cancellation of almost 1‚900 flights. This in turn caused JetBlue to lose a decent amount of money. Additionally‚ this incident jeopardized JetBlue’s image that previously was stellar. In order for JetBlue to regain their image they would need to take necessary steps beyond refunds and vouchers. I would recommend that JetBlue first assess their leadership and make sure the problems didn’t come from the core decision makers. Also‚ JetBlue should slightly reduce their airfare rates and perhaps their
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------------------------------------------------- Top of Form Low-cost carriers: growth expectations After a decade of rapid development‚ low-cost carriers in mature markets are now having to expand their horizons‚ both demographically and by geography‚ to keep their foot on the accelerator Financial results for low-cost carriers over the past 12 months show the sector underlining its continued profitability credentials. After coming out of the 2009 meltdown relatively unscathed compared with
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airlines‚ especially major carriers‚ are adapting the concept of “doing less with more.” One low-cost carrier‚ JetBlue‚ is changing the domestic aviation landscape in this regard and is defying the odds. Here is a company that has examined each marketing mix elements carefully‚ has adapted them to its customer’s needs‚ and is succeeding because of this approach. With regard to Product‚ JetBlue is cornering the marketplace with its productivity‚ in-flight features‚ and customer service. Due to the
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* Growth and increased profitability * Make competition irrelevant * International growth Threats * Airport security causing travelers to use other means * Unpredictable fuel prices * Terrorism * Competitors using JetBlue strategies to provide similar service * New competition * Recession / Depression * Unsustainable growth rate * Weather / Natural disasters 2. What are the dangers of rapid growth? Or not growing fast enough? Rapid Growth
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History JetBlue Airways Corporation (JetBlue) was founded in 1998 in Delaware by David Neeleman‚ a former Southwest executive. The airline began operations in 2000 based out of JFK International Airport (JFK) in New York. JetBlue currently has over 12‚900 employees and has been repeatedly ranked as number one in customer service among low-cost carriers by J.D. Power & Associates. As of December 31‚ 2010 the company operates over 650 flights daily‚ servicing 63 destinations in 21 states‚ including
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MAIN PROBLEM JetBlue was a thriving young airline with a strong reputation for outstanding service‚ but in Valentine’s Day 2007 JetBlue had a problem‚ the planes were trapped on the runway for many hours. JetBlue didn’t have a good operational system at the moment‚ and that’s why they canceled more and more flights‚ they did really bad management decision‚ also the web broke down and the airline couldn’t rebook all the passengers at one. Also the company had so many people who weren’t trained
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JetBlue Airways Growing Pains An assignment according to the lecture „Strategy in international Business“ Rajamangala University of Technology Thanyaburi (RMUTT) Submitted to Mr.Sarakul Sukortprommee Jaunary 2013 Kathy Am Mara Nemela Preface This report is part of the Department of Strategy Management by objectives. For Education and Research on JetBlue ’s Airways which is mainly serves destinations
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Seminar 1: Company case: Jet Blue: Delighting customers through happy jetting (Core book page: 34) 1. Give examples of needs‚ wants‚ and demands that JetBlue customers demonstrate‚ differentiating these three concepts. What are the implications of each for JetBlue’s practices? The needs are situations of felt deprivation‚ in other words a state or time of difficulty such as the ones seen in Maslow’s pyramid: from bottom to top Physiological which consists of food‚ water‚ and sleep‚ safety
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JetBlue Airways Case 20 On February 11‚ 2000‚ JetBlue Airways launched its first ceremonial flight from New York City to Buffalo‚ NY‚ making John F. Kennedy International Airport its official hub. David Neeleman founded JetBlue after raising $130 million from investors and also contributing $5 million of his own money. Neeleman’s idea was to start a company that would combine the low fares of a discount airline carrier with the comforts of a small cozy den in people’s homes. By April‚ 2002‚
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Jetblue Case Analysis Jetblue set out to provide its customers with a great airlines experience. Neeleman’s goal was to provide customers with “the types of amenities reserved for the pricier carriers‚ including wider seats ……and 24 channels of in-flight television” ( Case study pg 400) One of Jetblue and Neeleman’s biggest challenges was to keep offering all these amenities while still competing with the big carriers by keeping their prices 50 to 60 percent lower on the same routes. As they grew
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