...JFK Essay “History is concerned with neither the past by itself nor with the historian’s thoughts about it by itself, but the two in mutual relations. All history is the history of thought.” Discuss the validity of Collingwood’s view on history, in reference to your case study. The past and the way the historian is able to interpret the past is the true nature of history. Collingwood’s view on history has merit, as it is the combination of the two that constitutes history. This is extremely evident in the variety of interpretations that have emerged through the study of President John F. Kennedy. Three particular historians, Theodore Sorenson, Seymour Hersh and Michael O’Brien, all construct ‘unique’ accounts of JFK’s Presidency particularly in his relations with Khrushchev (1961-1963) and his management of the Cuban Missile Crisis of 1962 to become solid examples of the importance of the historian in creating the history. All search for ‘the truth’ about Kennedy, using a variety of methodologies to come to different conclusions about his presidency. Context is also key in evaluating the both the historian and his work as it is reflected through his aims and purposes. Without a thorough examination of the historian, the history cannot be understood. The historian thus becomes the third element of the construction of history. Theodore Sorenson’s 1965 work, Kennedy argues a consensus view of history, attempting to “glorify” his place within America History. As a close...
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...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 from jfk to fort laudeerdale, florida one way fare was $159 which was 70 percent lower than fares of other carriers. Jetblue’s operating expenses amounted to 12.77 cents per revenue passenger mile, compared to 20.95 cents per passenger mile for Delta and 13.85 for Southwest. Exhibit 3. Booked more than 75 percent of its...
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...movie selected for this paper is “The Terminal”, directed by Steven Spielberg. Itroduction: The Terminal is a soft comedy movie directed by Steven Spielberg, it revolves around an eastern European man (Victor Navorski) whose plans of visiting New York on achieving a small goal, were shattered because of the conditions that took place in his home country when he is en-route to New York. During his journey some rebel groups take over the government of his country, Krakozhia, and the newly formed ruling body is not recognized by the U.S. His passport was issued for a country, which during his upheaval ceased to exist officially. Unauthorized to leave JFK airport upon his arrival and unable to return home, Viktor finds himself exiled inside the terminal’s international lounge. Though Customs and Borders protection head at the JFK airport, Frank Dixon sees Viktor as an annoying bureaucratic glitch, other airport employees come to see him as a welcome, if unofficial, addition to their members. Dixon tries to get rid of Viktor from the airport, and hints at escaping through the doors when the guards change their shifts, but Viktor is reluctant to do that and he wants to leave the airport and step outside only when he is officially given the admission to the U.S. Dixon, who desperately waits for his own promotion wants the removal of Viktor from the terminal by any means and wants his exit from the airport and get Viktor arrested and then the situation be someone else’s problem. ...
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...1. The Brown vs. Board of Education trial is one of the most important trials in the 1950s and even in America's history. It is a significant decision made by the U.S. Supreme Court which outlawed racial segregation of public education facilities (schools run by the government). In the 1950s it was common for segregation in public schools even though they were supposed to be equal. In one instance Linda Brown, a third-grader in Topeka, Kansas, had to travel a mile to get to her black elementary school, even though there was a white school only seven blocks away. Linda's father, Oliver, once tried to enlist Linda into the white school but the principal refused. Oliver then contacted William Everett Glenn, Sr., a Topeka attorney and Mckinley Burnett, the head of the Topeka NAACP branch, about his concerns regarding "separate but equal policies" of Topeka schools. The separate but equal doctrine came about in the case of Plessy v. Ferguson which stated that having blacks and whites in separate equal facilities did not violate the Equal Protection Clause. On May 17, 1954 the United States Supreme Court decided unanimously that The Board of Education acted unconstitutionally and that they violated the 14th Amendment by separated children if for no other reason than for their race. Webber, Andrew "Brown v. Board of Education about the case" [online] available http://brownvboard.org/summary/ The unanimous court decision announced by Chief Justice Earl Warren was the turning point...
