David Ogunkoya was dying. As the clouds floated past‚ the bird chirped‚ and the sun shined‚ he stared out blankly. He could almost feel his heartbeat slow as his watch ticked another minute closer to the train’s coming. The hot‚ sticky sweat from hours of sitting on the magnetically charged trackline in that thick uniform. The charming hum of the tracks had almost lulled him to sleep‚ but the watch’s insistent clicking always brought him back. “Do not fade‚” it seemed to say‚ “you still have something
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The Mission and Vision: Southwest and Jet Blue Airlines BGMT 364 Alexandria Walker 01/19/2013 University of Maryland University College Professor Brockunier Abstract This paper outlines the formation of a vision statement‚ the mission and the values that JetBlue and Southwest airlines embrace. A firm can initiate strategic management once it forms a mission statement. That statement allows forms to aspire to its potential while bearing in mind what it wants to avoid as
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JetBlue Case Analysis Executive Summary JetBlue airline was founded by David Neeleman who is a Brazilian born entrepreneur. His goal was to single handedly create a unique airline that was innovative for the current market. The low fare airline was designed for customers who needed to travel at affordable prices‚ and which would essentially create a new strand of business. Named JetBlue‚ Neeleman’s airline originally traveled to various cities around the United States‚ but has recently entered
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JetBlue Airways IPO Valuation Background Started in 1999 with the promise to “bring humanity to air travel‚” JetBlue entered the “Discount Fare Airlines” to join the likes of Southwest‚ ATA‚ Frontier and others (Bruner 2002). With a strong and experienced management team‚ having Continental Airlines’ former vice-president as president and COO‚ and Southwest Airlines’ former executive vice-president and treasurer as CFO‚ David Neeleman believed that his new airline would thrive. Neeleman built
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Introduction The purpose of this paper is to evaluate the business strategy of JetBlue Airways. JetBlue was founded by David Neeleman in 2000 and quickly became one of the largest discount airlines in the United States. It was started in the east coast primarily and expanded throughout the country and entered the international market soon after that. JetBlue received the “#1 Airline Brand” rating10 even while keeping its advertising costs significantly lower than Southwest Airlines. Jet Blue’s
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e n t D i v i s i o n o f t h e Am e r i c a n S o c i e t y f o r Q u a l i t y INSIDE THIS ISSUE From the Chairman . . . . . . . 2 Leadership Characteristics for Quality Performance . . . . 3 Why certify? . . . . . . . . . . . . 5 Quality Leadership‚ Situational Style . . . . . . . . . 8 The Physics of Change Leadership. . . . . . . 12 The Whole Leader: Two Approaches to Integrity . . . 16 Leadership Vision and Strategic Direction By Don Brecken Creating a compelling vision and developing
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INTRODUCTION JetBlue Airways is a low-cost passenger airline that provides customer service primarily on point-to-point routes. JetBlue offers its customers a quality product with young‚ fuel-efficient aircraft‚ leather seats‚ free in-flight-- (24-Channel live television via satellite Direct TV‚ Thompson et al. p C-53)--entertainment at every seat‚ pre-assigned seating and reliable performance. JetBlue. . As of Dec 31 2008‚ serves 52 destinations in 19 states‚ Puerto Rico‚ Mexico‚ and five countries
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examples. The thought processes of a cyclist are so similar to flying fighters. However‚ we never discussed arousal per se. We did discuss tunnel vision and fixation (we used the term channelized attention frequently (as something to avoid). Tunnel vision and channelized attention were usually a result of a sharp drop in situational awareness (SA) that was a byproduct of task saturation. The more you prepared for and anticipated contingencies or backup plans‚ the less likely you would be to fall behind
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CASO JETBLUE: STARTING FROM SCRATCH Ann Rhoades‚ vicepresidenta ejecutiva de personas‚ estaba pensando sobre lo mucho y rápido que había crecido la aerolínea en este último tiempo y en lo mucho más que seguiría creciendo. Se sentía cansada de trabajar tanto‚ tenía que contratar 100 nuevos tripulantes por cada avión que compraban‚ y que en los próximos 4 años contratarían a 5.000 personas. Ella estaba a cargo de esto pero con la dificultad de crear una cultura organizacional basada en valores y
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STRATEGIC MANAGEMENT & POLICY COMM 4005 / SP1 MODULE 3 JETBLUE AIRWAYS: A CADRE OF NEW MANAGERS TAKES CONTROL JETBLUE AIRWAYS Question 1 David Neelman’s original strategic vision was to ‘bring humanity back to air travel’ through combing low fares of a discount airline carrier with the comforts of a small cozy den in people’s homes. David’s strategic vision is a good one‚ but the strategic objectives‚ strategy development‚ and implementation and execution should be modified to
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