Strategic Planning Institute: Competitive Advantage Analysis

This case study analyzes the Strategic Planning Institute (SPI) of Queensland, focusing on its business strategies and potential for growth. The assignment begins with an environmental scan, recommending how SPI should analyze external and internal factors to identify growth opportunities, including a PESTLE analysis to assess political, economic, social, technological, legal, and environmental factors. The analysis then examines the sustainability of SPI's customer profile, which caters to larger clientele, considering the potential threats from competitors and the importance of innovation. The study further evaluates SPI's sustainable competitive advantage, highlighting its brand reputation, ethical approach, financial credibility, quality of service, and leadership. Finally, the case study identifies SPI's strengths (brand value, ethical standards) and weaknesses (overlapping channels), matching strengths to potential opportunities, such as understanding market trends and expanding geographically, to improve service and maintain brand value. The case study uses the provided references for its analysis.

1. Recommend what environmental scanning Strategic Planning Institute should
do to help understand where her business can grow.
Environmental scanning refers to analysis of external and internal dynamics that affects
or may affect the development of a company. It is a practical tool used to anticipate threats,
changing trends, socio-demographic pattern and others, in order to design better strategies to
overcome problems and increase growth (Jiang and Gallupe 2015). A business expansion
may mean wider clientele, bigger network and more profits however, a strategic planning
institute is multifaceted, it requires a thorough environmental scanning. A PESTLE analysis
can elucidate further on the various aspect of the company pertaining to its future growth. For
instance, of this company, wants to expand in U.S they would need to consider the political
atmosphere and how it could affect the company. Political aspect is of primary concern when
deciding the expanding factor. Government plays a crucial role in the development of an
organisation and current analysis shows the political environment is not suitable for foreign
businesses (Draper 2017).
Secondly, economic factors show that business in America imposes high tax to set up
businesses, which can be a deterrent. Every company requires human resources, but recent
studies show lack of work force in the U.S and increase in racial violence, which is threat to
company’s growth. Thirdly, technological support is high in America this an important factor
that can promote growth. With existing technological advancement and support, this can
facilitate cross communication and networking with overseas clientele and increase economic
growth (Kellam and Stein 2017).
Fourthly, the legal aspect has to be in adherence to the country’s policy, also, the tax
policies concerning both the countries should be kept in mind. The high tax policy for
companies doing businesses abroad may reduce profit. In contrast to U.S Australia has

transparent tax policies that is good for business (Inman 2016). Lastly, environmental factors
is a current concern for many countries. The company must adhere to maintain environment
concern and obtain client who believe and support environmental cause. This can be a
positive aspect for the company to focus on and create a good impact on future clients as well
(Kellam and Stein 2017).
2. Strategic Planning Institute has a very clear customer
profile. Discuss whether this is sustainable in the
long term.
The Strategic Planning Institute has functioned in Queensland due to its specific
customer profile and strong moral conduct. This is certainly elaborate and impressive
however, with growing threats both direct and indirect; the sustainability of the company
depends on its ability to stay updated on the changing market trends. According to the
company’s policy, it caters exclusively to larger clientele owing to its continuous business
(Olszak 2016). Even though this strategy is good for a constant influx of work for the
company, helps in building a loyal customer base and increases referrals it has certain
disadvantages as well.
Firstly, threat in the market and direct competition in Brisbane can cause the client to
shift owing to its geographical location, customers from Brisbane may choose other firms
based in the same city for their convenience (Hill and Alexander 2017). Since, the other
companies in comparison are new they may offer cheaper rates to the customer, in order to
draw them away; this may cause the overall revenue to fall. Secondly, the Institute has a
reputation of being customer oriented and prides itself in providing superior customer service
delivering and understanding their customer needs and wants. However, this may hamper the

