Jetblue Case Study
JetBlue was established with a goal to make itself a leading low-fare, low-cost
passenger airline by offering customers high-quality customer service and a differentiated
products. During a period when all major airlines were posting losses and going out of
business, JetBlue emerged successful and posted profits in its first year of operation in
2000. In this case we will analyze the competitive strengths of JetBlue that helped it
achieve its goals, and the possible internal and external threats that can hinder the
company’ s growth. Also, based on the analysis we shall recommend strategies that it
could adopt to compete effectively in this highly uncertain airline industry.
JetBlue’s Competitive Strengths
Low –Cost leadership and Differentiation Strategy:
JetBlue adopted a low-cost leadership and differentiation strategy1 to compete
with other airlines in the industry. The company differentiates itself from other airlines by
offering customers a better alternative for air travel and a distinctive flying experience
that includes new aircraft with more leg room and wider cabins, leather seats, simple and
low fares averaging 65% low than competition, pre assigned seating, and reliable
performance. Also the company placed a very high emphasis on customer service and
human relations2. The key to JetBlue’ s low unit costs is the high productivity of their
assets and highly motivated employees. Some of the factors that contribute to its low unit
costs are : efficient utilization of aircrafts by maintaining “ the perfect 30-minute
turnaround” schedules, productive and committed workforce because of excellent training
and effective use of advanced technology such as laptops to pilots and compensation
packages exceeding industry standards, and low distribution cost by moving to paperless
Strong Company Culture
JetBlue’ s top management team created a strong and vibrant company culture,
which is built
passenger airline by offering customers high-quality customer service and a differentiated
products. During a period when all major airlines were posting losses and going out of
business, JetBlue emerged successful and posted profits in its first year of operation in
2000. In this case we will analyze the competitive strengths of JetBlue that helped it
achieve its goals, and the possible internal and external threats that can hinder the
company’ s growth. Also, based on the analysis we shall recommend strategies that it
could adopt to compete effectively in this highly uncertain airline industry.
JetBlue’s Competitive Strengths
Low –Cost leadership and Differentiation Strategy:
JetBlue adopted a low-cost leadership and differentiation strategy1 to compete
with other airlines in the industry. The company differentiates itself from other airlines by
offering customers a better alternative for air travel and a distinctive flying experience
that includes new aircraft with more leg room and wider cabins, leather seats, simple and
low fares averaging 65% low than competition, pre assigned seating, and reliable
performance. Also the company placed a very high emphasis on customer service and
human relations2. The key to JetBlue’ s low unit costs is the high productivity of their
assets and highly motivated employees. Some of the factors that contribute to its low unit
costs are : efficient utilization of aircrafts by maintaining “ the perfect 30-minute
turnaround” schedules, productive and committed workforce because of excellent training
and effective use of advanced technology such as laptops to pilots and compensation
packages exceeding industry standards, and low distribution cost by moving to paperless
Strong Company Culture
JetBlue’ s top management team created a strong and vibrant company culture,
which is built