Which of Porter’s generic strategies fit how Jet Blue positioned itself?
What are Porter’s generic strategies? See slide 21 of Lecture 2.
Find evidence in the case study that suggests that either of these strategies is used by JetBlue.
Has JetBlue made a clear choice for either of these strategies? Justify your answer.
What choices has JetBlue made in their value proposition? (use Lecture 2 slide 23 for support)
Find evidence in the case study that shows these choices were made by JetBlue.
Avoid being too specific, too detailed in your description of the three parts of the value proposition. Stay “high level”, more general.
What do you think are the implications of these choices for JetBlue, focusing on some customers and not on others?
What choices has Jet Blue made in the activities in their value chain? (What does the company do? What activities have they put in place at all levels of the firm?)
Identify and list examples of activities that JetBlue has implemented for each value chain section (from Firm Infrastructure to After-Sales Service – see Lecture 2 slides 25-27 for support).
Highlight where you found this evidence in the case study document!
Focus on where JetBlue has made specific choices in their value chain (e.g. not serving meals) and where they add most value/cut most costs
Are these individual activities in the value chain aligned with the choices made in the value proposition? Justify your answer.
JetBlue is intending to make changes: (a) remove rows of seats and (b) buy Embraer Airplanes. Do these changes align with the existing value proposition of JetBlue? Would you recommend these changes for JetBlue?
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