我们的专家小组成员将讨论这两个职能部门如何协同工作，以积极主动的方式应对未来的颠覆，并为组织带来显著增长。

我们将讨论:

• 制定共同目标，缩小财务和销售之间的文化差距。
• 使用和共享跨功能数据的最佳实践。
• 主动评估风险，为未来的混乱做好最好的准备。
• 创建一支混合销售队伍，既擅长虚拟销售，也擅长面对面销售。
• 疫情如何给收入预测的准确性和了解客户未来购买模式的策略带来了额外的压力。