Easy Jet's Operations Represent a Thesis

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The crew area at airports, for example, is relatively spartan.

5A. EasyJet has been innovative in both its operations and its service offering. The company has found unique ways to drive revenue from passengers beyond the basic seat offerings. They have utilized the Internet and other information technology such as text messaging as a service and marketing tool to a greater extent than many of their competitors (Caswell, 2007). They have also been innovative in their choice of strategic alliances, such as their deal with Business Travel International (BTN, 2005). Furthermore, many of their techniques and structures for cost management show their innovative approach on the operations side. The design of their route architecture, their methods for increasing aircraft turnaround time and other efficiency strategies are innovative (Messinger, 2006).

5B. These services are moderately innovative. EasyJet's business model is similar to other low-cost airlines, but they have implemented their own improvements.

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Despite being modeled after other companies, EasyJet has consistently worked to build upon earlier innovations and existing features. Thus, EasyJet is an innovative company, but their innovations are focused more on improving or enhancing existing product/service offerings rather than the development of entirely new ones.

5C. Innovation is moderately important for the long-term growth and survival. EasyJet's innovations are focused either on cost reduction or on service differentiation. Cost reduction is the key driver in EasyJet's business, so the ability to innovate new techniques will enhance their long-term growth. In terms of differentiation, this is less important at the current stage of EasyJet's operations. They have established both size and brand recognition, so are relatively insulated against the threat of new competitors. Thus, differentiation is not as important to the future growth prospects of EasyJet as it has been in the past.

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