PORTER PRIZE Recognizing the Strategic Acumen of Corporates in India

September 28, 2012 The Leela Kempinski, NCR

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About | Institute for Competitiveness

Institute for Competitiveness, India is an independent, international initiative centred in India, dedicated to enlarging and

disseminating the body of research and knowledge on competition and strategy, pioneered over the last 25 years by Professor M.E.

Porter of the Institute for Strategy and Competitiveness, Harvard Business School (ISC, HBS), USA. Institute for Competitiveness,

India works in affiliation with ISC, HBS, USA to offer academic & executive courses, conduct indigenous research and provide

advisory services to corporate and Government within the country. The institute studies competition and its implications for

company strategy; the competitiveness of nations, regions & cities; suggests and provides solutions for social problems. Institute

for Competitiveness, India brings out India City Competitiveness Report, India State Competitiveness Report, India Economic

Quarterly, Journal of Competitiveness and funds academic research in the area of strategy & competitiveness. To know more about

the institute write to us at info@competitiveness.in.

Michael E. Porter

Professor Michael E. Porter is the Bishop William Lawrence University Professor at Harvard University, based at Harvard Business School. A University Professorship is the highest professional recognition that can be given to a Harvard faculty member. He is the fourth faculty member in Harvard Business School history to earn this distinction.

Professor Porter is generally recognized as the father of the modern strategy field, as has been identified in a variety of rankings and surveys as the world’s most influential thinker on management and competitiveness.

Professor is the leading authority on competitive strategy and international competitiveness.

About | Michael E. Porter

Why?

Propel Companies to compete on the basis of Value Creation, innovation and Strategy

Recognition of distinct strategies that result in sustainable profitability and enhance the competitiveness of India

Recognition of efforts to create sustainable competitive advantage by Companies

Recognition of efforts to Create Shared Value

Industry/ Peer Recognition

As the Indian economy and Indian corporates meet global rivals on the level playing field, strategy will have a definate role

Why | Porter Prize

-- Capitalizing on Industry Dynamics

Identify strategic positions created by structural industry changes Flexibility to respond rapidly towards the competitive market

-- Segmenting Strategically

To deliver a unique value mix Creatively segment product varieties, customer groups and

purchase occasions

-- Leveraging Unique Activities Look for new activity configurations and combinations Choose activities that are difficult to imitate

-- Exploiting Tradeoffs

Identifying tradeoffs which occur when activities of two or more

competing firms are incompatible. Organizing the internal assets appropriately.

Crucial Pillars | Industry Dynamics | Positioning | Fit | Trade offs

Industry Architectural Shift

Once the forces affecting competition in an industry and their

underlying causes have been diagnosed, the firm is in a position to

identify its strengths and weaknesses relative to the industry.

It involves a number of possible approaches such as:

Positioning the firm so that its capabilities provide the best

defense against the existing array of competitive forces.

Influencing the balance of forces through strategic moves,

thereby improving the firm’s relative position.

Anticipating shifts in the factors underlying the forces and

responding to them, hopefully exploiting change by choosing a

strategy appropriate to the new competitive balance before rivals

recognize it.

Porter Prize | Industry Architectural Shift

Creating Distinctive Value

The value proposition is the element of strategy that looks outward at

customers, at the demand side of the business. The value chain

focuses internally on operations.

The value proposition answers three questions:

Which customers?: Within an industry, there are distinct groups

of customers, or customer segments. A value proposition can be

aimed specifically at finding a unique way to serve the chosen

segment profitably. It focuses on end users and the channels.

Which needs?: It appeal to a mix of customers who might defy

traditional demographic segmentation. It focuses on products &

services and the related features.

What relative price?: The companies have two value proposition:

deliver higher value at a premium price or offer a low relative

price according to their efficiency.

Porter Prize | Creating Distinctive Value

Fit locks out imitators by creating a chain that is as its strongest link. It

creates competitive advantage as well as superior profitability.

