JetBlue Management Case Study
JetBlue: Managing the Future
In the airline industry, few players have managed to build a unique brand identity and achieve brand differentiation. JetBlue, however, has done so by taking up the niche position of a low-cost provider that also offers a top-notch experience that legacy airlines don 't deliver. JetBlue will maximize opportunity by maintaining its theory of the business and incorporating innovation as a core value through entrepreneurial management of resources resulting in new strategy. David Neeleman’s vision is to create a new kind of airline; one that would leverage technology for safety, efficiency and a commitment to their customers. Neeleman was convinced that his commitment to innovation in management, policies, and technology would keep the planes full and moving. JetBlue’s goal is to give customers exactly what they want in the form of an innovative product delivered by friendly crew members that believe in high quality service. Neeleman states in Innovator’s DNA that his strengths, “is an ability to look at a process or a practice that has been in place for a long time and ask myself, ‘Why don’t they do it this other way?’ And some times I find myself thinking the answer is so obvious that I wonder, ‘Why has no one else ever thought of this before?’” (Dyer, Gregersen, Christensen 76). Neeleman is convinced that commitment to innovation regarding management, policies, and technology would keep airplanes full and moving. It is the theory of the business to provide high-class, convenient, and efficient service to their customers and an enjoyable, productive environment for JetBlue’s employees. Neeleman’s innovative personality as CEO has enabled JetBlue to create brilliant ideas such as the e-ticket system that provides consumers with incentives to reserve and purchase tickets from the company’s website. JetBlue knows that changes throughout the industry occur continuously due to competitive imitation from other companies and through
In the airline industry, few players have managed to build a unique brand identity and achieve brand differentiation. JetBlue, however, has done so by taking up the niche position of a low-cost provider that also offers a top-notch experience that legacy airlines don 't deliver. JetBlue will maximize opportunity by maintaining its theory of the business and incorporating innovation as a core value through entrepreneurial management of resources resulting in new strategy. David Neeleman’s vision is to create a new kind of airline; one that would leverage technology for safety, efficiency and a commitment to their customers. Neeleman was convinced that his commitment to innovation in management, policies, and technology would keep the planes full and moving. JetBlue’s goal is to give customers exactly what they want in the form of an innovative product delivered by friendly crew members that believe in high quality service. Neeleman states in Innovator’s DNA that his strengths, “is an ability to look at a process or a practice that has been in place for a long time and ask myself, ‘Why don’t they do it this other way?’ And some times I find myself thinking the answer is so obvious that I wonder, ‘Why has no one else ever thought of this before?’” (Dyer, Gregersen, Christensen 76). Neeleman is convinced that commitment to innovation regarding management, policies, and technology would keep airplanes full and moving. It is the theory of the business to provide high-class, convenient, and efficient service to their customers and an enjoyable, productive environment for JetBlue’s employees. Neeleman’s innovative personality as CEO has enabled JetBlue to create brilliant ideas such as the e-ticket system that provides consumers with incentives to reserve and purchase tickets from the company’s website. JetBlue knows that changes throughout the industry occur continuously due to competitive imitation from other companies and through
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