Executive SummaryJetBlue was founded by David Neeleman in 1998 and is the youngest U.S. airline serving more than 35 destinations, including the Caribbean and Atlantic regions. JetBlue's key strategies and competitive advantages are maximizing its workforce productivity, high quality of service and innovation with affordable prices, low cost ticketing system and efficient utilization of aircraft. JetBlue is a low-cost airline with a differentiated approach when it comes to the high level of customer service it offers. It therefore follows a best-cost supplier strategy because it aims to offer customers better value for money. As we will see in this report, JetBlue achieves a best-cost position through its ability to integrate attractive features at a lower cost than its competitors. This report also studies the important factors driving the change in the airline industry and although it may seem unattractive. , JetBlue has the capabilities and resources to continue its growth and profitability. Recommendations to JetBlue management are to continue its 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.Table of contents1. 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 Unionization3.4 Economic Crisis4. Future strategies4.1 Key recommendations/primary objective4.2 Secondary objective1. Strategic VisionNeeleman himself is known for summarizing his workplace......as a key to training the new aviation professional”, International Journal of Professional Aviation Training & Testing Research, Vol. 1 Iss. 1.4. Pierceall, K. (2008), “JetBlue's only Flight at LA/Ontario International to stop,” McClatchy-Tribune Business News, July 23, 2008. Retrieved from ProQuest database on September 19, 2008.5. Rubin, RM and Joy, JN (2005), “Where are the airlines going? Implications of airline industry structure and change for consumers”, The Journal of Consumer Affairs, Vol. 39 No. 1, p. 215-228.6. Rovenpor, J. (2005), “JetBlue Airways: Can it survive in a turbulent Industry? ”, in Thompson, AA, Strickland, AJ and Gamble, JE, Crafting and Executing Strategy (15th ed.), McGraw-Hill, New York, NY.7. Thompson, AA, Strickland, AJ and Gamble, JE (2007), Crafting and Executing Strategy (15th ed.), McGraw-Hill, New York, NY.