Summary JetBlue was founded by David Neeleman in 1998 and is America's youngest airline flying to more than 35 destinations, including the Caribbean and Atlantic regions. JetBlue's key strategies and competitive advantages are maximizing its workforce productivity, high service quality, and innovation with affordable pricing, low-cost ticketing system, and efficient aircraft utilization. JetBlue is a low-cost airline with a differentiated approach to the high level of customer service it offers. It therefore follows a supplier strategy at the best cost because it aims to offer customers a greater quality-price ratio. As we will see in this report, JetBlue achieves a best-cost position thanks to its ability to incorporate attractive features at a lower cost than its rivals. This report also investigates the significant factors driving change in the airline industry, and while it may seem unattractive, JetBlue has the capabilities and resources to continue its growth and profitability. Recommendations for JetBlue's management are to continue with the best-cost strategy by identifying cost reduction opportunities within its value chain, while aggressively investing in technology and innovation to differentiate itself from its rivals. Summary1. Strategic vision2. Functional strategies and key activities2.1 Customer service2.2 Human resources2.3 Policies, practices and procedures3. Factors driving change in the airline industry3.1 Fuel3.2 Consolidation3.3 Unionisation3.4 Economic crisis4. Future Strategies4.1 Key Recommendations/Primary Objective4.2 Secondary Objective1. Strategic Vision Neeleman himself is known to have summarized his re... midway through the article ...... as a key to educating the new aviation professional,” International Journal of Professional Aviation Training & Testing Research, vol. 1 edition. 1.4. Pierceall, K. (2008), “Only JetBlue Flight at LA/Ontario International to Stop,” McClatchy-Tribune Business News, July 23, 2008. Retrieved from ProQuest Database on September 19, 2008.5. Rubin, R.M. and Joy, J.N. (2005), “Where are airlines headed? Implications of airline industry structure and changes for consumers”, The Journal of Consumer Affairs, vol. 39 No. 1, pp. 215-228.6. Rovenpor, J. (2005), “JetBlue Airways: can it survive in a turbulent industry?”, in Thompson, A.A., Strickland, A.J. and Gamble, J.E., Crafting and Executing Strategy (15th ed), McGraw-Hill, New York, New York.7. Thompson, A.A., Strickland, A.J. and Gamble, J.E. (2007), Crafting and Executing Strategy (15th edition), McGraw-Hill, New York, NY.