新西兰论文代写-通用汽车面临的业务沟通问题

业务沟通基本上被认为是组织内外人员之间交换信息的过程。商业信息的交换通常与组织的商业利益相关,可以将企业的不同部门联系起来,如市场营销、人力资源、公共关系等(Krizan, 2011)。企业内部的业务沟通可以通过视频会议、电话、网络、意见箱等多种方式进行。同样,世界各地的公司也有各种有效的方法来加强工作场所的商务沟通,如面对面的沟通、倾听和电子邮件沟通。这些沟通工具帮助组织与利益相关者和客户建立积极的关系(Bovee and Thill, 2011)。有效的商务沟通可以帮助组织享受各种好处,如提高管理效率,有助于建立互信和信心,有效的领导和更好的决策。本文将探讨新西兰论文代写-通用汽车面临的业务沟通问题,分析公司与客户之间存在的沟通差距。同样,通用汽车采取的策略也将关注于该公司如何运用各种理论来重新发展与客户的关系。最后,建议通用汽车公司在未来有效地解决这些问题(GM, 2017)。

The incident that would be described in this assignment occurred in the year 2014 when General Motors recalled around 800,000 of its small cars due to a failure in the power ignition switches. The sudden announcement of the recall was meant to avoid the consequences of the faulty ignition switch that can result in the turn-off of the engine during the process of driving the car and could also prevent the airbags from inflating during the accident. This was considered to be one of the worst periods of General Motors as this recall incident not only resulted in the loss of 124 lives of people but also disintegrated the market reputation and image of the company in front of the global automobile customers (BASU, 2014).
The ignition switch recall incident of General Motors created a huge buzz in the automobile industry as customers were left with no other options to find out the solutions of the problems individually. According to a news article published by WIVB in March 2014, it was observed that the management of General Motors has been focusing on evading the queries presented by their customers over car recalls. This article also highlighted the inner truth of General Motors by stating that customers of the company were very much frustrated with the lack of communication between them and the company (Wivbeligeorge, 2014). It was also claimed by the customers of General Motors that the executives of the company were neither providing them with satisfactory answers to cope with the issue of ignition recall nor were they looking to get over with the process of repairing them instantly. This lack of communication gap between General Motors and its customers significantly affected its sales and revenues worldwide as people started to neglect the vehicles manufactured under this brand name (Isidore, 2015).
In one of the interviews conducted on a General Motors customer name Jessica Conti, it was observed that she felt that she was indeed very lucky to survive the mishap that could have occurred with her 2006 Chevy Cobalt before the news of ignition recall came into limelight. She felt that it is the duty of General Motors to communicate with their customers even before the news flashed out on television and the internet (Shepardson and Burden, 2014). This was the biggest communication failure ever occurred within General Motors that resulted in the loss of 124 people all over the country. Furthermore, it was also noticed that when Jessica Conti approached Chevrolet dealers for assistance regarding the ignition recall, the employees of the company were not proactive to solve the queries properly. Instead, the company’s executives focused on advising customers to pull off the extra weight from their keys, which actually didn’t possess much relevance towards the incident. General Motors, in order to solve this issue, developed their online web page which largely focused on addressing various Frequently Asked Questions (FAQs) about a vehicle recalls (Halvorson, 2014). However, this approach of the company also failed miserably as customers were neither able to communicate with the company’s executives directly nor was the FAQs were able to address the issues faced by the customers.

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