The purpose of the study was to investigate the effects of competitive strategies on the sustainable competitive advantage of Kenya Airways PLC in order to find out the reasons why some strategies make superior long-term performance compared to others. In particular, the study focused on the effects of innovation strategy, differentiation strategy, cost leadership strategy, and focus strategy on sustainable competitive advantage. This study was guided by Porter’s Theory of Competitive Advantage, which claims that organizations can achieve superior performance through strategic positioning via cost leadership, differentiation, and focus strategies. The researcher used descriptive research design to investigate how competitive strategy impacts sustainable competitive advantage in Kenya Airways PLC. The sample size was made up of 147 people chosen through stratified and simple random sampling techniques from a total population of 233 people. Data for the analysis was collected using a questionnaire administered to the subjects in the research. The descriptive findings showed that Kenya Airways has adopted innovation through new ways of conducting business (Mean = 4.204), service delivery (Mean = 4.170), and development of skills among its employees (Mean = 4.320). It is notable that differentiation strategy was identified as the most successful competitive strategy, with the company paying much attention to niche markets (Mean = 4.67), alliances (Mean = 4.37), and competitive pricing (Mean = 4.35). It can be seen that cost leadership is evident in operations (Mean = 4.19), procurement (Mean = 4.21), and use of low-cost technologies (Mean = 4.26). Strategies of focus were highly rated especially on market focus and strategic alliances. Results of correlation analysis indicated the existence of strong, positive and statistically significant relationships between competitive sustainability and innovation (r = 0.846), differentiation (r = 0.873), cost leadership (r = 0.835), and strategies of focus (r = 0.845), at p < 0.01. Regression analysis showed that the four strategies explained 90.8% of the variance in competitive sustainability (R² = 0.908; Adjusted R² = 0.905; F = 349.632, p < 0.001). Differentiation strategy emerged to have the greatest impact (β = 0.323), followed by focus (β = 0.260), cost leadership (β = 0.251), and innovation (β = 0.231). It is recommended that these strategies be incorporated into the company's operations. This research has concluded that integration of a competitive strategy is key to increasing sustainable competitive advantage and overall performance at Kenya Airways PLC. It includes suggestions to improve differentiation by means of service quality and branding, to enhance innovation through digitization, to achieve operational efficiency for cost leadership and to improve market segmentation for the focus strategy.