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...Brian Williams 560 MGMT Case Analysis #1 JetBlue Introduction JetBlue Airways was founded in 1998 by former Southwest Airlines employee, David Neeleman, The company looks to utilize similar cost savings techniques as Southwest and has even improved, expanded and added some. In addition, JetBlue has attempted to offer differentiation in service to improve the customer experience. Unlike most pointtopoint airlines, JetBlue decided to add a second airplane model in order to expand into the regional flights. A deal was struck to purchase up to 200 jets from Embraer through 2016. The growth the company forecasted was soon realized to not be in the best interests of the future of JetBlue. In 2006 the company executives discovered that the the time it would take in order to just achieve breakeven cash flows with the growth model at that time was much longer than originally anticipated. This, along with dramatically rising fuel costs, meant a new plan would have to be implemented in order to slow growth. In 2007, newly appointed CEO David Barger had to design a way to reduce growth even further. What needed to be decided though was which jets to cut, and how much of each. the A320 was the model that built JetBlue and the aircraft that had proven its success in the past. The E190 provided a new unique opportunity and a niche market that JetBlue may be able to take great advantage of. ...
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... •Discuss at least three communications best practices implemented by JetBlue. Post your initial response to the discussion question no later than Thursday 11:59 PM EST/EDT. Post responses to at least two classmates no later than Sunday 11:59 PM EST/EDT The most significant business problem JetBlue faced during the 2007 crisis was inadequate communication. In this case JetBlue CEO David Neeleman stated, “Among the primary culprits: inadequate communication protocols to direct the company’s 11,000 pilots and flight attendants about where to go and when; an overwhelmed reservation system; and a lack of cross-trained employees who could work outside their primary area of expertise during an emergency” (Argenti, 2011, p.105).JetBlue spokesperson Sebastian White stated, “We thought there would be these windows of opportunities to get planes off the ground, and we were relying on those weather forecasts” (Argenti, 2011, p.104). This risk taking by JetBlue ultimately lead to several critical constituency issues. Nine JetBlue jets were forced to sit idle on the tarmac for more than six hours. Passengers aboard another flight that landed at JFK were trapped on the plane for nine hours. Tension was undoubtedly high (Argenti, 2011). At Newark Liberty International Airport JetBlue ticketing personnel had to call in “police protection” (Argenti, p.104) after several passengers became unruly when they learned of additional flight cancelations. CEO Neeleman said, “We had an emergency...
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...CASE STUDY # 1 JETBLUE AIRWAYS PROF. AHSAN DURRANI Submitted by: IMRAN UL HAQUE (4282) Q.NO.4 WHAT IS YOUR ASSESSMENT OF JETBLUE`S FINANCIAL PERFORMACE DURING FISCAL YEARS 2003-2007? ANALYZE THE FOLLOWING RATIO`S. | 2007 | 2006 | 2005 | 2004 | 2003 | Gross Profit Margin | | | | | | Operating Profit Margin | 0.0595 | 0.0537 | 0.0282 | 0.0877 | 0.1673 | Net Profit Margin | 0.0063 | (0.00042) | (0.01176) | 0.0364 | 0.103 | Return on Total Assets | 0.0398 | 0.032 | 0.0394 | 0.0949 | 0.1984 | Return on Stockholder Equity | 0.017 | (0.0011) | (0.022) | 0.061 | 0.154 | Earnings Per Share | 0.10 | - | (0.13) | 0.30 | 0.71 | Current Ratio | 1:0.89 | 1:1.085 | 1:0.94 | 1:0.85 | 1:1.75 | Quick Ratio | 1:0.74 | 1:0.909 | 1:0.855 | 1:0.998 | 1:1.733 | Working Capital | (146) | 73 | (41) | (74) | 276121 | Debt to Asset Ratio | 0.544 | 0.586 | 0.598 | 0.5524 | 0.508 | Long-term Debt to Capital Ratio | 1:0.46 | 1:0.542 | 1:0.54 | 1:0.5 | 0.463 | Debt to Equity Ratio | 2.942 | 2.983 | 2.55 | 2.0491 | 1.655 | Times Interest Earned | 1.23 | 1.062 | 0.74 | 2.67 | 8.25 | Common stock A $100 investment in JetBlue common stock on December 31, 2002, was worth only $49 five years later. In contrast, a $100 investment in the S&P 500 index was worth $182 at the end of the same five-year period. Industry observers quipped that it was better to place money under a mattress than invest in an airline stock. According to the expert, “Airlines are...
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...attacks, JetBlue seized the opportunity to expand by launching an initial public offering. When other airlines were slow to resume operations, JetBlue tool advantage of the situation by increasing safety measures, boosting services offered, and expanding operations. Between 2002 and 2003, JetBlue grew rapidly until profits dropped significantly in 2004. With rising fuel cost, aggressive competition, and an aging fleet, JetBlue was forced to announce a recovery plan. Just as profits slowly recovered in 2006, a snowstorm hit the United States, causing a huge customer service and database management crisis that negatively affected JetBlue’s reputation. JetBlue initially achieved profitability in the challenging aviation industry due to its business model and processes, positioning and culture. Unlike its competitors, JetBlue chose New York as its base, which allowed for domestic fight leadership at JFK airport. By combining low fares with valuable services, such as snacks and personal satellite television, JetBlue was able to position itself among it customers. Tactically, JetBlue bought economical and easy to maintain aircraft and chose routes and airports that they had less competition but were still highly demanded. Non-unionized crewmembers were encouraged to be positive, proactive, and customer-minded, which stood out to traveling customers. With a solid deliberate strategy at its star, JetBlue was able to achieve profits early. JetBlue’s temporary competitive advantage...
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...Carnival Cruise Crisis Management Carnival Corporation operates as a cruise and vacation company worldwide. Its stock is listed on the New York Stock Exchange. Carnival has a portfolio of the world most widely recognized cruise brands. One of these brands is Carnival Cruise Lines, which is the most popular cruise brand in North America and operates 24 ships designed to foster exceptionally fun and memorable vacation experiences at an outstanding value. In this paper, I focus on a crisis of Carnival Cruise Lines, which happened in 2013, and I will also give an analysis about how Carnival handled the crisis. In addition, I will give my own suggestions to this crisis management. Introduction of the crisis On February 7, 2013, the Triumph, one of Carnival’s ships, left Galveston, Texas, with 3143 passengers and 1086 crew aboard for a cruise, which was supposed to last 4 days. However, on February10, a fire broke out in an engine room on the Carnival Triumph, which was sailing in the Gulf of Mexico. The blaze was extinguished quickly and no one was injured, but propulsion systems were knocked out. Although the ship had two engine rooms, shared cabling between the two was damaged by fire, leaving only emergency backup power available. Triumph floated helplessly until the ship was towed back to Mobile, Alabama on February 15, which means Passengers had spent five uncomfortable days on the Triumph. The last five days for the people on Triumph were suffering because of limited water...
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...OB713: Individual Case Analysis - JetBlue “Bring Humanity back to air travel” was the founding concept for the creation of JetBlue by CEO David Neeleman back in 1999. JetBlue commenced service in February of 2000 and was a success ever since. The company was run by an experienced management team with industry veterans who were able to translate their vision of the company into a reality customers experienced. High quality service, low cost carrier coupled with an efficient organization that operated a low cost structure and invested staff led to one of the most profitable airlines in the US. JetBlue was not just another low fare carrier. One of the main reasons for their success is innovation. Their aircrafts were the first to have live satellite television in every seat, they were the first to install bullet proof cockpit doors and “TrueBlue” was a customer loyalty program that differentiated from all other frequent flier programs. Most importantly, they identified a customer need that was not satisfied by other low cost carriers. Customers wanted a good flying experience, they were clearly unhappy with the airline services at the time when JetBlue was created and as stated in the case study “complaints about airlines were at an eleven year high.” JetBlue CEO David Neeleman saw this gap and made sure that “exemplary customer service” was identified with the airline. This was achieved through its people and technology. JetBlue bypassed external parties and travel...
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...COMPANY Case JetBlue: Delighting Customers Through Happy Jetting In 2007, JetBlue was a thriving young airline with a strong reputation for outstanding service. In fact, the low-fare airline referred to itself as a customer service company that just happened to fly planes. But on Valentine’s Day 2007, JetBlue was hit by the perfect storm—literally—of events that led to an operational meltdown. One of the most severe storms of the decade covered JetBlue’s main hub at New York’s John F. Kennedy International Airport with a thick layer of snow and ice. Small JetBlue did not have the infrastructure to deal with such a crisis. The severity of the storm, coupled with a series of poor management decisions, left JetBlue passengers stranded in planes on the runway for up to 11 hours. Worse still, the ripple effect of the storm created major JetBlue flight disruptions for six more days. Understandably, customers were livid. JetBlue’s efforts to clean up the mess following the six-day Valentine’s Day nightmare cost over $30 million dollars in overtime, flight refunds, vouchers for future travel, and other expenses. But the blow to the company’s previously stellar customer-service reputation stung far more than the financial fallout. JetBlue became the butt of jokes by late night talk show hosts. Some industry observers even predicted that this would be the end of the seven-year-old airline. But just three years later, the company is not only still flying, it is growing, profitable, and...
