Why was jetblue unable to sustain a blue ocean strategy

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Reference no: EM133377584

Question: 1. Despite its initial success, why was JetBlue unable to sustain a blue ocean strategy?

Question: 2. JetBlue's chief marketing officer, Marty St. George, was asked by The Wall Street Journal, "What is the biggest marketing challenge JetBlue faces?" His response: "We are flying in a space where our competitors are moving toward commoditization. We have taken a position that air travel is not a commodity but a services business. We want to stand out, but it's hard to break through to customers with that message."

a. Given St. George's statement, which strategic position is JetBlue trying to accomplish: differentiator, cost leader, or blue ocean strategy? Explain why.

b. Which strategic moves has the new CEO put in place, and why? Explain whether they focus on value creation, operating costs, or both simultaneously. Do these moves correspond to St. George's understanding of JetBlue's strategic position? Why or why not? Explain.

Question: 3. JetBlue CEO Robin Hayes is contemplating adding international routes, connecting the U.S. East Coast to Europe. Would this additional international expansion put more pressure on JetBlue's current business strategy? Or would this international expansion require a shift in JetBlue's strategic profile? Why or why not? And if a strategic repositioning is needed, in which direction should JetBlue pivot? Explain.

Reference no: EM133377584

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