In order to prosper in business, the product or the service provided must be of value on its own and must posses the capacity to stand on its own. The modern market is characterized by extreme competition from numerous companies and organizations dealing with the same products and services. In order for the products of a particular company to standout, they must be of high quality. Value adding is a way of differentiating a company from the pack. This paper through qualitative evaluation of JetBlue Airways case study is going to look at some of the reasons as to why value adding is an important marketing strategy.
JetBlue airways, as stated by Bodouva & Bodouva (2004), began its operation in February 2000 with the inauguration of services between Ft. Lauderdale in Florida and J. F. Kennedy airport, New York. Since then, the company is estimated to have served more than twelve million passengers. Currently, JetBlue operates over 164 flights per day in addition to serving over twenty destinations in nine states as well as Puerto Rico (Bodouva & Bodouva, 2004). Even though JetBlue operates in a highly competitive environment, its continued profitability has earned it remarkable loyalty among customers as well as its employees. JetBlue Airways is one of the best financed start-up airlines in the United States aviation history. Its initial capitalization is estimated at over $130 million (Holloway, 2008). The initial marketing strategy of the company was to combine common sense and technology in addition to setting out an objective of introducing humanity into airline travels as well as making flying an enjoyable experience. So as to achieve this, JetBlue aimed at being the first airline that did not employ paper-based recording system. The company introduced computers and information technology in all sectors of its operations. In addition to efficiency, the company focused on service to their customers. The company’s main
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