[sbinews] Want to Better China?

  • From: sbistcbangalore@xxxxxxxx
  • To: sbinews@xxxxxxxxxxxxx
  • Date: Mon, 22 Dec 2003 20:31:41 +0500

Want to better China? Ask Porter how

The success or failure of any business depends on its competitive advantage. 
But what exactly are the forces that drive competition in India ? How can firms 
differentiate themselves from their global, or Chinese, competitors? 

Get answers to these key questions from management guru Michael Porter, who’ll 
be in India to address the Indiatimes Strategy Summit on January 21 at Delhi . 

Ranked by the Fortune magazine as the single most important strategist working, 
Porter will dwell on topics like strategy and sustainable performance, strategy 
in the digital economy, and India ’s unique positioning. 

According to Porter, some barriers to competition may be falling as regulation 
eases and markets become global. 

However, what some call ‘hyper-competition’ is a self-inflicted wound, not the 
inevitable outcome of a changing paradigm of competition. Haven’t we seen that 
happening in India already? 

The root of the problem is the failure to distinguish between operational 
effectiveness and strategy. Operational effectiveness alone, according to 
Porter, is not enough because it only assures you of short-term success. To 
Porter, operational effectiveness is trying to run the same race faster. 

To create long-term success, you must choose to run a “different” race. And 
that is where strategy comes into the picture. Porter terms strategy as a race 
to get to the position you want to occupy. 

But Porter’s picture of competitive advantage is not complete without the value 
chain, and a firm’s control of the chain or parts of it. His value-chain 
analysis allows the strategist to separate the underlying activities a firm 
performs in designing, producing, marketing, and distributing its product or 

By showing how all the company activities can be examined in an integrated way, 
it provides a new perspective on competitive strategy. For instance, where does 
India ’s BPO business figure in the global value chain? And what must India do 
to create a strategic fit between various back-office activities that it 
provides to global customers? 

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