A shortcut

The sales guy approached the financial controller to sign off the balance sheet, so that he can take out a product pulled out of market for free to a customer.

He wants to do it this way by not telling his marketing manager, not obeying the rules of the wearhouse bookkeeping. In a word, he wants get it done under the radar of his boss and the company’s policy, send the product to the customer quickly, hassle free.

He thinks if he tells his boss, it will cost his emotional labor to explain, to justify, to persuade, to make change of the system… too much work!

Therefore, he chooses a shortcut, for sake of the company’s development – to keep a customer happy.

However, he did not think the potential cost to the company. What if the customer tells others about how he got the product? What if the product pulled off the market for a reason that it could be potentially not good to consumers? What might be the cost to the company’s reputation if the product has defect?

A shortcut is costly.

You can take a shortcut on the basis that you have the intelligence and wisdom and good estimation.

Taking a shortcut is based on high investment.

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