Business Strategy and Competitive Advantages of Easy Jet Plc

The success of a business depends upon the efficient implementation of the incorporated strategies (Kourdi, 2010). Therefore, the management is required to monitor and review the implementation process over a certain time interval to analyze the strategic gap and should take immediate action for rectifying the situation. This is important because the failure of the strategy implementation process causes the organization to encounter huge loss (Hitt, 2009). In this paper, the business strategies and competitive advantage of easyJet Airline Company Limited, a low-cost carrier based out of London will be analyzed in details.
Initially, the business model and competitive factor of low-cost carriers such as easyJet plc were based only on price consideration. In the subsequent period, when easyJet plc understood that driving business on the basis of a single competitive strategy can prove to be risky for the long term, the company emphasised on developing strategies with the objective of ensuring the robustness of business in the competitive the UK airlines industry (Belobaba, Odoni and Barnhart, 2009).
Business strategies of easyJet plc concentrate on various other areas of business apart from price leadership such as merchandising, improving customer services, application of best and latest technologies etc. easyJet plc also concentrates on multi-channel strategies in order to increase strategic partnership for expanding business through penetrating into new markets and acquiring those technologies and services that are inadequate in the company(International Transport Forum, 2014). In the next segment, strategic changes of easyJet plc will be evaluated through Kotter’s model of strategic change.
On the basis of a systematic study of hundreds of organizations, their strategic planning process and capability of bringing changes in the existing strategies, Dr. Kotter has developed strategic change model, following which a company can accomplish big opportunities relying on the market segment in which it is operating (Ganesh, 2009).&nbsp.