In a word, what each country that has achieved a competitive advantage in a particular industry has going for it is competition. Domestic competition is what pushed these countries to the forefront in their respective industries. What's more is that Porter makes a convincing case that the current national champion model of economic growth is doomed to failure precisely because it wipes out domestic competition. The countries that most often practice the national champion model of economic growth are the ones that have remained the most backward or have stopped growing. Porter does give one example of where this is not the case, tires. Tires are an exception where national champions work well because no country in the world has much of a domestically competitive tire market that would give them an advantage.
Furthermore, Porter describes the life-cycle of national industries. They go from nascent competition to increased competition for an expanding market to increased innovation to stagnation to consolidation, and then decline. He goes into detail with several industries in several countries. My favorite analysis that Porter undertakes is of the ceramic tile industry. Two countries have become the primary manufacturers and designers of ceramic tiles: Italy and Spain. These two countries have national cultures and economic advantages that play right into ceramic tiles. Porter expertly explains why Spain and Italy have come to dominate this industry when they have been so inept in other industries.
Porter has written the definitive book on national competitive advantage. "The Competitive Advantage of Nations" should be required reading for all government personnel around the world.
In this book, the author aims to answer the question, "Why do some social groups, economic institutions, and nations advance and prosper? ... I titled the book 'The Competitive Advantage of Nations' to highlight the crucial distinction between my broader concept of competitive advantage as a source of wealth and the nation of comparative advantage which had long dominated thinking about international competition." In order to answer this question, Porter uses his traditional extensive research methods and tools to prove his point.
The book is split up in four parts: (i) foundations; (2) industries; (3) nations; and (4) implications. In Chapter 1 - The Need for a New Paradigm, the author discusses the reasons for his research: "The central question to be answered is why do firms based in particular nations achieve international success in distinct segments and industries? The search is for the decisive characteristics of a nation that allow its firms to create and sustain competitive advantage in particular fields, that is, the competitive advantage of nations."
In Part I - Foundations, the author presents the theoretical frameworks which form the basis for the rest of the book. In Chapters 2, 3 and 4 Porter revisits most of his previous work, such as the five competitive forces, generic strategies, the value chain, and the advantages "diamond". Porter makes an important notion before turning the second part of the book: "The theory can and must be applied at two levels, the industry and the nation."
In Part II - Industries, the frameworks of Part I are applied to explain the histories of four industries (German printing press, American patient monitoring equipment, Italian ceramic tiles, and Japanese robotics). In addition, Porter applies the frameworks to the service sector. This is a sector which Porter has discussed very little in his previous books. "... an increasingly important class of industries where international competition has not been widely studied."
In Part III - Nations, the frameworks of Part I are applied to ten nations. Porter splits these ten nations up in early post-war winners, emerging nations in the 1970s and 1980s, and the traditional business countries (Britain and USA). Thank God, the author discusses both successes and failures within the different countries, plus identifying the reasons behind them. He also advises which steps can be taken to improve national advantage.
In Part IV - Implications, Porter discusses the impact of the frameworks of Part I on company's strategies and government policies. In the final chapter Porter tries to answer the question, "What of the future?" According to Porter "the central economic concern of every nation should be the capacity of its economy to upgrade so that firms achieve more sophisticated competitive advantages and higher productivity. Only in this way can there be a rising standard of living and economic prosperity."
This book is an impressive piece of research and Porter gets assistance from over 30 research assistants from all around the world. The book is not a simple read due to the amount of information provided and the length of the book. For readers who have read Porter's previous masterpieces I would like to stress that this book is considerably different than his previous masterpieces. It focuses less on industries and companies themselves, but more on national, international, and governmental issues. This book shows the author's education and training (Harvard PhD in economics). Still, the book is an impressive piece of work, although not for the fainthearted.