JetBlue Airways: Starting from Scratch Summary Introduction (Exhibit 1) • JetBlue’s service had grown from 9 departures per day at launch in February 2000 to more than 50 per day in the past 11 months. The fleet had grown from 2 planes to 10 with the arrival of one new Airbus A320 every five weeks. The business plan called for adding 10 new planes every year through the end of 2003‚ bringing the fleet to 40. • Ann Rhoades‚ Executive Vice President for People‚ had been extremely busy – growing
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Appendix 1: Case Analysis Case reports should fulfill 3 basic requirements. 1. Identify all pertinent issues to be addressed by management. 2. Analyze and evaluate the company’s situation--both internally and externally--with regard to the mentioned issues and potential solutions. 3. Evaluate potential alternatives against decision criteria in order to select a recommended course of action‚ and develop an implementation plan that is as realistic or ‘do-able’ as possible and that addresses the
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To: JetBlue Management Team From: Subj: JetBlue IPO Price Recommendation Date: April 11‚ 2002 Introduction JetBlue is a company that was founded on not accepting the status quo with regard to how airline travel is “supposed to be”. Recent history shows that low-fare airlines are gaining momentum‚ and JetBlue’s business model sets us apart- our fleet is newer‚ more reliable and efficient. We offer the lowest cost per available seat mile than any other U.S. airline‚ and we do it while maintaining
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| | |WestJet: Environmental and Porter Analyses | |BUSM 4200 |
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Cedar Georgevich 1) The management of Jet Blue accomplished being both effective and efficient utilizing a flat organizational structure. Unlike a typical expanding business‚ Jet Blue maintained a small business feel and did not develop numerous layers of management that characterizes a tall structure. Neeleman remained the one and only chief and CEO while his initial partners expanded on their positions and managed the associates. Neeleman and his partners made all vital decisions from the start
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Basic Marketing Concepts – Fong 16/09/13 Company Report: JET BLUE 1. Give examples of need‚ wants‚ and demands that Jetblue customers demonstrate‚ differentiating these three concepts. What are the implications of each for Jetblue’s practices? Jetblue meets customers physical needs by providing unlimited snacks and beverages during their flights‚ they even meet their social needs by providing such great customer service that their customers can feel at home‚ and they even meet their individual
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NOW YOU SEE IT‚ NOW YOU DON’T The case of Jet Airways and its Accounting Policies Presentation Outline 1. Jet Airways - Company Background 2. Airline Industry Background 3. Main Issues a. Highlights of First Quarter 2008 Results b. 1st New Policy: Adoption of New Depreciation Method c. 2nd New Policy: Foreign Currency Exchange Differences d. 3rd New Policy: Revaluation of Fixed Assets 4. Summary 2 Company Background India’s largest private domestic and international airline Promoted by Naresh
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Jet Copies Case Problem Shelandria Jones Strayer University MAT 540-Quantitative Methods Dr. Raymond Ottinot February 5‚ 2013 Introduction Jet Copies is a business venture of a couple of young men who had the insight to open up a copy business. James Ernie and Terri received a loan from Terri’s parents of $18‚000. Due to information they have received the large copier they purchased has a history of breakdowns often for a few days. So the three guys are looking into possibly getting
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Introduction David Neeleman is Chairman and CEO of JetBlue Airways Corporation.He started his career in the airline industry in 1984 when he co-founded Morris Air. As president of Morris Air‚ he implemented the industry’s first electronic ticketing system and pioneered a home reservationist system .JetBlue is Neeleman’s third successful launch in the aviation business‚ His goal is to bring people back to air travel by offering low fares‚ friendly service and a high quality product. JetBlue
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Feb. 15‚ 2015 Pepsi Blue Yanran YAN Pepsi Blue Case Analysis I. Strategic Situation In 1995‚ Pepsi-‐Cola International (PCI) headquarter planned to carry out a $500 million global brand identity and logo plan‚ also known as Project Blue. The plan failed to get support from regional executives. The better way to carry out a
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