Types of Fit:

First-order fit: Basic consistency, where each activity is aligned

with the company’s value proposition and each contributes

incrementally to its dominant themes.

Second-order fit: It occurs when activities complement or

reinforce each other. There lies a synergy, where the value of each

activity is raised by the other.

Third-order fit: When fit goes beyond the activity of

reinforcement then optimization of efforts occur wherein

performing one activity makes it possible to eliminate another.

Fit

Porter Prize | Leveraging Unique Activities

Trade-offs

Trade-offs are essential to strategy. They create the need for choice

and protect against repositioners and straddlers. It purposefully limit

what a company offers.

Trade-offs arise for three reasons.

Inconsistencies in image or reputation: A company known for

delivering one kind of value may lack credibility and confuse

customers if it delivers another kind of value or attempts to

deliver two inconsistent things at the same time.

Arising from activities themselves: The configuration of activities

that best delivers one kind of value cannot equally well deliver

another. In general, value is destroyed if an activity is

overdesigned or underdesigned for its use.

Limits on internal coordination and control: Senior management

makes organizational priorities clear by deciding to compete in

one way and not another.

Porter Prize | Trade-offs

Creating Shared Value

The central premise behind creating shared value is that the

competitiveness of a company and the health of the communities

around it are mutually dependent and they has the power to unleash

the next wave of global growth and to refine capitalism.

It can be created in three ways.

Reconceiving products and markets: Companies can meet social

needs while better serving existing markets, accessing new ones,

or lowering costs through innovation.

Redefining productivity in the value chain : Companies can

improve the quality, quantity, cost and reliability of inputs and

distribution while they simultaneously act as a steward for vital

natural resources and drive economic & social development.

Enabling local cluster development: Companies do not operate in

isolation and in order to compete and thrive they need reliable

local suppliers, infrastructure, talent pool etc.

Porter Prize | Creating Shared Value

Creating Value Based Healthcare Delivery

Redefining Healthcare provides an overall framework for diagnosing

and solving the immense problem, with detailed action steps in the

heath care system. The concept of value refers to the output

achieved relative to the cost incurred.

Principles of Value-Based Competition that will help to

achieve the alignment of all components of healthcare are

The focus should be on value for patients, not just lowering costs.

Free flow of information that is, information on results and

process needed for value-based competition must be widely

available.

Innovation in healthcare

There must be unrestricted competition based on results and

should not be confined to the local realm instead should be

regional and national.

Porter Prize | Creating Value Based Healthcare Delivery

Finance, Banking & Insurance

Healthcare, Pharmaceutical & Social Assistance

Information, Media, Telecom & Data Processing

Food & Beverage

Education, Training & Educational Services

Retail & Wholesale

Utilities, Electricity, Gas, Water & Power

Arts, Entertainment & Recreation

Construction, Real Estate & Steel

Petroleum, Chemicals & Plastics

Transportation, Logistics & Aviation

Textiles & Apparels

Computers & Electrical Appliances

Travel, Tourism & Hospitality

Categories | Different Industries

Stage 1: Understanding Strategy

• Make an online application by filling in the basic form• Application has to be made by the top management executives

Stage 2: Strategy Audit

• Participants will be shortlisted and notified via an email• A comprehensive questionnaire has to be filled by all the

participating companies irrespective whether they have qualified

for stage 2 or not to carry out a detailed study• Interactive sessions will be further conducted with the top

management executives (CXO’s) of the shortlisted companies for

in depth analysis

Stage 3: Selecting Strategy Winners

Results will be analyzed and with the expert opinion of jury

members the winners will be announced on September 28, 2012

in a magnificent award evening

Stage 1 | Stage 2 | Stage 3

Stage 1: Understanding Strategy

• Make an online application by filling in the basic form• Application has to be made by the top management executives

Stage 2: Strategy Audit

• Participants will be shortlisted and notified via an email• A comprehensive questionnaire has to be filled by all the

participating companies irrespective whether they have qualified

for stage 2 or not to carry out a detailed study• Interactive sessions will be further conducted with the top

management executives (CXO’s) of the shortlisted companies for

in depth analysis

Stage 3: Selecting Strategy Winners

Results will be analyzed and with the expert opinion of jury

members the winners will be announced on September 28, 2012

in a magnificent award evening

Stage 1 | Stage 2 | Stage 3

Why Participate?

