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Michael. E. Porter

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Michael Porter is Regarded as Father of modern businessstrategy.Michael Eugene Porter (born May 23, 19!"#2$ is the

%isho& 'illiam a)rence *ni+ersity Professor at he -nstitutefor trategy and /om&etiti+eness, based at the 0ar+ard%usiness chool.

0e is a leading authority on com&etiti+e strategy and thecom&etiti+enessMichael Porter is the author of 1 boos and numerous

articles including Competitive Strategy , Competitive Advantage, Competitive Advantage of Nations, and OnCompetition.

Michael Porter &ro+ided a frame)or that models anindustry as being inuenced by 4+e forces. he strategic business manager seeing to de+elo& an edge

o+er ri+al 4rms can use this model to better understand theindustry conte5t in )hich the 4rm o&erates.

https://en.wikipedia.org/wiki/Michael_Porter%23cite_note-2https://en.wikipedia.org/wiki/Michael_Porter%23cite_note-2

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6iagram of Porters 7Forces

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 he follo)ing is a Fi+e Forces analysis of he /oca8/ola /om&any in relationshi& to its/oca8/ola brand.

Threat of New Entrants/Potential Competitors: Medium Pressure Entry barriers are relati+ely lo) for the be+erage industry there is no consumer

s)itching cost and :ero ca&ital re;uirement. here is an increasing amount of ne)brands a&&earing in the maret )ith similar &rices than /oe &roducts

/oca8/ola is seen not only as a be+erage but also as a brand. -t has held a +erysigni4cant maret share for a long time and loyal customers are not +ery liely to try ane) brand.

Threat of Substitute Products: Medium to High pressure  here are many inds of energy drin s

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2. Aohn Botter

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 (ohn )otter has been a 0ar+ard %usiness chool &rofessorfor o+er 3C years and is an internationally reno)ned authoron leadershi& and change.

0is 1 boos include international bestseller Leading Change and follo)ed by Our Iceberg Is Melting, )hich &uts his 8ste&&rocess for change into a fun and easy to read format.

%usiness 'ee maga:ine rated Botter the D1 leadershi&guru in merica based on a sur+ey they conducted of 7Center&rises in 2CC1

Botter -nternational hel&s organi:ations e5ecute Bottersstrategies, and lea+es them )ith the ca&ability to tae onfuture business challenges and react to them ;uicly )ithagility and direction.

 he authors use a fable about a &enguin colony in ntarcticathat has li+ed on the same iceberg for many years.

'hen one curious bird disco+ers &roblem signs in the

iceberg, fe) &enguins )ant to listen to him. hey are 4nethe )ay things are and dont )ant to change. The stor isanalogous to the common situation where peopledon*t want to face up to di+cult problems at home orat wor, .

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Gnce a small grou& of &enguins cameto understand that their icebergactually )as melting, they

1" created a sense of urgency in thecolony to deal )ith the diHcult &robIlem,

2" &ut a carefully selected grou& incharge of guiding the change, 3" found the sensible +ision of a better

future, " communicated that +ision so others

)ould understand and acce&t it, 7" remo+ed as many obstacles to

action as )as &ractical,

J" creIated some sort of success;uicly, !" ne+er let u& until the ne) )ay of life

)as 4rmly established, and, " 4nally, ensured that the changes

)ould not be o+ercome by stubborn,hard8to8die traditions.

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3. Kary 0amel

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-ar Hamel )as recently raned by he 'alltreet Aournal as the )orld?s most inuential

business thiner and by Fortune maga:ine as the)orlds leading e5&ert on business strategy.-n t)enty years 0amel has authored 1! articles

for the 0ar+ard %usiness Re+ie) and is the mostre&rinted author in the Re+ie)s history.

s a consultant and management educator 0amelhas )ored for com&anies such as KeneralElectric ime 'arner Lestle hell %est %uy ProcterKamble 3M -%M and Microsoft.0is &ioneering conce&ts such as strategic intent

core com&etence industry re+olution andmanagement inno+ation ha+e changed the&ractice of management in com&anies around the)orld. 

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. 6r. Phili& Botler

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6r. Phili& Botler is a )orld famous Managementand Mareting guru and a distinguished &rofessorat the Lorth)estern *ni+ersity Bellogg Kraduatechool of Management in /hicago.6r. Botler is no)n to many as the author of )hat

is )idely recogni:ed as the most authoritati+ete5tboo on mareting Mareting Management.ccording to Philip )otler 8 "Marketing Mix  is

the combination of four elements, called the !s

#product, !rice, !romotion, and !lace$, that everycompany has the option of adding, subtracting,

or modifying in order to create a desired

mar%eting strategy"

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Mareting Mi5

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7. om Peters.

