The document discusses the Porter Prize, which recognizes Indian companies that have created strategic advantages through innovation and value creation. It provides an overview of strategic concepts like industry dynamics, positioning, fit, and trade-offs. The prize process involves companies applying online, undergoing a strategy audit, and selected winners being recognized for their strategic accomplishments.

1. PORTER
PRIZERecognizing the Strategic Acumen of Corporates in India

2. Organized by
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.

3. About | Strategy Awards | Mint
The Mint-Institute for Competitiveness Strategy Awards similar to Porter Prize has provided a platform to award the Indian
companies which are positively influencing their stakeholders.
The Strategy Awards in India recognize and honor the best companies in each industry classification that have created their own
niche via their strong strategy.
About Mint
Mint business newspaper provides global headline news, breaking news, current business, financial, economic and technology news.
Mint is a business newspaper from HT Media Ltd, launched in collaboration with The Wall Street Journal on February 1, 2007. It is a
premium business news publication aimed at decision makers and policy makers of the country and it is the first newspaper in India
to be published in the Berliner format.

4. 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

5. 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

6. -- 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

7. 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

8. 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

9. 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

10. 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

11. 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

12. 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

13.  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

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 27, 2013
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
Mark Kramer
Founder and MD,
FSG
Dr. Christaian Ketels
Principal Associate, HBS
A P Parigi
Director, Bennett Coleman
and Co Limited
Tripurari Sharan
DG, Doordarshan
Eminent jury members from diverse backgrounds such as, academics, corporate world, etc.
Jury | Distinguished Personalities
Dr. Wilfried Aulbur
Managing Partner,
Roland Berger
Strategy Consultants
Pvt. Ltd.
Vineet Nayar
Vice Chairman and CEO
HCL Technologies Ltd.
Sukumar Ranganathan
Editor, Mint
Amit Kapoor
Honorary Chairman, Institute
for Competitiveness, India
Prosenjit Datta
Editor, Businessworld

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
 Anurag Batra
MD and Editor-in-Chief, Exchange4Media
 Udayan Dravid
Management Consultant
Steering | Committee

19. Steering Committee (Contd.)
 Pramath Sinha (Former Principal-McKinsey & Company)
Founder and Managing Director, 9.9 Mediaworx Pvt. Ltd.
 Dr. Alok Bharadwaj
Senior Vice President, Canon
 Bhaskar Chatterjee
DG &CEO, Indian Institute for Corporate Affairs
 Shiva Nagarajan
Managing Director, Mother Diary
 Deep Kalra
Founder & Chief Executive Office, Make my Trip
 K. Srinivas
President of B2C Business unit, Bharti Airtel
 Ramesh Iyer
Managing Director, Mahindra Finance
 Amitabh Chaudhry
Managing Director & Chief Executive Officer, HDFC Life
 Ashwin Naik
Chief Executive Officer, Vaatsalya
Steering | Committee

20. Steering Committee (Contd.)
 Bhargav Dasgupta
Managing Director & Chief Executive Officer, ICICI Lombard
 Sunand Sharma
Country President, Alstom
 Srivatsa Krishna
IAS Officer
 Vipul Shah
Chairman CEO & President, Dow Chemical International Pvt Ltd.
 B V Rao
Editor, Governance Now
Steering | Committee

21. Porter Prize Winners 2012
 Bhargav Dasgupta
Managing Director & Chief Executive Officer, ICICI Lombard
 Sunand Sharma
Country President, Alstom
 Srivatsa Krishna
IAS Officer
 Ashwani Singla
MD & CEO, Penn Schoen Berland South Asia
 Vipul Shah
Chairman CEO & President, Dow Chemical International Pvt Ltd.
 B V Rao
Editor, Governance Now
Porter Prize | Winners 2012

22. Mint-Institute for Competitiveness Strategy Award
Winners 2012
Mint-Institute for Competitiveness | Strategy Awards | Winners 2012
 Art, Entertainment and Recreation – Cinepolis
 Food and Beverage – Cargill
 Healthcare – Apollo Gleneagles
 Food and Beverage - Yum
 Finance, Banking and Insurance – SIDBI
 Chemicals – Sealed Air
 Transportation, Logistics and Aviation – Red Bus
 Tourism and Hospitality – Orange County
 Education, Training and Educational Services – Mettl
 Construction, Real Estate and Steel – Mahindra Lifespaces
 Industrials – Ingersoll Rand
 Information, Media, Telecom and Data Processing - Zensar

23. Sponsorship Opportunities
Benefits Presenting
Partner
Associate
Partner
Award
Partne
r
Corporate
Partner
iPad
Applicatio
n
Partner
CEO
Round
Table
Partner
Coffee
Table
Book
Partne
r
Bench
marking
report
Partner
Beverage
Partner
Internet
Partner
Porter
Talks
Partner
Slots Available 1 2 6 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
✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓

24. Partners
Partners | Logos
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
Media Partners
Award Partner
Presenting Sponsor

25. Partners
Partners | Logos
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
Legal Partner Youth Partner
Strategic Partner Documentation Partner Report & Book
Partner
Hospitality Partner Education Partner
Marketing PartnerDesign Partner

26. Media Plan
No. of
times
Page Rate
(INR)
May
2013
June
2013
July 2013 August
2013
Septembe
r 2013
Post
event
Total (INR)
Magazines
Businessworld 4 2,95,000 − 1 1 − 1 1 18,27,032
Governance Now 10 1,00,000 2 2 2 2 2 − 10,00,000
Impact 11 1,20,000 2 2 2 2 2 1 13,20,000
Pitch 5 1,20,000 1 1 1 1 1 − 6,00,000
Newspaper Mint 8 12,00,000 2 2 1 − 3 − 96,00,000
Sunday Guardian 6 1,43,055 1 − − 1 4 − 8,58,330
Twitter The Viewpaper 5 No. of people
tweeting
− − − Porter
Talks: 1
Porter
Talks: 4
− 5,00,000
Internet
governancenow.com 10 20,000 Banner:2 Banner:2 Banner:2 Banner:2 Banner:2 − 1,40,000
impactonnet.com 10 30,000 Banner:2 Banner:2 Banner:2 Banner:2 Banner:2 − 2,40,000
pitchonnet.com 10 17,000 Banner:2 Banner:2 Banner:2 Banner:2 Banner:2 − 1,36,000
business.outlookindia.co
m
8 1,00,000 M&B with link-- tentative − 4,00,000
competitiveness.in 21 1,00,000 M&B: 4 M&B: 4 M&B: 5 M&B: 4 M&B:
4
− 18,00,000
exchange4media.in 10 80,000 M&B: 1 M&B: 2 M&B: 3 M&B: 2 M&B:
2
− 6,40,000
Broadcast CNN/Bloomberg to be firmed up − 40,00,000
Live
Coverage
VideoLink to be firmed up − 1,00,00,000
PR
Activities
Executed by Aether
Marketing
6 5,00,000 Press
release
− Press
release
− Press release − 30,00,000
3,40,18,330
* M&B = Mailers and Banners with link
for advertising

27. 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 Vohra
Program Coordinator
Institute for Competitiveness
Phone No.: +91 9810473213
E-mail: neera.vohra@competitiveness.in