Jetblue Strategic Management

Industry Outline: Market Size: Approximately $ 95 billion Market Growth Rate: 9% in Japan, 0% International (Forecast by 2017) Life Cycle Stage: Number of companies in domestic maturity, international growth industry: 43 major airlines and 79 Regional airline company Range of competitors: Mainly the main operator (income over US $ 1 billion). Traditional airline customers developing low cost branches: 661 million domestic passengers. Prospects for growth of commercial customers Vertical integration: Hybrid; low cost reservation system, regional and international airlines and hotels have partnerships.

The purpose of this article is to research, analyze and criticize JetBlue Airways. In this article, I will explain how JetBlue successfully manages strategic changes and how companies work on corporate social responsibility. Analyzed the organizational structure of JetBlue and made important comments on how JetBlue competed with existing Southwest Airlines. The strategic significance of that action is explained in detail. The aviation industry is one of the major contributors to the national economy. There are a number of factors that can affect the success potential of any organization in the aviation industry, or it could hurt it. Funding issues, employee, government regulation, competing companies, the environment and climate conditions, and infrastructure troubling issues can be factors in determining the fate of airlines (Rhoades and Waguespack (2005)).

Since establishing JetBlue in 2001, the company has grown into one of the most profitable airlines in the United States. In the era when most of the companies famous in the aviation industry suffered losses, the company has succeeded, profited and made profit (Dutta and Regani, 2003). In addition to Southwest Airlines, JetBlue is the only airline that announced a profit after the unfortunate incident of the September 11, 2001 attack (Dutta and Regani, 2003). It is not an unexpected challenge to be able to meet and exceed customer expectations while announcing profits. After David Neeleman initiated a co-initiated initiative in 1984, the deployment strategy has made travel agencies one of the most profitable airlines in the United States (Feldman, 2001; Dutta and Regani, 2003) .