Certain benefits can be reaped by the participating companies in terms of

Benchmarking Report

Attend the panel discussions and Porter Prize event

Coffee Table book

Why | Participate

Jury

Mark KramerFounder and MD,

FSG

Dr. Christaian KetelsPrincipal Associate, HBS

A P ParigiDirector, Bennett Coleman

and Co Limited

Tripurari SharanDG, Doordarshan

Sukumar RanganathanEditor, Mint

Eminent jury members from diverse backgrounds such as, academics, corporate world, etc.

Jury | Distinguished Personalities

Dr. Wilfried AulburManaging Partner,

Roland Berger Strategy Consultants

Pvt. Ltd.

Sandip DasDirector Aircel & CEO Maxi Communications Berhad

Ashwani SinglaMD & CEO

Penn Schoen Berland South Asia

Vineet NayarVice Chairman and CEOHCL Technologies Ltd.

Who Should Apply?

High-performing companies competing in a single business/industry

High-performing individual business divisions/sections within a large company (i.e., business units of multiple-business companies)

Emerging/growing companies

PSU’s (Public Sector Units)

NGOs (Non Governmental Organizations)

MD/CEO or his/her immediate team can nominate their Company

MD, CEO of a company can suggest nomination for another Company

Who | Apply | Nominate

Steering Committee

Dr. Amit Kapoor Honorary Chairman, Institute for Competitiveness

Neera Vohra Program Coordinator, Institute for Competitiveness

Lalitha Vaidyananthan (Harvard Business School Alumnus) Managing Director, FSG

Sukumar Rangnathan Editor, Mint

Christopher Doyle MD, Dynamic Results, India

Anoop Prakash (Harvard Business School Alumnus) MD, Harley Davidson India

Rohit Bansal (Harvard Business School Alumnus) CEO & Co-Founder, India Strategy Group, Hammurabi & Solomon Consulting

Steering | Committee

Steering Committee (Contd.)

Anurag Batra MD and Editor-in-Chief, Excahnge4Media

Pramath Sinha (Former Principal-McKinsey & Company) Founder and Managing Director, 9.9 Mediaworx Pvt. Ltd.

Udayan Dravid Management Consultant

Dr. Alok Bharadwaj Senior Vice President, Canon

Roger Wright General Manager, Leela Kempinski, Gurgaon

Bhaskar Chatterjee DG &CEO, Indian Institute for Corporate Affairs

Steering | Committee

Sponsorship OpportunitiesBenefits Presenting

PartnerAssociate Partner

Award Partner

Corporate Partner

iPad ApplicationPartner

CEO Round Table Partner

Coffee Table BookPartner

Bench marking report Partner

Beverage Partner

Internet Partner

Porter Talks Partner

1 Crore 50 Lacs 20 Lacs 10 Lacs 8 Lacs 8 Lacs 8 Lacs 5 Lacs 5 Lacs 4 Lacs 2 Lacs

Slots Available 1 2 5 5 1 2 1 1 4 1 2

Literature Distribution

✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓

Tags on every table ✓ − − − − − − − − − −

Complimentary delegate passes

12 8 2 2 2 2 2 1 1 1 1

Special seats for delegates

✓ ✓ ✓ − − − − − − − −

Wings of the Conference Backdrop in the hall

✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ −

Signage ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓

News paper/ Print ad ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ − ✓ ✓

Visibility on website ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓

Document pack bag ✓ ✓ ✓ ✓ − − − − − − −

Screening of corporate film (upto 3 minute during lunch break)

