SCP AND SAP APO
Fundamentals of Service Marketing
Lehrstuhl für ABWL und Dienstleistungsmanagement
Prof. Dr. Jens Hogreve
Case Study
JetBlue: High-Flying Airline Melts Down in Ice Storm
Wirtschaftswissenschaftlichen Fakultät Ingolstadt,
Katholische Universität Eichstätt-Ingolstadt
Team 7:
Gerhard Jonas,
Chackalayil Joseph Franklin,658667
Liu Ying,
Alina Klose, 387911
Question 1
When building up the airline JetBlue, CEO David Neeleman wanted to create a new way of travelling, making flying easier and more civilized for both, customers and employees.
The company’s business strategy was a premium airline service at low prices. Thus every passenger travelling with the airline should discover the“ JetBlue Expericence " which combines value, excellent service, style and innovations.
By offering branded snacks, dunkin donuts, coffee, more legroom, wider seats and satellite television etc. the customers benefit from a high quality service. Innovations such as ticketless flying, one-way fares, touchscreen check-in, free live television and flying with the latest aircrafts such as the Embraer 190 regional jet reflect the airline’s aim to create a hip image that differentiates them from their competitors.
Neeleman reduces distance within the company by talking to passangers about their experiences and by visiting the employees at their workplace. Supervisors need to attend the“Jet Blue University“, where they are trained by Neeleman or Dave Barger, the chief operating officer. All employees are seen as “Crewmembers“ and are highly involved in all business aspects to cultivate a strong team spirit and enthusiasm for the airline. Based on these aspects the“JetBlue Experience“ is strongly embedded in the company’s overall business strategy.
Question 2
When JetBlue got bigger, the company faced new challenges in 2005, by dealing with more complex operations and scalability issues. Labor and
Lehrstuhl für ABWL und Dienstleistungsmanagement
Prof. Dr. Jens Hogreve
Case Study
JetBlue: High-Flying Airline Melts Down in Ice Storm
Wirtschaftswissenschaftlichen Fakultät Ingolstadt,
Katholische Universität Eichstätt-Ingolstadt
Team 7:
Gerhard Jonas,
Chackalayil Joseph Franklin,658667
Liu Ying,
Alina Klose, 387911
Question 1
When building up the airline JetBlue, CEO David Neeleman wanted to create a new way of travelling, making flying easier and more civilized for both, customers and employees.
The company’s business strategy was a premium airline service at low prices. Thus every passenger travelling with the airline should discover the“ JetBlue Expericence " which combines value, excellent service, style and innovations.
By offering branded snacks, dunkin donuts, coffee, more legroom, wider seats and satellite television etc. the customers benefit from a high quality service. Innovations such as ticketless flying, one-way fares, touchscreen check-in, free live television and flying with the latest aircrafts such as the Embraer 190 regional jet reflect the airline’s aim to create a hip image that differentiates them from their competitors.
Neeleman reduces distance within the company by talking to passangers about their experiences and by visiting the employees at their workplace. Supervisors need to attend the“Jet Blue University“, where they are trained by Neeleman or Dave Barger, the chief operating officer. All employees are seen as “Crewmembers“ and are highly involved in all business aspects to cultivate a strong team spirit and enthusiasm for the airline. Based on these aspects the“JetBlue Experience“ is strongly embedded in the company’s overall business strategy.
Question 2
When JetBlue got bigger, the company faced new challenges in 2005, by dealing with more complex operations and scalability issues. Labor and