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Crafting and Executing Strategy

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Running head: ASSIGNMENT #1 CRAFTING AND EXECUTING STRATEGY

Assignment #1
Crafting and Executing Strategy
Jet Blue Airways
Strayer University
BUS599016VA016-1116-001
Strategic Management
July 11, 2011

Abstract
This paper examines the business strategy of Jet Blue Airways. The paper will also examine strategic elements that provide the organization with a competitive advantage. The company’s competitive strategy and the impact of the trends in the U.S. airline industry will also be discussed.

Assignment #1
Crafting and Executing Strategy
Jet Blue Airways David Neeleman worked in the travel and airline industry before starting JetBlue. He was well versed in customer service. He learned from his grandfather as a teenager never to disappoint customers; satisfied customers would return. As a young man Neeleman also learned to be frugal (C-53). David Neeleman started JetBlue Airways as a company that would combine the low fares of a discount airline with the comforts of a den. Passengers would save money, consume gourmet snacks, sit on leather seats, and watch television. Many of JetBlue’s ideas came from Neeleman’s own personal experiences. He decided to add leather seats because he was once assigned a cloth seat that was soaked with urine. Leather seats were more durable and easier to clean. Individual monitors provided entertainment. He decided to provide 24-channel live television via satellite for free (C-53). On February 11, 2000, JetBlue’s first ceremonial flight was launched and, John F. Kennedy International Airport (JFK) its hub. The first flight was between Buffalo and New York City, JFK (C-54). JetBlue’s strategy consists of business approaches to grow the business, attract and please customers, compete successfully, conduct operations, and achieve the targeted levels of organizational performance (p. 6). JetBlue

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