UNIVERISTY OF CENTRAL PUNJAB

BUSINESS STRATEGIC PLANNING

ASSIGNMENT 1
SECTION: H
SUBMITTED BY:
Moater Imran L1S19BBAM0137

SUBMITTED TO:
SIR ABDUL WAHEED

SUBMISSION DATE:
18TH, APRIL 2022
COMPETITIVE ADVANTAGE AND SUSTAIN COMPETITIVE
ADVANTAGE
Competitive advantage is something you do better than any of your competitors. we can get
competitve advantage through critical thinking, feedbacks, value addition, by being creative,
innovations, cost leadreship etc.

Sustain competitive advantage is something an organization or individual does best to compete

in the long run. Sustain competitive advantage cannot be replicated by your competitors.
Tactics vs Strategy

Strategies may represent short-term competitive advantage. The strategy may represent a
continuous competitive advantage.Tricks are very visible in your competition. They are easily
imitated.It is possible to keep a secret strategy in your competition. In such cases, the strategy is
difficult to copy.

Clear Information vs. Indirect Information

Clear information brings competitive advantage. Indirect information brings sustainable

competitive advantage.Clear information is common information that can be shared with visual
words and communication methods. Good ideas go faster and harder to keep secret. They rarely
represent the ongoing competitive advantage.Vague information is information that is difficult to
pass on from one person to another. You can watch a golf champion play and get him to train
you for hours - you will not match his ability.

Resistance Culture vs. Innovation Culture

Continuous competitive profit is often based on habits, symbols, habits, beliefs, mission and
organizational behavior. An innovative culture that incorporates innovation and supports the arts
can keep competitive advantage forever. A culture that is resilient, politically or politically
incapable of holding on to its competitive advantages.

SCENARIO 1:

1. Review the SDGs that are relevant to your business model. Take the time to decide which
SDGs are the most reasonable based on your strategy, markets, customers and revenue model.
Look for opportunities in white space to strengthen your business and make a social or
environmental impact.
2. Consider the implementation. Decide how you will make this work and work. Generally,
sustainability is used simply as a marketing tool. How can you do more to be different?
3. Examine relationships to gain impact. Identify like-minded organizations or advocates for
the same cause and partners for greater impact.
4. Measure and monitor. If you can measure it, you will not know if you are progressing in the
right areas. See the SDG report or how you can balance your sustainability efforts with your
financial analysis.
5. Build communities to grow. Look beyond the motivation for profit. Extend your impact by
engaging employees to volunteer or build communities in areas of impact.
There are four basic reasons why maintaining a competitive edge has become so difficult:
• lack of differentiation
• well informed buyers in the marketplace
• the rise of different types of competition
• Obsession about what the competition is doing.

SCENARIO 2: