...JetBlue Questions for Discussion 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? * First of all people who go to an airline are because they have the need to travel, which the main feature is. Inducing the consumer or person, as their main need. * JetBlue customers to contract your travel company this time JetBlue, wanted a good service during the flight, as the other American airlines had a basic customer service, which did not feel very comfortable, where they found an airline that will feature an extensive variation of national destinations, also where the client does not feel comfortable with the treatment of the service on board, where he had nowhere to eat, no technology on board, little comfort seats and above very low value of the company to its customers. * National Flights In United States, apart from being very basic and failing to meet the expectations of consumers and transform routine travel to something kind of awkward for people, also did not have the best rates, and this is what people demand, apart from good service to meet their needs also need to optimize resources. The implication for the needs, wants and demands of customers because the bad services of the other airlines it provoked that JetBlue was renewing all his ideology and it will begin to be employed at his culture focusing especially in...
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...（1）Vision/Mission/Objectives: JetBlue’s “mission of bringing humanity back to air travel” (Jetblue Airways 2006 Annual Report, n.d.) is supported by their core values of safety, caring, integrity, fun, and passion. JetBlue’s vision is to establish itself as the leading U.S. low-fare carrier. Since their first official flight on February 11, 2000, their primary goal has been to grow enough to be successful, but to remain small enough to preserve their original strategic direction. JetBlue’s major goals and objectives are to offer a low fare, low cost passenger airline that provides high quality customer service, and to build an organization where the employees take pride in their company (JetBlue Airways 2006 Annual Report, n.d.). （2）Strategies: Present strategy/strategies Some of JetBlue’s most important strategies are: • Limiting operating costs • Flying with a new Airbus A30 Fleet • Developing a quality brand • Hiring dedicated employees • Pursuing the latest technology Its overall strategy has been to identify routes with high average fares and beat the competition price, as well as to distinguish itself with service offerings such as TV and radio programming. （3）Time-bound: 2. （1）customer segmentation: Major carriers, regional carriers, and low-cost airlines. Currently there are 16 major carriers, the largest of which are American, Continental, Delta, Northwest, Southwest, and United (JetBlue Airways 2006 Annual Report, n.d.). These airlines offer scheduled flights...
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...passengers, caused the cancellation of 1100 flights over a six day period, and cost Jetblue an estimated 30 million dollars. The ice storm was a problem in Jetblue’s external environment and as such was out of the company’s control. Stock prices fell from 12.99 to 3.97 from feb 13 2007 to may 30 2008 Rising jet fuel prices – another factor in the firm’s external environment. New competititors – the firm’s industry environment was seeing the rise of many competitors mainly Southwest airlines. Jetblue’s reaction to problem Passenger’s bill of rights- this can be seena as a reactive strategy to correct problem that occurred during ice storm. Assembly of new senior management team Founding of jetblue Neeleman’s vision: 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. Introduction of 24 channel live television via satellite for free to make air travel entertaining. Individual monitors installed in all seats. Introduction of electronic tickets and the allowing of reservation agents to work from home. Money was saved on paper tickets, on postage for mailing of tickets and rental of office space. Competitive advantage – Jetblue was able to obtain a competitive advantage by striving to be the industry’s low cost provider. Feb 11 2000, launching of first flight between buffalo and nyc. This round trip at jetblue cost $98 while fares for this route at other carriers were as high as $600. Flight...
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...JetBlue Airways: Starting from Scratch In 1999, a group of experienced individuals in the airline industry came together to start a brand new company, JetBlue Airways. JetBlue decided that its strategy was going to be very similar to Southwest Airlines (low cost airline), but focus more on technology by providing the customer with a better experience and ensure more productivity from the aircraft. The company decided that its home base was going to be JFK, with a potential of 2.5 million passengers living within just 10 miles. JetBlue would start with a fleet of brand new Airbus A320s and have to recruit a whole support organization to run the operation. Key Factors for JetBlue to Be Successful The biggest key for JetBlue to be successful is developing a dominant culture. JetBlue accomplished this by defining their core values of safety, caring, integrity, fun, and passion. These are the ground work for the company because it represents “the bedrock for the development of human resource policy and practices and management style”. These values will influence how the rest of the business will be run as subcultures will eventually be defined by other parts of the organization. This could be from supervisors making day to day decision and HR in hiring decisions. As long as the company is aware of these values and ensures that this is part of the day to day business culture – they are off to a good start. JetBlue also needs to become an innovator and risk taker to...
