Introduction
In a world with tighter business cycles, new technology and international competition, running a company/organisation is becoming even more complex and challenging. “To remain competitive, leaders must react quickly to outside influences or be left behind” (Northup, 2005, pg 3). In such a business environment it is imperative for organisations to undertake strategic planning activities as it is fundamental to the overall success and long term viability of that organisation.
A business strategy sets the direction for a company and becomes the road map for a company to get from where they are now to where they want to be. Thompson, Strickland and Gamble (2005, pg15) define an organisation’s strategy as “the game plan management is using to stake out a market position, conduct its operations, attract and please customers, compete successfully and achieve organizational objectives”
One organisation that has been successful at developing, implementing, evaluating and improving its business strategy is JetBlue Airways (JetBlue).
David Neeleman, an entrepreneur (and a Mormon) from Salt Lake City, Utah, USA, founded JetBlue in 1998. JetBlue is a low-cost, low-fare airline that started its life serving 12 destinations across four US states. In 2005, this number had increased to 33 destinations across 14 states, and also included the international ports of Puerto Rico, the Dominican Republic and the Bahamas.
Neeleman’s influence on JetBlue can not be understated. After working for both Morris Air and Southwest Airlines early in his professional life, Neeleman took the lessons he learnt and started JetBlue. With a strong vision of how he wanted the airline to be run, and what service it would provide, he went on to turn it ...