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T.M PETE"S: na+y &ersonnel turned management&rofessional om Peters )rites and s&eas about a +ery s&ecialarea of management i.e. &ersonal and business em&o)ermentand &roblem sol+ing methodologies.

0e later studied business at tanford %usiness chool recei+ingan M.%.. and Ph.6. -n 2CC he also recei+ed an honorarydoctorate from the tate *ni+ersity of Management in Mosco).

0e is called the most &ro+ocati+e and engaging management

guru in the *. 0e is also called the Red %ull of managementthiners.

 he management theory of om Peters is based on leadershi&?s;ualities. Kood leaders belie+e in &roducti+ity through &eo&le, arehands8on and +alue8dri+en they only do )hat they do best.

 om Peters theory of leadershi& also includes the Ne+en Frame)or.N trategy, tructure and ystems (hard s" and ta@,tyle, hared Oalues and ills (the soft s".

 

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This e%ample considers some of the issues related tointroducing digital technolog into an organisation0

1. trategyhe contribution of digital business ininuencing and su&&orting organisations? strategy. 2. tructurehe modi4cation of organisational

structure to su&&ort digital business. 3. ystems he de+elo&ment of s&eci4c

&rocesses, &rocedures or information systems tosu&&ort digital business.

. ta@he breado)n of sta@ in terms of theirbacground, age and se5 and characteristics such

as - +s mareting, use of contractors

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J.1i2a -o#indara2an 

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1i2a -o#indara2an is the Earl /. 6aum 192&rofessor of international business at the ucchool of %usiness at 6artmouth /ollege.

0is boos include &everse Innovation ()ith /hris rimble, 2C12"Ko+indara=an is also res&onsible for &osing the

;uestion that s&ared a global challenge to build

a 3CC house, )hich earned him the hiners7C/B Prahalad %reathrough -dea )ard in 2C11.

 

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Phase 1 Q Klobali:ation QMultinationals builtun&recedented economies of scale by selling&roducts and ser+ices to marets all around the)orld. -nno+ation ha&&ened at home, and then

the ne) o@erings )ere distributed e+ery)here. Phase 2 Q Klocali:ation Q -n this &hase,

multinationals recogni:ed that )hile Phases 1had minimi:ed costs, they )eren?t ascom&etiti+e in local marets as they needed tobe. herefore, they focused on )inning maretshare by ada&ting global o@erings to meet localneeds. (-nno+ation still originated )ith home8country"

Phase 3 Qocal -nno+ation Q -n this &hase, the4rst half of the re+erse inno+ation &rocess,multinationals are focusing on de+elo&ing&roducts in8country, for country.S

Phase Q Re+erse -nno+ation Q -f Phase 3 is incountry, for country,S Phase is in country, forthe )orld.S Multinationals com&lete the re+erseinno+ation &rocess by taing the inno+ations

originally chartered for &oor countries, ada&tingthem, and scaling them u& for )orld)ide use. Ko+indra=an says the biggest o&&ortunities for

multinationals in ne5t 27 years )ill be customersmo+ing from &oor countries.

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!. Subir Chowdhur 

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Subir Chowdhur is chairman and /EG of - /onsulting Krou&. agged he TualityPro&het,S by 'usiness (ee%)

/ho)dhury is author of *he !o+er of Si Sigma- An Inspiring *ale of .o+ Si Sigma is

*ransforming the (ay (e (or%  (2CC1" and, most recently, *he !o+er of L/O- *he&evolutionary !rocess for Achieving /traordinary 'usiness &esults (2C11".

The following themes are found in most of his boo,s:

Problems can be &re+ented through continuous im&ro+ementQgetting it right the 4rst timeQand should be the goal of e+ery organi:ation as it designs, de+elo&s and de&loys &roductsand ser+ices.

Tuality must be the res&onsibility of e+ery indi+idual in all organi:ations. he ;uality

missionS cannot be delegated to one grou& or indi+idual. -t cannot be a Uto& do)n?management &rocess. For ;uality to be robust and sustainable, e+eryone in the organi:ationmust not only acce&t it, they must belie+e in it.

Tuality begins at the to&. 'ithout the commitment of leadershi&Qand )ithout themdemonstrating that commitment in e+ery as&ect of their o)n li+es, initiati+es )ill stall or failo+er time.

