Strategic Choice and Evaluation - Jetblue

Strategic Choice and Evaluation

Because JetBlue is in the competitive airline industry, the company is in need of implementing a creative strategy to remain or stay ahead of the competition. As part of its strategy, JetBlue will emphasize low-cost leadership as its generic strategy and concentrate on its long-term objective of delivering exceptional customer service to gain a competitive advantage over the competition. Not to mention, the company must consider several grand strategies before embarking on a specific direction for the company. For this reason, Team D is evaluating different alternatives that could prove beneficial to the organization’s growth. However, after examining these possibilities the team will select the strategy that aligns better with the company’s long-term goals. With this information, JetBlue could position itself as one of the leaders in the airline industry.

Grand Strategy

A grand strategy provides basic direction for strategic actions and indicates the time period over which long-range objectives are to be achieved (Pearce &Robinson, 2011, p. 87). Additionally, a grand strategy is classified as a combination of long-term strategies to formulate a basic approach to doing business. Currently, there are 15 principal grand strategies to serve as a basis for JetBlue achieving its long-term objectives. However, Team D will discuss concentrated growth, market development, product development, and concentric diversification as possible options to use to increase the company’s growth.

Concentrated Growth

During JetBlue’s 12-year existence, the company has been able to accomplish several “first” in the airline industry. As a result, JetBlue has increased its presence in the market significantly because of the company’s ability to set itself apart from the competition. However, the company realizes that it has more work to do to become a leader in this industry. For this reason, the company wants to shift its strategy to focus on low-cost leadership and achieving its long-term objective of achieving excellent customer service. Because JetBlue is a low-fare carrier, the company is aware that it needs to strive to keep its internal costs low to sustain its position. To accomplish this feat, the company will implement new technologies that allow the organization to reduce overhead costs as well as increase efficiency. With these savings, the company can continue to offer the lowest prices in the industry to sway customers to fly with the airline. As more customers begin flying the airline, this will allow the company to achieve its long-term objective. Currently, the company is moving in the right direction with the launch of its Customer Bill of Rights in 2007. This Bill of Rights gives customers’ confidence that the company has a plan of action to deal with any unforeseen situations