How above-average returns

How above-average returns, strategic competitiveness, competitive advantage and strategic survival relate to strategic success
The above-average returns are superior earnings that an organisation has attained by implementing strategies that yield desired results more than anticipated. This achievement is actually an indication of how successful a strategy has been in maximusing profitability. For example, a bank has a target of achieving 10 million clients in the next 5 years and it turns out that it has attained 15 million clients.
Strategic competitiveness is realised when the organisation creates sustainable strategies in the global arena by being able to formulate and implement sustainable and value-creating strategies that survive over a period of time. For example, Kodak had to reinvent its strategy in order to remain relevant and sustainable in the rapidly changing environment because the rivals had started to manufacture products offering new technology.
Competitive advantage is an ability of an organisation to outclass its rivals because it has put in place value-creating strategies that competitors are unable to duplicate due to their complexity or because it is costly to imitate, however competitive advantage is only sustainable for a particular period of time, cautions (Louw & Venter 2013:24). For example, Kodak had to reinvent its strategy of focusing on film technology for too long in order to remain relevant and sustainable in the rapidly changing environment because the rivals had started to manufacture products offering new technology.
Strategic survival means that the organisation should put strategies in place that would protect and cushion it from its rivals. The emerging of rivals should not be viewed only as a threat to the organisation but as a test of the effectiveness of strategies being implemented and whether they are indeed working and sustainable for a longer period.