This is the scenario from assessment 1:

Peter is considering operating a local business in the textile, clothing and footwear sector. Peter has completed research into the operations of similar businesses both locally and regionally and intends to market and sell his products both at the local and regional level at the same time. Peter understands that to shape the businesss overall strategy there are various strategic drivers both internally and externally which must be considered and wants expert advice on these drivers relevant to his business. He is also struggling with deciding on the best structure for the organization, as well as the most effective ways of marketing his products to ensure that they are more attractive to buyers than the current options. Peter is considering a strategic alliance but is not sure if to form links among non-competitive firms or associate with firms in an un-related activity. He is also aware that even other types strategic alliances exist but does not have a good grasp on this area to make an informed choice. Peter is aware of internal and external tools which businesses use to understand the operating environment but is unsure which ones are feasible for his business or will provide the most relevant information. Peter wants to go global in the future. He was listening to a radio program and they mentioned that there are drivers that shape strategies when persons are considering going global but he is not familiar with what these are. Whilst Peter has a lot of ideas, he recognizes the need for help to ensure his success. Further the case above, as a Strategic Management Consultant, please answ

^{Scenario: Referencing the scenario provided in Assessment 1, and following the guidance provided by the Strategic consultant, Peter and his team are now prepared to proceed with finalizing their business plan to launch their company. Considering how competitive the business sector is today, it is important that they are aware of their alternative organizational strategies. It is also important that they understand how to develop a sustainable competitive advantage, so as to remain financially viable. The group is considering utilizing the strategy formulation framework to aid in developing the company and its products. Further to discussion with the Strategic Consultant, Peter is aware that there are certain habits that strategic leaders must encompass but is not sure what they are. For this assessment, your group is to assume the role of Peter and his team. In doing so, you are expected to complete the following:}

^{4. As discussed in the course, identify four (4) conditions for sustainable competitive advantage which align best with your business. Justify your rationale. 8 marks (This is the is the actual question)}

^{This is some information on the new product that we are offering: One of the new products that Threads & Fashion intends to offer is a sustainable and eco-friendly line of clothing made from organic cotton. This line of clothing will cater to customers who prioritize environmentally friendly and ethical fashion choices. The product line will include a variety of apparel items such as t-shirts, dresses, and jeans, all made from organic cotton fibers sourced from certified farms. These products will be manufactured using eco-conscious production methods, such as low-impact dyes and water-saving techniques.}

^{These are the conditions for sustainable competitive advantage listed in the course unit:}

^{Sustainable Competitive Advantage In general, capabilities and resources become strengths with the potential to create a competitive advantage if the following conditions are met: N.B. CHOOSE ONLY FOUR}

^{1. The resources or capabilities are valuable. They allow the firm to exploit external opportunities and/or neutralise external threats. If a firms resource or capability allows exploitation of opportunities or neutralisation of threats then it is considered a strength.}

^{2. The resources or capabilities are unique. If only one or a small group of organisations possess a valuable resource or capability, then that resource or capability may be a source of competitive advantage. If numerous organisations possess a particular resource or capability, then the situation is described as competitive parity no company has the advantage.}

^{3. The organisation must be suited to the exploitation of the resource or capability. This means that the structure and systems of the firm are appropriate for taking advantage of the competitive advantage.}

^{4. The firms managers are aware of the potential of the resource or capability to lead to a competitive advantage and have taken steps to realise the advantage (dynamic capabilities).}

^{5. The resources or capabilities are difficult or expensive to imitate. In these situations, competing firms face a cost disadvantage in imitating a resource or capability. The more difficult or costly a resource or capability is, the more valuable it is in producing a sustainable competitive advantage. In the case of an enforceable patent or a trademark, competing firms face an absolute cost disadvantage.}

^{6. No readily available substitutes exist.}