C. Porter identified one of the most commonly accepted definitions of strategy as "choosing a unique and valuable position, rooted in systems of activities that are difficult to match." In other words, differentiation is the key to strategy. If all competitors are choosing sustainability as part of their processes, can sustainability really be a strategy? Support your opinion with course materials. Competitive strategies allow organizations to differentiate their products, services, and activities to provide consumers with value and unique experiences. According to Porter (1986), the rationale of a strategy is choosing to perform activities differently compared to competitors. Taking part in CSR is a common practice, which is essential in creating a competitive edge and surviving in the market. Choosing sustainability as part of the company's strategic plan will entail examining the necessary tradeoffs. Even though all competitors are choosing sustainability as part of their processes, it can still be considered as a strategy because the lack of it will have a negative impact on the performance of a company. Ioannou and Serafeim (2019) postulate that irrespective of the extensive adoption of sustainability as a strategy in many organizations, it is still a major element of proving a competitive advantage and ensuring above-average