creativity of the company, hinder them from making creative decision and hamper their
innovation. Customers may know what they want, but they may need innovative ideas from
the institute in terms of advertisement, branding, marketing and others. Sustainability is
innovation, creativity that with set them apart from other contenders. Thirdly, The Institute is
constantly, catering to customers varied needs, this requires time, proper staff and finance.
The institute should bear in mind and take precaution to avoid causing employee burnout.
Lastly, the company should never forget its own goals and motivation. Since, Strategy
Planning Institute is focused primarily on enhancing customer service, it should practice
caution on practicing self-serving attitude focused on making profits. The motivation should
always focus on the best business strategy for the customer not just the profit factor for the
institute. This extremely harmful practice can affect the sustainability in the long term (Chen
2015).
Thus, as an institute for strategy planning, customer segmentation is beneficial
however, in the end, it is important the institute has flexible policy to accept small booming
businesses as well. Customer may choose an alternative in the changing market dynamics, it
is very important for the institute to anticipate the various possibilities and create sustainable
policy that will be beneficial in the future.
3. Examine whether the Strategic Planning Institute has
a sustainable competitive advantage.
Sustainable competitive advantage refers to the company’s existing attributes in terms
of quality of service, assets or abilities that is difficult to be imitated or replaced and provides
superior services, setting it apart from its competitors (Hatten 2018). Several factors make the

Strategic Planning Institute have a sustainable competitive advantage and are discussed as
follows. Firstly, The Strategic Planning Institute has been in the business for the past two
decades and it has built a reputation over time, which has set it apart from its competitors in
terms of providing high quality service. Creating a powerful brand reputation is certainly a
strategic advantage for this company. Secondly, the ethical approach of the company is
another aspect that has helped it to set itself apart from its competitors. They have a strict
policy to accept clients that have good ethical conduct in their respective industries. They
also do not take two organisation from the same industry to avoid conflict of interest. Hence,
it is clear from their practice that they pay attention to the services they render and the
consequences it has (Ferrell and Fraedrich 2015).
Thirdly, since the company has been in the business for a while has considerable
number of big companies and is expanding. Therefore, it can be considered that they have
good cash asset. Financial credibility is one of the major aspects that allows the company to
work with capital, solvency or liquidity. A company that is low on debt and has good balance
sheet has a sustainable competitive advantage. Fourthly, quality of service, Nicole gives a lot
of priority to produce the best quality service to her customers. The high product quality has
helped her to set the Institute apart, and create a brand name (Anees-ur-Rehman et al 2018).
Moreover, for any long lasting organisation it requires a good management team and
employees. Therefore, it is very important to nurture the employees and build good relations
with them so that they want to be associated with the organisation. Lastly, the head of the
institute Nicole displays strong leadership skills (Noe et al 2017). She is very astute in
observing the market trends and has a considerable knowledge in journalism gives her an
added advantage over others. Her ability to draft press releases and adept skills in public
relations makes her indispensable. Interpersonal relationship is imperative to business and

Nicole’s knowledge has helped her build a niche in the market setting her apart from her
other competitors.
4. Identify Strategic Planning Institute’s strengths and weaknesses. Using a table
format similar to Table 5.1 in your Study Guide, match Strategic Planning Institute’s
strengths to potential opportunities.
Strategic Planning Institute has built a considerable reputation for its ethical standards
and the quality of service. Firstly, one of its strengths, the brand value of the company is one
of the strongest aspect that has built over the years it draws customers because they know
they will be getting a good work. Secondly, the Institute is every efficient in mapping client’s
need and demands and designing a suitable business strategy for them, also, the company has
a reputation in building effective advertising which is very helpful for the customers. Strong
moral ethics also helps to maintain existing customer and draw new ones.
Every company has weakness; some factors are not in control of the company. They
maybe external or internal. In this case, weakness of the company is considered as
overlapping channels within organisation, which creates mismanagement and creates
confusion within the organisation. The company has very strict policy of customer
segregation and takes only larger clients. With the external threats from other competitors, it
is essential for the company to explore other customers as well to increase revenue. Long-
term relationship with old clients should be revaluated and appreciated so that they keep
opting for this organisation instead of other competitors (Barnett and Mendes 2017).
The table for strength to potential opportunities is as under.

Strength
Brand value
Likely Impact
 More revenue
due to
customer
impact.
 Loyal customer
who believe in
the quality if
the service
being delivered
Opportunity
 Understanding
the changing
market trends.
 Expansion to
other
geographical
location
 Targeting
unexplored
areas.
Objective and Goal
 To enhance the
quality of
service further.
 To maintain
the brand value
while
understanding
the market
changes.
Strong Code of ethics  Increase
reputation and
trust amongst
the customers
 Allow to
expand and
gain customers
 To always
uphold the
moral code.
Interpersonal  More business  Higher chances  Maintaining

Relationship opportunity.
 Building
relationship
helps build a
strong
customer base.
 Better
networking
improve the
delivery of the
service.
of getting
referrals.
cordial relation
within the
organization
and clients.

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