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...JetBlue Airways Wei Jie JetBlue Airways is an airplane company providing high service with low fares. The company’s goal is to establish itself as a leading low-fare, low-cost passenger airline by offering its customers high-quality customer service and a differentiated product. 1. Customer: underserved markets and large metropolitan areas that have high average fares with a diversified geographic flight schedules that include both short and long-haul routes. 2. Principle Products or Services: low-fare, low-cost passenger airline offering, high-quality customer service. 3. Markets: in Forest Hills, New York, 56 cities in 19 states, Puerto Rico, Mexico and five countries in the Caribbean and Latin America, international flights to Montego Bay(Jamaica), Cancun(Mexico), Barbados, Saint Lucia, Kingston(Jamaica), Santa Domingo(Dominican Republic). It is well positioned in the New York metropolitan areas (which is one of the largest travel markets). 4. Compete: new aircraft, roomy leather seats with lots of leg room, 36 channel of free DirecTV, 100 channels of free XM satellite radio, free and unlimited brand, and named snacks beverage. It also provides compensation to customers who experience avoidable inconvenience (JetBlue Airway Customer Bill of Rights). And refundable fares and new payment options launched JetBlue.com in Española. JetBlue Business Card can also be used. In flight, it is equipped with an in-seat digital...
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...Trends in the U.S. Airline Industry One trend in the Airline Industry which has not endeared them to investors has been stock prices. According to Thompson, Strickland, and Gamble, (2010) a significant trend in a drop in stock value has occurred from 2002 to 2007. Analysts indicate positive directions in the next year, however with the Airline Index at $40, Jet Blue showing $5.54, and Southwest at $11.63 one is tempted to ask if there is any direction they can take but up, or out. One can anticipate airlines seeking cost cutting measures, added with increasing revenue streams in order to revitalize the value of the companies, and through such the value of investments. Analysts indicate a trend towards an increase in airline travel demand over the next year. As one of the leading analysts Dirks (2011), points out that despite increase in Video Telecommuting for business resulting in reduction in business travel, many families are finding the cost of fuel is causing them to rethink driving and relooking at air travel. Statistics support this and reflect that as of this past November among the top six airlines, two reported their best traffic levels in 18 months. Many airlines reflected increases in miles flown per passenger, and passenger numbers have returned to the high passenger counts of 2007. These factors are supplemented by the Official Airline Guide (2011) which tracks air industry trends. The OAG reports a record number of seat bookings in April 2011....
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...------------------------------------------------- MARKETING ------------------------------------------------- CASE ANALYSIS JETBLUE * SYNOPSIS This case illustrates the success that JetBlue Airline has achieved since founded in 1999, though it had trouble in 2007 during Valentine´s day and a few more, it managed to overcome the issue and become one of the most known companies for excellent customer service. The author mentions that JetBlue truly cares about the customer because JetBlue doesn´t sell just airplane tickets and its customers neither seek for airplanes tickets when buying at JetBlue. They buy the whole experience in which each detail included in the service made the customer feel special with things such as ´´legroom seats´´, plenty of food and drinks and a zone for entertainment which seeks to satisfy the client while they wait for their flight even though if its delayed among other tangible elements that the company offers. All the actions of JetBlue are encouraged to reflect their slogan “Happy Jetting”. Furthermore, another topic highlight in the case is the culture that the company professes, the way they treat each other, “the human side of the equation”. An example of this is the opportunity to workers to do their job from home. Employees are so satisfied with the company that they care for it, which reflects in how they do their job and their attitude towards clients. As the CEO communicated, “everything can be copied, except the culture”. All this combination...
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...1. David Neeleman's original strategic mission and vision is just simple, to bring humanity back to air travel. The reason why the company offers strategic and innovative services to its customers like offering wholesome entertainment, food and drinks on flight is to attract more travellers through its affordable airline passes. The company is simply customer-centric such that its first priority is the comfort and fun for its clients. Aside from that, Jet Blue Airways Corporation also reaches out to the public by being active into community service. Essentially, Jet Blue is committed to enriching the lives of children and supporting the communities they serve through their core values of caring, fun and passion. In connection, one of the best community services offered by the company is giving books to children of not wealthy parents in one of the cities in the United States. The unwritten mission statement of Jet Blue Airways Corporation is reflected in its core values and principles created and set by the company. In lieu of mission statement, Jet Blue Airways Corporation is presenting a strategic set of core values. These core values include safety, caring attitude, integrity, fun and passion. The company commits to safety as the first priority in all business operations. In order to do so, the company adheres to rules and regulations implemented by regulatory agencies whenever is needed. Maintaining high standards in a consistent manner is the primary goal of the company...
