Organisational Strategy at Flybe

JetBlue was founded in 1998 by David Neeleman, who had a vision to bring humanity back to air travel and make the experience of flying happier and easier for everyone (Brennan & Morgan, 2007). Since the industry was deregulated in 1978, over 100 airlines have been launched, with only a few becoming successful (Stalter, 2007). This was due to the highly competitive nature of the airline industry, with high capital requirements, high fixed operating costs and limited access to routes (Dalavagas, 2015). By 2005, JetBlue was one of the few successful airline start-ups and had begun to establish brand recognition and a following while beginning to carve out a distinct and profitable position as a low-cost airline and offered a high level of service. During the same year, the four major

David Neeleman is the founder of JetBlue Airways, which began under the name of “New Air” in 1999. Many JetBlue executives were previously employed by Southwest Airlines, a competitor in the area of low cost travel. However, Mr. Neeleman’s vision was to offer more amenities to its passengers, like in flight entertainment, leather seats, and unsurpassed customer service (Discounting, 2009). His idea was “to launch a new airline that would bring humanity back to air travel (Schill, M. J., et al,

Carey, S., & Michaels, D. (2013, October 29). Rise of Middle East Airlines Doesn't Fly With U.S. Rivals, United Continental and Others Balk at Success of State-Backed Gulf Carriers. Wall Street Journal, p. 2. Retrieved October 30, 2013, from http://online.wsj.com/news/articles/SB100014240527

Hard to compete against the large airlines not only for customers but space at the airports for their airplanes.

Flight Centre describes itself as a global discount flight specialist. Taking into consideration the relative size of the Australian and international operations as well as the availability of information on global environment and competitive factors, for this analysis, it is more appropriate to consider the Flight Centre’s industry environment as “The Australian international and domestic airline

From the economic perspective there have been few main points of pressure on the strategy of British Airways. The 2008 global recession, the worst economic downturn since 1930s, continuous high unemployment rates, along with the fluctuation of the British Pound continue to negatively influence all businesses. Amidst the crisis, trade unions demanded greater government intervention to support employment levels. Yet, in order to preserve employment levels, collective agreements between UK social partners at organizational level set new standards of reduced working time (Eiroonline, 2010).

Jet-blue Airways is American low cost airline head quartered near New-York city. It’s foundedin August 1998 by David Neeleman with Joel Peterson as a chairman and David Barger as apresident and CEO. By late 2006,like some other airlines, JetBlue faced some softening demand and high cost due to the increase in fuel prices. Barger realizes that JetBlue needs to take further steps to slow its rate of growth. Barger was not sure about the reductions across E190 and A320. The E190 showedpromising growth opportunities and challenges for JetBlue. At the same time, the A320 wasconsidered as proven plane that had succeededover past 6 years. Most of the airline industries were using hub-and-spoke system and point-to-point services. Due to this service, South West Airlines showed consistent profits. After September 11th, the airline industry experienced trouble due to attack. Looking at the history of Jet-blue, it started with just 10airplanes in 2000 and by 2011 the company planned to have 290 planes in service. To support customers, Jet Blueprovided

Life at “old” British Airways lacked a unifying corporate culture. The 1971 merger of British European Airways (BEA) and British Overseas Airways Corporation (BOAC), by the British Airways Board, only succeeded in putting an umbrella over two separate mature entities. The focus of the BEA had been to build a European airline infrastructure. BOAS was an innovator and pioneered the first jet passenger service. Neither company was concerned with cost or profit. British Airways was government run and according to Jick & Peiperl (2011) “success had less to do with net income and more to do with ‘flying the British flag” (p.26). This inefficient government structure was bogged down with

British Airways (BA) was formed in 1974 by the merger of the British Overseas Airways Corp (BOAC) and the British European Airways (BEA). BA’s integration did not come without problems. By the early 1980’s BA generated debs in excess of £500m, staff discontent and customer dissatisfaction were common denominators across the operational equation and in 1980 the airline topped a list of airlines to be avoided at all costs.

Founded by the discount airline veteran David Neeleman in 2000, JetBlue Airways has quickly become one of the largest discount airlines in the United States. Starting primarily by serving the East Coast, the airline has since expanded throughout the country and entered the international market. The reasons for its early success are numerous: JetBlue entered the market with one of the largest levels of liquidity of any start-up airline; it met the needs of customers’ whose primary concerns are price and route; and it successfully defined its brand and differentiated itself

British Airways (BA) is a company that encountered several difficulties back in the 1970’s and 1980’s. The poor performances of the organization, was leading the company to failure. BA was offering a service that even though it accomplished the mission of the company, was not providing customer satisfaction. The organization was not taking into consideration the needs of the costumer and was not providing an acceptable customer service experience. “Productivity at BA in the 1970s was strikingly bad, especially in contrast to other leading foreign airlines” (Jick, Peiperl, 2010, p.28). Due to numerous changes, the company increased their revenues and became a respectful and well know organization.

Significant developments have occurred in the field of air transport. A large number of countries made remarkable progress in liberalizing international air transport regulations, and became involved in full market-access arrangements. At the same time, the airline industry underwent a major shift and saw the forging alliances and mergers between companies in order to consolidate their presence in a market environment characterized by strong competition. (Icao.int, 2013)

Resource-Based Theory has been one among the prevailing theories in strategic management (Acedo, Barroso & Galan, 2006). As the father of the modern Resource-Based View (RBV), Barney (1991) explored that RBV underlines strategic choice, challenging the organization 's management with the essential tasks of identifying and deploying main resources to maximize returns. Correspondingly, Rothaermel (2012:05) defined that the RBV is a model that points out resources as main role to superior firm performance; “If a resource exhibits VRIO attributes, the resource enables the firm to gain and sustain competitive advantage”. However, according to Grant & Marah (2013:116), “individual resources do not confer competitive advantages; they must work together to create capabilities”.

FlyLikeUs is a new entrant airline financed by a team of businessmen from the UK and Finland. Its headquarters and main facilities are in Helsinki. London City Airport -where business travel is highly common but the demand for leisure travel continuously increases- is considered as our future hub as soon as required maintenance facilities are employed at the airport. FlyLikeUs wants to bring an innovative approach to regional market in Europe by operating a fleet of brand new high-tech Embraer E-Jets.

“Decision maker at loyalty New Zealand” is a real situation case study analysis for Fly buys. It describes the decision making by Chris Lamer for the continuous growth of Fly buys in New Zealand. It explained that Fly buys is the top fifth largest loyalty program all around the world. It was established by Bank of New Zealand, Food stuffs Ltd and Greenstone energy Ltd with some other companies to recognise and reward the new and existing consumers of New Zealand for their consuming. It is leading loyalty association in New Zealand and Australia where it peak its success. It further explains that Chris Lamer, a long prize winner in the various streams like Wellington “Love Affairs” joined the Fly buys in 2007 as a Head of customer engagement. Chris decided to relaunch the brand of Fly buys which resulted in best consumer services and marketing award for Fly buys in 2008. Chris was announced the marketer of the year. The case study provides a description about the spending habits of people in New Zealand by using Fly buys, benefits of using Fly buys and important decisions made by Chris Lamer and his team for the continuous growth of Fly buys. It also presents three options for the continuous growth of Fly buys and explains which was selected by Chris Lamer’s team and what the reasons for selecting that one are. Chris decided to focus on stretching the brand of Fly buys by creating new products and adding more partners which leads to less attention