Interdepartmental Communication at Mazda
Executive Summary
Internal communication between departments in the car sales business is imperative to the organization’s ability to handle demand efficiently and effectively.
Without the proper development and implementation of consistent goal setting, established interdepartmental communication channels, and integrated organizational structure, a car dealership will be unable to cope with its demand effectively, leading to high employee burnout as well as increased stress and frustration between departmental managers.
Allowing these issues to continue in the workplace will eventually cause greater inefficiencies within the organization, further perpetuating the tension between departments and preventing the effective designation and undertaking of responsibilities among departments. Competitive managers will blame each other for the non-completion of tasks that were never clearly designated, assigned or coordinated. Departments will work towards inconsistent goals that do not align with that of the organization or its other departments, making it increasingly difficult to meet customer expectations and deadlines.
The core objective of this presentation will be to improve the product delivery process at Mazda through developing and implementing specific interdepartmental communication strategies.
The product delivery system at Mazda relies on six primary departments; Marketing, Sales, Finance, Service, Collision Experts and Accounting. The communication between all six departments is critical in order to effectively and efficiently provide customer engagement, value, satisfaction and loyalty before, during, and after the buying cycle takes place.
Ineffective communication between these departments has lead to issues in the product delivery system, causing frustration and tension between departments, leading to further communication breakdown and therefore more issues in the delivery system.
Upon analyzing the current
Internal communication between departments in the car sales business is imperative to the organization’s ability to handle demand efficiently and effectively.
Without the proper development and implementation of consistent goal setting, established interdepartmental communication channels, and integrated organizational structure, a car dealership will be unable to cope with its demand effectively, leading to high employee burnout as well as increased stress and frustration between departmental managers.
Allowing these issues to continue in the workplace will eventually cause greater inefficiencies within the organization, further perpetuating the tension between departments and preventing the effective designation and undertaking of responsibilities among departments. Competitive managers will blame each other for the non-completion of tasks that were never clearly designated, assigned or coordinated. Departments will work towards inconsistent goals that do not align with that of the organization or its other departments, making it increasingly difficult to meet customer expectations and deadlines.
The core objective of this presentation will be to improve the product delivery process at Mazda through developing and implementing specific interdepartmental communication strategies.
The product delivery system at Mazda relies on six primary departments; Marketing, Sales, Finance, Service, Collision Experts and Accounting. The communication between all six departments is critical in order to effectively and efficiently provide customer engagement, value, satisfaction and loyalty before, during, and after the buying cycle takes place.
Ineffective communication between these departments has lead to issues in the product delivery system, causing frustration and tension between departments, leading to further communication breakdown and therefore more issues in the delivery system.
Upon analyzing the current