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...JetBlue Airways: Growing Pains A case report prepared for MG 495 Business Policy Spring II 2014 Paige Pence Jamie Neidholdt Tyler Slayton Ja-ir Gooden Jacob Miller May 4, 2014 JETBLUE AIRWAYS: GROWING PAINS I. Introduction A. Executive Summary 1. Summary statement of the problem: JetBlue Airways was a fairly new airline that was going up against such airlines like Southwest, AirTran, and Delta. Started in 1999, JetBlue Airway was able to turn profits fairly quickly; in 2001 the company had profits of $38.5 million (George & Regani, 2008, 20-4). From there on it seemed that the company would continue to be profitable especially with expansions in the works; moving into areas that competitors ignored, ordering more planes, expanding to the west coast, and building a new terminal at JFK. However, due to various external and internal factors the company once again posted losses in 2005 and 2006. 2. Summary statement of the recommended solution: The problem is that JetBlue is expanding too fast and too soon to keep up. The company needs to slow their growth so that the company can keep up with the pace. Furthermore, the company needs to continue to do what the company does best; superior customer service, low fares, short-to-medium routes instead of offering what the competitors are doing. This is lessening JetBlue’s differentiation from other companies creating just another option for customers. Finally, JetBlue needs to continue to make cuts...
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...JetBlue Airways IPO Valuation JetBlue Airways IPO Valuation JetBlue Airways IPO Valuation JetBlue Airways IPO Valuation JetBlue Airways IPO Valuation JetBlue Airways IPO Valuation JetBlue Airways IPO Valuation JetBlue Airways IPO Valuation JetBlue Airways IPO Valuation JetBlue Airways IPO Valuation JetBlue Airways IPO Valuation JetBlue Airways IPO Valuation JetBlue Airways IPO Valuation JetBlue Airways IPO Valuation JetBlue Airways IPO Valuation JetBlue Airways IPO Valuation JetBlue Airways IPO Valuation JetBlue Airways IPO Valuation JetBlue Airways IPO Valuation JetBlue Airways IPO Valuation JetBlue Airways IPO Valuation JetBlue Airways IPO Valuation JetBlue Airways IPO Valuation JetBlue Airways IPO Valuation JetBlue Airways IPO Valuation JetBlue Airways IPO Valuation JetBlue Airways IPO Valuation JetBlue Airways IPO Valuation JetBlue Airways IPO Valuation JetBlue Airways IPO Valuation JetBlue Airways IPO Valuation JetBlue Airways IPO Valuation JetBlue Airways IPO Valuation JetBlue Airways IPO Valuation JetBlue Airways IPO Valuation JetBlue Airways IPO Valuation JetBlue Airways IPO Valuation JetBlue Airways IPO Valuation JetBlue Airways IPO Valuation JetBlue Airways IPO Valuation JetBlue Airways IPO Valuation JetBlue Airways IPO Valuation JetBlue Airways IPO Valuation JetBlue Airways IPO Valuation JetBlue Airways IPO Valuation JetBlue Airways IPO Valuation JetBlue Airways IPO Valuation JetBlue Airways IPO Valuation JetBlue Airways IPO Valuation JetBlue Airways IPO Valuation JetBlue...
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...JetBlue Airways Air travel is a large and expanding industry. It facilitates economic growth, world trade, international investment, tourism, and is critical to globalization. Over the past ten years, air travel has grown by approximately seven percent per year. However, the airline industry suffered its largest downturn between 2008 and 2009, due to the economic downturn. Airlines carried 767,627,651 passengers in 2009, down from 809,447,811 passengers in 2008. Airlines have been forced to accommodate the economic recession by cutting flights, rescheduling existing routes, and looking for new revenue streams. As the economic recession revives itself, the demand for flights has begun to increase with 787,182,312 passengers flying in 2010; a significant upturn from the previous couple of years. Business travel has grown as companies increase their international presence in terms of their investments, supply and production chains and their customers. The rapid growth of global trade markets in goods and services and international investment have all contributed to growth in business travel. The domestic travel industry in the United States is typically a low cost, low fare environment. Most of the major airlines have undergone cost restructuring. Some airlines have sought the protection of Chapter 11 bankruptcy to restructure and reduce costs and then emerged as strong low-cost competitors. The majority have entered into cross-border alliances to improve profitability...
