First, operating costs are reduced.
This can be calculated and compared quantitatively, such as analyzing the average number of vouchers processed by a * * * service center staff every month and the processing cost of unit vouchers. The benefits in this respect are mainly achieved by reducing personnel and reducing middle-level managers. If the "* * * service center" is established in a new location, the cost reduction effect is usually more significant, because: the local salary level will be lower in the new location usually chosen; By establishing a new organizational structure and formulating a reasonable incentive system in the * * * service center, the work efficiency of employees can be significantly improved and a culture of continuous progress can be formed.
Second, the level and efficiency of financial management have been improved.
For example, adopt the same standard operating procedures for all subsidiaries and abolish redundant steps and processes; * * * Enjoy the financial data of all related subsidiaries owned by the financial service center, so it is no longer time-consuming and laborious to summarize and analyze the data, and it is easier to integrate data across regions and departments; Professionals in a certain field are relatively concentrated, so it is easier for companies to provide relevant training, and the training cost is also greatly saved, making it affordable to recruit senior professionals "; * * * The personnel in the service center have higher overall professional skills and provide more professional services. In addition, the mode of ",* * * enjoys the service center" also makes the standardization and update of IT systems (hardware and software) faster, easier to use and more economical.
Third, support the development strategy of enterprise groups.
When a company establishes a subsidiary in a new region or acquires other companies, the financial service center can immediately provide services for these newly established subsidiaries. At the same time, the company's managers pay more attention to the company's core business, while other auxiliary functions are completed through the services provided by the financial service center, so that more financial personnel can be freed from accounting work, which can provide high-quality financial decision support for the management of the company's business departments and the strategic decisions of senior leaders and promote the development of core business.
"* * * Enjoy Service Center" liberates enterprise managers from complicated non-core business work.
Fourth, provide commercial services to the outside world.
Some companies began to use the "* * * Enjoy Service Center" (usually an independent subsidiary) to provide paid services to other companies. For example, Shell ServicesInternational, established by Shell, earns about 8-9% of its annual income by providing services to the outside world.
Financial * * * enjoys the shortcomings of the center.
1. If the financial personnel leave, they may become auxiliary positions. Financial personnel no longer directly contact the company's sales staff, but face a bunch of cold figures, which often can't accurately express the financial situation faced by the company, and financial analysts can't express the perceptual situation of sales performance;
2. Rapidly increasing travel expenses. Generally, enterprises that set up financial * * * enjoyment centers often face high travel expenses, while American and European companies that originally set up financial * * * enjoyment centers have a large number of low-cost airlines, and the airfare of one or two hundred dollars is very cheap compared with the labor cost of several thousand dollars, so they often choose the financial * * * enjoyment center model;
3. The overstaffing of the headquarters organs has caused the style of the organs. Enterprises that set up financial enjoyment centers often only have "enjoyment" but no "service". For example, the original financial staffing of each branch was transferred to the staffing of the headquarters organ, instead of increasing the staffing of the financial service center accordingly. At the same time, because a large number of people are concentrated in the organs, the service consciousness is indifferent and the style of the organs is serious;
4. Labor costs are rising instead of falling. On the one hand, the income gap between the eastern and western parts of China is huge. The headquarters of large and medium-sized enterprises are located in developed cities such as Beijing and Shanghai, and financial service centers are also located in these cities. The labor costs in these developed cities are extremely high, and employees can achieve the goal of 50% layoffs through the financial service center model. But because the labor cost in these areas is 200% higher than that in western cities, the labor cost has increased. On the other hand, the labor cost in China is still very low compared with other costs. An ordinary copier in the financial center is often enough for the original financial staff's salary for one year;
5. The cost of information management and information system has greatly increased. In order to meet the needs of the financial center, it is necessary to appoint someone to design the information management mode of the financial center and improve the management function of the information system. These expenses are very huge, even causing a serious burden to enterprises, what's more, enterprises that go bankrupt because they blindly admire expensive foreign large-scale information systems;
6. Huge tax risks and tax opportunity costs. On the one hand, financial personnel are no longer in direct contact with the tax bureaus where subsidiaries and branches are located, and their sensitivity to tax risks is greatly reduced. At the same time, in order to meet the interview, inquiry, audit and other work of tax personnel, we have spared no effort. On the other hand, it is more and more difficult to apply for various preferential tax policies because of poor communication between tax officials and corporate financial personnel, which makes enterprises lose a lot of opportunity costs of preferential tax policies.
7. Employees in financial service centers may become vulnerable groups, and the turnover rate will be greatly improved. Whether the employees of the financial service center become vulnerable groups depends on the positioning of the group for the financial service center. In some enterprises, the financial service center is designated as the same level as the original financial department, so it will not become a vulnerable group; In another part of the enterprise, being positioned as a subsidiary of the original financial department, it is likely to become a vulnerable group, resulting in a high turnover rate of employees in the financial service center. Financial service center is often a "resignation trap" for job seekers, and the entry of candidates into the center means that they need to leave in a short time.