3 min 2 min 1 min 1 min − − − − − − −

Visibility in publications

✓ ✓ ✓ ✓ − − − − − − −

Post event releases ✓ ✓ ✓ ✓ − − − − − − −

Thank you sponsor Boards

✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓

Partners

Media Partners

Partners | Logos

Award Partners

Opportunity to join us in the following categories: - Presenting Partner - CEO Round Table Partner - Associate Partner - Internet Partner - Award Partner (s)

- iPad Application Partner - Corporate Partner - Beverage Partner

Strategic Partner

TV Partner

Partners

Legal Partner

Partners | Logos

Content Partner

Hospitality Partner

Opportunity to join us in the following categories: - Presenting Partner - CEO Round Table Partner - Associate Partner - Internet Partner - Award Partner (s)

- iPad Application Partner - Corporate Partner - Beverage Partner

Insights Partner

Report & Book Partner

Youth Partner

Trophy Designed By Documentation Partner

Alumni Partner

Media PlanNo. of times Page Rate (INR) May

2012June 2012

July 2012

August 2012

September 2012

Total (INR)

Magazines

Outlook 4 4,90,000 − − 1 − 3 19,60,000

Outlook Business 5 2,95,000 − − 1 2 2 14,75,000

Governance Now 3 1,00,000 − − 1 − 2 3,00,000

Impact 7 1,20,000 1 2 1 1 1 8,40,000

Pitch 2 1,20,000 − 1 − − 1 2,40,000

Newspaper Mint 6 12,00,000 − − 2 − 4 72,00,000

Sunday Guardian 7 1,43,055 − − 3 − 4 10,01,385

Twitter The Viewpaper 6 No. of people tweeting

− − Porter Talks: 1

Porter Talks: 1

Porter Talks: 4

12,00,000

Internet

governancenow.com 7 20,000 − − Banner:2 Banner:1 Banner:2 1,40,000

impactonnet.com 8 30,000 − M&B: 1 M&B: 2 M&B: 2 M&B: 2 2,40,000

pitchonnet.com 8 17,000 − M&B: 1 M&B: 2 M&B: 2 M&B: 2 1,36,000

outlookindia.com 4 1,00,000 − − M&B: 1 M&B: 1 M&B: 1 4,00,000

business.outlookindia.com 4 1,00,000 − − M&B: 1 M&B: 1 M&B: 1 4,00,000

competitiveness.in 18 1,00,000 − M&B: 3 M&B: 5 M&B: 4 M&B: 4 18,00,000

exchange4media.in 8 80,000 − Mailer: 1 Mailer: 3 M&B: 2 M&B: 2 6,40,000

Broadcast CNN/Bloomberg/Zee Business

to be firmed up 40,00,000

Live Coverage VideoLink Live video feed from Harvard Business School 40,00,000

PR Activities Self 3 5,00,000 − 2 2 − 2 15,00,000

2,59,72,385* M&B = Mailers and Banners with link

for advertising

Media Plan

No. of times June July August September

Magazines

Outlook Business 6 − Article: 3 Article: 2 Article: 1

Impact 3 Article: 1 Article: 2 Article: 1 Article: 2

Pitch 6 − Article: 2 − Article: 1

Newspaper Mint 6 Article: 1 Article: 1 − Article: 4

Internet- Twitter The Viewpaper 10 − News: 2 News: 4 News: 4

for editorial

1. The total media value is INR 2,59,72,385 i.e. greater than USD 3,90,000.

2. The coverage is expected to cover a population of over 2,00,00,000 across the world.

3. In case, editorial covergae value is included in the sheet then the value will be gretaer than INR 3,50,00,000.

To discuss Sponsorship Opportunities for Porter Prize, please contact

Dr Amit Kapoor

Honorary Chairman

Institute for Competitiveness

Phone No. : +91 9810402639

E-mail: amit.kapoor@competitiveness.in

Neera VohraProgram CoordinatorInstitute for CompetitivenessPhone No.: +91 9810473213E-mail: neera.vohra@competitiveness.in