So, in a few words, differentiation ranged from quality to comfort and to responsiveness to customer. Combined with the fact that all these services are offered at extremely competitive prices, the company has a strong position on the market. 2. It is quite obvious that the company managed to implement a unique strategy which allowed it to prosper on the market and to fight the large airline companies. The question we

JetBlue Company Background Organizational mission Vision Value statements Environmental scan Review of strategies and a recommendation for the best strategy for the organization Implementation plan Functional tactics Action items Milestones and Deadline Resource allocation Key success factors Budget and forecasted financials Break-even chart Risk management plan Contingency plans for identified risks JetBlue is one of the leading airline carriers in the United States. The airline company has long been at the forefront of ensuring that passengers are exposed to quality service and products. Since the advent of

With slim margins, JetBlue and other airlines must discover and capture market share in the most profitable routes. Not only does this serve the route-building strategy of JetBlue, but it allows the company to be more profitable than its rivals. Thus, there needs to be good external information gathering capabilities in addition to internal information systems. 3. Unit-level activities are those that are conducted at the unit or work group

JetBlue 1c) JetBlue struggled through the events in the case to manage its capacity to align with the demand. The airline service is perishable, such that when flights are unable to fly, that reduces the total capacity in the system. The nature of flight also makes it difficult to make up that capacity loss later -- if there are 30 seats left on a flight to Little Rock, that does not

JetBlue Mission and Vision A company's mission statement should reflect its "unique purpose and reason for being" (Zain Books, 2014) Now, realistically, companies exist to earn their shareholders a return, and the mission of the company is therefore to increase shareholder wealth (Friedman, 1970). But this is not something that can be sold to the other stakeholders of a business, especially not the employees. They need to feel that they are contributing

many of its rivals. Its high debt load contributes to its cost disadvantage. The corporate culture does not give it a competitive advantage. JetBlue's culture is easily replicated by any other airline and provides no particular benefit that the customer appreciates. They lag Southwest in this regard. The human resource practices work to make the firm functional, but again JetBlue does not do anything unique that adds sustainable value