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...JetBlue: Delighting Customers through Happy Jetting In 2007, JetBlue was a thriving young airline with a strong reputation for outstanding service. In fact, the low-fare airline referred to itself as a customer service company that just happened to fly planes. But in Valentine's Day 2007, JetBlue was hit by the perfect storm-literally-of events that led to an operational meltdown. One of the most severe storms of the decade covered JetBlue's main hub at New York's John F. Kennedy International Airport with a thick layer of snow and ice. Small JetBlue did not have the infrastructure to deal with such a crisis. The severity of the storm, coupled with a series of poor management decisions, left JetBlue passengers stranded in planes on the runway for up to 11 hours. Worse still, the ripple effect of the storm created major JetBlue flight disruptions for six more days. Understandably, customers were livid. JetBlue's efforts to clean up the mess following the six-day Valentine’s Day nightmare cost over $30 million dollars in overtime, flight refunds, vouchers for future travel, and the other expenses. But the blow to the company's previously stellar customer-service reputation stung far more than the financial fallout. JetBlue became the butt of jokes by late night talk show hosts. Some industry observers even predicted that this would be the end of the seven-year-old airline. But just three years later, the company is not only still flying; it is growing, profitable, and hotter...
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...structure, it resulted in a working environment without formal procedures. Even though the people had expertise, everyone just did anything creating chaos. There were no job descriptions so if the employees were interested in something, they did it. Also, there was no development of an underlying structure so anything a week away pretty much had no priority. 2) Lack of financial planning: Appex was not monitoring its expenses and this resulted in the Corporation spending cash too haphazardly. For instance, Appex had initially planned to increase its staff from 36 to 55 by the end of 1989. However, they ended up having 103 people by the end of 1989. 3) Lack of control: People arrived when they wanted and would just react to whatever crisis the company happened to face that day creating a situation where the atmosphere was changing from entrepreneurial to chaotic plus the fact that nobody had the time to had time to plan or schedule meetings. Customer service people who were supposed to start work at 8.00am would not arrive until 10.00am and then work till 2.00am. This lack of control even created an atmosphere where the staff of Appex could go off and play basketball during office hour. 4) Lack of productivity: Appex initially had employees who were focused, committed, hardworking and worked in close interaction with each other. As a result, Appex was very responsive and effective in getting things done quickly and relatively cheaply. However, due to the above issues...
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...British Airways Timeline. 1998: British Airways orders 59 aircraft in the Airbus A320 family and 16 Boeing 777s. 1999: British Airways opens its new World Cargo Centre. 2000: British Airways completes a 9 per cent acquisition of Iberia. 2001: Heathrow Terminal 5 is given the go-ahead by the UK Government. 2002: British Airways becomes the world’s first airline to take part in a scheme to reduce greenhouse gas emissions. 2003: Concorde makes its last commercial flight. 2004: British Airways becomes the first airline in the UK to enable passengers departing from Heathrow to print their own boarding passes online for selected flights. 2005: A new voluntary scheme is launched to enable customers to offset the carbon dioxide emissions from their flights by making a contribution to an environmental trust. 2006: British Airways unveils its next generation business class cabin, offering greater comfort, more space and storage. 2007: British Airways places an order for 12 Airbus A380 aircraft and 24 Boeing 787 aircraft. 2008: British Airways’ first flight from Terminal 5 departs to Paris on March 27, 2008. Introduction. British Airways is the UK's largest international scheduled airline, flying to over 300 destinations at convenient times, to the best located airports. Their principal place of business is Heathrow...
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...Hesbon ogeka LA history &politics 4/12/2013 The Cuban Missile The Cuban Missile Crisis remains an example of one of the most terrifying events in history for the people of the world. A very real threat existed for the crisis to escalate and create World War III, which would include the annihilation of countries and cause unimaginable damage from the use of nuclear weapons by the United States and the former Soviet Union. The conflict had historical roots in the Cold War between the United States and the former Soviet Union, as well as in the history of relations between the United States and Cuba. The strife between the United States and Cuba culminated when Fidel Castro overthrew a government publicly supported by the United States, although political and military officials in the United States secretly welcomed the events. However, it soon became clear that the takeover of Cuba by Castro would result in escalating conflict between it and the United States, something that quickly became more evident in the Bay of Pigs invasion and Operation Mongoose; both designed to eliminate Castro from the political field in Cuba. The Soviet Union supported Castro’s regime and Cuba’s stand, and forced its hand with the placement of nuclear missiles on the island. The United States countered, and the two countries played out their hands to determine the fate of the world. In the end, the United States and the Soviet Union came to an agreement, both sides attempting to avoid a nuclear...
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