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...best price value for their ticket and maintaining distinctive service.at jet blue we hire highly motivated employees and train them to reach a high level of competency to provide better experiences to customers. We believe that our high-value, high-quality service philosophy will lead the way to becoming the number one in the industry. Introduction The company is headquartered at the long island New York. Its main base is john F. Kennedy international airport. The airline mainly serves destination in the United States, along with flights to the Caribbean, the Bahamas, Bermuda, Barbados, Colombia, Costarica, the Dominican Republic, Mexico and Puerto Rico. Slogan “To bring humanity back to air travel and to make flying more enjoyable” JetBlue history 1998 jet blue was founded by David Neeleman “To bring humanity back to air travel and to making the experience of flying happier and easier for everyone” 1999 :Offer low-cost, high quality service to &from NY city “ NY’s hometown airline” Amenities reserved for pricier carriers, wider seat, more legroom & storage space,24 channels of inflight T, touch screen check-in. 2000:Non-stop service between NY& Fort Lauderdale, Florida 2001: the travelling public responded favorably to Neel’s offer of excellent...
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...Mahasarakham University Mahasarakham Business School Case 20: JetBlue Airways Subject: Business Policy and Strategic Management Instructor: Dr. Olimpia C. Racela Group Members: 1. Miss. Nguon Phuongtepsonich ID: 540101919847 2. Miss. Shi Lilin ID: 54010919850 3. Miss. Ananya Duangthowset ID: 54010919845 Submitted Date: Thursday, September 18, 2014 JetBlue Airways 1. Situation Analysis JetBlue Airways was founded by David Neeleman and lawyer Tom Kelly in 1998 with $160 million of capital. Its main base is John F. Kennedy International Airport (JFK) in New York. JetBlue positioned itself as the Low-Cost Carrier (LCC) but distinguish itself by its services such as in-flight entertainment, TV on every seat and Satellite radio. SWOT Analysis: Strengths | Weaknesses | * Good customer service: * Allow passengers to choose their seat on the plane whenever possible. * Unlike other LCC, JetBlue served free snacks on board. * Cost management: * Saving more cost by serving snack rather than meal. * Good routing management: * Flew only point-to-point flights helps to avoid the complication that resulted from connecting flights and passenger transfers. * High technology: * E-ticket and paperless operation. * Human resource management: * Family-like atmosphere at the workplace which leads to positive attitude in its employees. * Employees were free to suggest ideas and comments in order to improve operations. ...
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...JetBlue Airways Bus630 Managerial Accounting Lawanda M. Bishop Professor Gregory Goussak 10/12/2012 1. JetBlue’s strategy for success in the marketplace is to stimulate demand with lower fares, emphasize low operating costs that stimulate market demand while operating efficiencies and costs. It also strives to benefit from economies of scale from its future expansion. By offering low rates, product leadership and customer value, their demand will increase, offering travelers with a low-cost alternative. JetBlue have one of the largest load factors in the United States. By relying on customer intimacy, operational excellence, and product leadership customer value proposition, allows JetBlue to become successful in their strategies. The four key elements to JetBlue’s strategy is how they stimulate the demand with lower fares, how they emphasize low operation costs, how they offer point to point flights to consumers who are under served or live in over price large markets. Due to its strategies, JetBlue has been able to grow largely as a company and become one of the leading airlines which focuses on customer satisfaction at a low operating cost. (Zuckerman, 2008) 2. Many organizations face day to day threats that are beyond their control and these risks can threaten any company’s ability to satisfy their stockholders . JetBlue operates in an extremely competitive industry and some of the threats JetBlue may...
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...* 1.JetBlue Airways Corp (NMS: JBLU) JetBlue Airways is a passenger airline. Co. operates primarily on point-to-point routes with its fleet of 115 Airbus A320 aircraft and 45 EMBRAER 190 aircraft. Co.'s onboard offerings include free and unlimited snacks and beverages, premium beverages and designed products for its overnight flights. Co.'s subsidiary, LiveTV, LLC, provides in-flight entertainment systems for commercial aircraft, including live in-seat satellite television, digital satellite radio, wireless aircraft data link service and cabin surveillance systems. As of Dec 31 2010, Co. served 63 destinations in 21 states, Puerto Rico, and 11 countries in the Caribbean and Latin America. We can see the trends of last month and last 3 months as follows: Revenue: Revenue increased from $3.292 billion in 2009 to $3.779 billion in 2010, representing a 14.8% increase in revenue. For the first half of 2011, revenues increased 19.5% from $1.81 billion in 2010 to $2.16 billion. Net income: Net income increased from $61 million in 2009 to $97 million in 2010, representing a 59% increase in net income. For the first half of 2011, net income decreased 6.7% from $30 million in 2010 to $28 million. * 2. Starbucks Corp. (NMS: SBUX) As we all know, Starbucks is a famous roaster and retailer of coffee. Co. purchases and roasts whole bean coffees and sells them, along with handcrafted coffee and tea beverages and a range of fresh food items, through company-operated retail...
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