It was a major breakthrough, one that would be looked back on by some senior managers as a defining moment for the quarter. But there was little time for celebration. They moved onto the next fire. With delivery centres packed, Musk wanted to begin delivering Model $3$s directly to customers homes. The company had already developed a system for finalising sales remotely, it was how they had worked around the laws in Texas and other states, where franchise dealers had been victorious in keeping Tesla stores out. Customers at galleries were directed to computers to contact the company about buying a car. Salespeople in Las Vegas or elsewhere would follow up to close the deal. The company would come up with a packet of documents that needed wet signatures that would get sent to a customers house along with an overnight envelope and instructions to return it with a check within $2$ days. The cars would then be shipped from Southern California to Texas for delivery. The pace grew frantically. Kim, who had worked to improve the online buying process, returned to members of his sales turned to members of his sales staff who had worked at Amazon and Uber, for their expertise in tracking packages and hiring gig workers. Musk wanted cars delivered in covered trucks. Kim and chief designer Franz von Holzhausen huddled to develop the look of the carriers until it became clear it would be too costly and take too much time. Instead Kim proposed to Musk that employees simply drive cars to the buyers homes and hand over the keys. Tesla drivers would return to the office by calling Uber or Lyft$.$ Home delivery was unusual in the auto industry, and an uncertain proposition for some buyers. There were other strategies for hastening delivery. Instead of spending an hour with each customer introducing the new Tesla owner to the brand$-$new cars features, Kim wanted his deliveries to aim for five minutes. They would tell customers to watch a training video instead. Some of the drivers were eager to return that they would summon an Uber or Lyft ahead of their arrival at a customers door$-$ a clever time saving ploy unless the ride hailing car showed up before they did and knocked on the eager Model $3$ buyers door. As they raced towards the end of the quarter, it became clear that the team had failed to anticipate how many trucks it would require to deliver an ever increasing volume of cars to delivery centres. Third Party Carriers did not have enough space for them. Managers had just assumed they would keep upping and upping their shipments as cars rolled off the line. During one nightly call, Kate Pearson, head of customer experience expressed to Musk that she had bad news. The company could not meet its goal of $100000$ deliveries this quarter.

$4.$ In terms of case study, Kate Pearson made a call to express some bad news to Musk. List and explain the factors required for effective communication.