Jetblue Case Study
1. Describe the “JetBlue Experience.” How is it related to the company’s overall business strategy?
With the JetBlue Airways experience, passengers enjoyed free amenities such as watching live satellite TV, listening to XM satellite radio, brand name snacks, coffee and drink. Passengers can also experience paperless ticketing, assigned seating with more legroom. These experiences have helped to streamline JetBlue’s business strategy as being the best customer service in the airline industry.
2. What challenges did David Neeleman and his executive team face in managing the customer experience as the airline grew rapidly? How did they respond to those challenges?
The challenges were new airline fleets were behind schedule and installation of the in-flight system was taken longer than expected. In addition to that, the main market route was damage by an active hurricane seasons resulting in flight cancelation and delays. The demand for air travel also fell; the fuel cost increased thus causing JetBlue to suffer a loss in revenue. The responses were to grow revenue by fare increases, using their resources wore effectively and increase service to areas with fewer competitions. Promise was also made to improve workforce productivity through better training, no pay increases and a more extensive use of automation.
After the Ice Storm
3 What exactly went wrong? Why did it go wrong? Who, or what, is responsible?
One of the biggest disasters that happened in JetBlue history took place on Valentine’s Day, February 14, 2007, a high air-traffic day. Caught by a bad winter storm and bad airline planning, JetBlue passengers ended up spending as many as 11 hours trapped on planes on a frozen tarmac in New York. JetBlue thought the weather would break and it would be able to fly, keeping its revenue flowing and its customers happy.
Customer service was damaged for JetBlue, as most people were not happy with the long amount of time they were spending on the planes. Even
With the JetBlue Airways experience, passengers enjoyed free amenities such as watching live satellite TV, listening to XM satellite radio, brand name snacks, coffee and drink. Passengers can also experience paperless ticketing, assigned seating with more legroom. These experiences have helped to streamline JetBlue’s business strategy as being the best customer service in the airline industry.
2. What challenges did David Neeleman and his executive team face in managing the customer experience as the airline grew rapidly? How did they respond to those challenges?
The challenges were new airline fleets were behind schedule and installation of the in-flight system was taken longer than expected. In addition to that, the main market route was damage by an active hurricane seasons resulting in flight cancelation and delays. The demand for air travel also fell; the fuel cost increased thus causing JetBlue to suffer a loss in revenue. The responses were to grow revenue by fare increases, using their resources wore effectively and increase service to areas with fewer competitions. Promise was also made to improve workforce productivity through better training, no pay increases and a more extensive use of automation.
After the Ice Storm
3 What exactly went wrong? Why did it go wrong? Who, or what, is responsible?
One of the biggest disasters that happened in JetBlue history took place on Valentine’s Day, February 14, 2007, a high air-traffic day. Caught by a bad winter storm and bad airline planning, JetBlue passengers ended up spending as many as 11 hours trapped on planes on a frozen tarmac in New York. JetBlue thought the weather would break and it would be able to fly, keeping its revenue flowing and its customers happy.
Customer service was damaged for JetBlue, as most people were not happy with the long amount of time they were spending on the planes. Even