E+eryone has a stae in Tuality. Lot only must ;uality in+ol+e e+eryone all the time, but inorder to achie+e robust and sustainable results, e+eryone must ha+e a stae in its

im&lementation and continuous im&ro+ement through &eer reinforcement and othermethods.

Tuality is a balance of &eo&le &o)er and &rocess &o)er, )here &eo&le &o)erS taes intoaccount the role of the Tuality mindsetSQa&&roaching ;uality )ith honesty, em&athy and aresistance to com&romise. Process &o)er is about sol+ing &roblems, de+elo&ing ideas andsolutions, and then &erfecting those ideas and solutions.

-m&ro+ing ;uality using a cooie cutter managerial a&&roach does not )or. E+eryorgani:ation is uni;ue. E+ery &roblem has di@erent issues. E+ery indi+idual brings di@erent

no)ledge, sills, and abilities. herefore, the methods, &rocesses, and &rocedures used tosol+e ;uality issues must be tailored to the s&eci4c situation.

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. C ) Prahalad3Strateg is about stretching limited resources to 4t

ambitious aspirations05

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0e )as raned as the )orlds most inuential business thinerin he hiners 7C list, &ublished by *he *imes in 2CC9.

Professor, researcher, s&eaer, author and consultant, /BPrahalad dons many roles.0is boo titled, he Fortune at the %ottom of the Pyramid

Eradicating Po+erty hrough Pro4ts, highlights the need formultinational com&anies to reali:e that the huge gro)th maretof the under8ser+ed, the bottom of the &yramid.

/urrently, he is the Professor of %usiness dministration at the*ni+ersity of Michigan %usiness chool and o@ers cor&oratestrategy consultation to a number of multinational cor&orations.0e also heads a high8technology com&any called Pra=a-nc.

Ma2or Contributions of Prof0 C0 )0 Prahalad:

/BP made a name for himself by introducing the conce&t ofcore com&etence to e5&lain the su&erior &erformance of Aa&anese organisations com&ared )ith the rest in the )orld. his )as acno)ledged to be a dramatically ne) )ay ofunderstanding com&etiti+eness of organisations.

 

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/BP broe the monotonicity )hen he introduced the idea of strategicintent of organisations. 'hilst the academic community )as still con4nedto strategy formulation and its im&lementation, he ga+e an alternati+ea&&roach to strategy im&lementation, +i:. strategy as a le+erage toaccom&lish e5traordinary &erformance of the organisation )ith the

e5isting (limited" resources. /BP enunciated inno+ation as a source of com&etiti+e ad+antage in an

e5&licit and con+incing manner. 'hen the academic community and the&ractising )orld )as trying to catch u& )ith best &ractices re&ortedglobally, /BP introduced the conce&t of ne5t &ractices in his )or andlectures.

ttracted by the im&ortance of -ndia as an emerging economy, /BP cameu& )ith a +ision document on -ndia (-ndiaV!7", a blue &rint of action for-ndia to become a de+elo&ed nation.

0is latest boo he Le) ge of -nno+ation )ith M.. Brishnan tactfullycombines mass customi:ation, strategic outsourcing, inno+ation on globalsu&&ly chains, usage of information technology in reengineered business

&rocess, interde&endence of the 4rms at the global le+el, etc. -n the later &art of his career, /BP became fascinated by the de+elo&ing

)orld. herefore, he focused e5tensi+ely on the issues and &roblemsrele+ant to the de+elo&ing nations, )ith an ob=ecti+e to de+elo& acom&rehensi+e managerial a&&roach to resol+e and address challengesarising out of accom&lishing inclusi+e gro)th. his resulted in his )or

 he Fortune at the %ottom of the Pyramid.  

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 he Fortune at the %ottom of the Pyramid is a ne) &aradigm)here /BP modi4ed and magni4ed the trade8o@s bet)een

&rice, features and &erformance of a &roduct and ser+ices./BPs core argument )as that if an organi:ationdramatically reengineered the &roduct features and&erformance indicators, the &rice of the &roduct could bee&t so attracti+e that it can be accessed and used by alarge maret segment for )hich it )as not originallyintended. /BP )ent on to argue that designing the &roductand ser+ice for the economically )eaer section of thesociety )ould generate more )ealth as a conse;uence oflarge +olume e+en )hen the margins are lo). 0ence,addressing he %ottom of the Pyramid is an o&&ortunity for

sustained )ealth creation.

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