Institute for Competitiveness, India will organize Porter Prize on September 28, 2012.

1. PORTER Powered by
PRIZE
Recognizing the Strategic Acumen of Corporates in India
September 28, 2012
The Leela Kempinski, NCR

2. Organized by
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.
About | Institute for Competitiveness

3. 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

4. Why?
As the Indian economy and Indian corporates meet global rivals on the level playing field, strategy will have a
definate role
 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
Why | Porter Prize

5. -- 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

6. 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

7. 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

8. Fit
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.
Porter Prize | Leveraging Unique Activities

9. 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

10. 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

11. 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

12.  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

13. 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

14. 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

15. 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

16. Jury
Eminent jury members from diverse backgrounds such as, academics, corporate world, etc.
Mark Kramer Dr. Christaian Ketels A P Parigi Tripurari Sharan Sandip Das
Founder and Principal Associate, HBS Director, Bennett Coleman DG, Doordarshan Director Aircel & CEO Maxi
MD, FSG and Co Limited Communications Berhad
Dr. Wilfried Aulbur Sukumar Ranganathan Ashwani Singla Vineet Nayar
Managing Editor, Mint MD & CEO Vice Chairman and CEO
Partner, Roland Penn Schoen Berland South HCL Technologies Ltd.
Berger Strategy Asia
Consultants Pvt. Ltd.
Jury | Distinguished Personalities

17. 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

18. 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

19. 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

20. Sponsorship Opportunities
Benefits Presenting Associate Award Corporate iPad CEO Coffee Bench Beverage Internet Porter
Partner Partner Partne Partner Applicatio Round Table marking Partner Partner Talks
r n Table Book report Partner
Partner Partner Partne Partner
r
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 12 8 2 2 2 2 2 1 1 1 1
delegate passes
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 min 2 min 1 min 1 min − − − − − − −
3 minute during
lunch break)
Visibility in ✓ ✓ ✓ ✓ − − − − − − −
publications
Post event releases ✓ ✓ ✓ ✓ − − − − − − −
Thank you sponsor ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓

21. Partners
Media Partners TV Partner
Award Partners Strategic 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
Partners | Logos

22. Partners
Report & Book Partner Content Partner Trophy Designed By Documentation Partner
Insights Partner Alumni Partner Hospitality Partner Legal Partner Youth 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
Partners | Logos

23. Media Plan for advertising
No. of times Page Rate (INR) May June July August Septembe Total (INR)
2012 2012 2012 2012 r 2012
Outlook 4 4,90,000 − − 1 − 3 19,60,000
Outlook Business 5 2,95,000 − − 1 2 2 14,75,000
Magazines 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 − − Porter Porter Porter 12,00,000
tweeting Talks: 1 Talks: 1 Talks: 4
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
Internet
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 to be firmed up 40,00,000
Business
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
2,59,72,38
* M&B = Mailers and Banners with link 5

24. Media Plan for editorial
No. of times June July August September
Outlook Business 6 − Article: 3 Article: 2 Article: 1
Impact 3 Article: 1 Article: 2 Article: 1 Article: 2
Magazines 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
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.

25. To discuss Sponsorship Opportunities for Porter Prize, please contact
Dr Amit Kapoor Neera Vohra
Honorary Chairman Program Coordinator
Institute for Competitiveness Institute for Competitiveness
Phone No.: +91 9810473213
Phone No. : +91 9810402639
E-mail: neera.vohra@competitiveness.in
E-mail: amit.kapoor@competitiveness.in