The following companies have significantly impacted how the corporate world practices and

views process excellence even in our present time. Kindly fill out the table below by providing

narratives of the identified companies' exceptional business practices.

Companies Excellent business practices

Ford Three business practices cost fame and

success: Market penetration is essential for

rapid development. It is expanding the market

and delivering added value to existing

customers. Ford accomplishes this by

increasing the number of dealerships and the

volume of sales. Customer satisfaction and

the expansion of an established customer base

are inextricably related. Ford's approach is

well-balanced, as it depends on reduced prices

and increased differentiation to achieve a

larger market share.

The making of new things is product

development. Ford's secondary objective is

product innovation. Launching new goods to

drive revenue, Ford adopts this strong R&D

for revolutionary models such as the all-

electric Focus. This significant expansion

aims to use innovation in R&D as a means to

strengthen market position and gain market

 advantage. This growth strategy augments

Ford's various shifts.

Market expansion. Business building is just

a minor or secondary growth strategy for

Ford. This aggressive development strategy

involves the introduction of entirely new

products as well as the entry into new markets

or market segments. Since Ford has global

operations, market growth is no longer as

substantial as it was in its early years.

Furthermore, Ford has not taken any

significant strategic measures to enter entirely

new markets or customer segments in recent

years.
Bell laboratories The primary approach in this expert model is

to take the initiative. An engineer must take

the industry immediately upon arrival at Bell

Labs or rapidly acquire the ability to do so.

Surviving in a dynamic technological setting

is simply impossible. Taking the initiative, on

the other hand, is one of the most difficult to

measure tactics. "I go into my supervisor's

office for a performance review, and she tells

me that I should take more initiative," one

 engineer explained. "I'm already taking

action," I tell myself, "but what exactly does

she want me to do?" it's to increase company

income, business programs aim to change

company culture, workplace, strategic

strategy, or society.
Toyota Reducing manufacturing costs to achieve cost

leadership is a strategic goal that corresponds

to Toyota's overall strategy. It's to be

completed using the just-in-time (JIT)

manufacturing technique, also known as the

Toyota Production System (TPS). This

method addresses Toyota's overall strategy by

lowering waste, inventory costs, and response

time. As a result, the company's market

productivity is maximized. On the other hand,

Toyota has made creativity a strategic priority

to address its generic strategy's broad

differentiation aspect. Innovative products are

one-of-a-kind and appeal to all market

segments. As a result, Toyota has achieved its

overall design.
Motorolla Motorola's primary business strategy is

differentiation. The company has committed

 to differentiating its goods from competitors

based on consistency. The company currently

has a perfect score of 99.9997 percent, but it

has set an even higher future goal. Motorola's

business strategy is also focused on response.

Motorola can improve its flexibility and

responsiveness to customers by shortening

cycle times.
GE One of the strategic objectives of using the

differentiation generic competitive strategy is

to improve General Electric Company's R&D

programs. This goal promotes product

differentiation, which is essential for

attracting and retaining customers in GE's

target markets. Another strategic aim based

on this general strategy is to improve the

company's market segment role. General

Electric, for example, will use its competitive

advantage to boost consumer loyalty to the

GE brand in the electric lighting industry.

Besides, one strategic aim is to integrate

intensive strategies that contribute to General

Electric's market growth while encouraging

the differentiation generic competitive

 strategy's successful implementation.
Dell Dell's popularity can be traced back to its

"direct model." While rivals such as Compaq

and IBM marketed PCs through retailers,

distributors, and resellers, Dell sold directly to

consumers, selling highly personalized PCs at

a time when computer prices were still high

enough to necessitate significant tradeoffs.

The majority of sales came from business and

government, as large customers enjoyed the

opportunity to configure an extensive range of

PCs; Dell also provided these businesses with

personalized portals from which workers

could directly purchase one of several

company-approved computers.

This straightforward strategy was enormously

successful. Competitors such as IBM and

Compaq struggled with the politics of

handling their different channel partners, and

they lagged behind Dell in inventory

management. As rivals attempted to duplicate

the direct model, their channel partners

protested, fearing their own companies,

 preventing other PC makers from going

completely direct.
Amazon Amazon is solely concerned with one thing:

customer loyalty. Its mission statement is

straightforward: do whatever it takes to please

the customer. a transparent approach to

customer care Every strategic decision, every

investment made by Amazon is inspired by its

aim of being the most customer-centric in the

world. Every step of the way is designed to

provide the best service possible to customers.

Amazon has a history of extensively

exploring ideas before doubling down on

those that function. And as a company that

isn't afraid to fail, putting money on the line

to produce a product or service has a chance

of dying.

References

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DailyFinance.com. Available at: <http://www.dailyfinance.com/2014/01/26/4-basic-reasons-behind-

amazoncoms-ongoing-success/> [Accessed 3 April 2021].

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<http://www.statista.com/topics/2285/dell/> [Accessed 3 April 2021].

Image.slidesharecdn.com. 2015. [online] Available at:

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study-of-amazon-16-728.jpg?cb=1317220016> [Accessed 3 April 2021].

Motorola SWOT Analysis "SWOT is an acronym for the internal Strengths and Weaknesses of a firm and the

environmental Opp

 Panmore Institute (2020) Toyota, Ford, GE retrieved from http://panmore.com/toyota-

generic-strategy-intensive-growth-strategies