Case Problem The Hands On CEO Of Jetblue 1 
I. Case Problem: The Hands-On CEO of JetBlue
The first thing you notice when getting on board is the new car smell. “No wonder” says the flight attendant hearing your remark. She points to a metal plaque n the doorway rim that says the Airbus A320 was delivered 1 month ago. Other notable features are the free cable on your personal video screen and the leather seats. Flight attendants are trained on how to give service with a retro flair. All attendants have to learn to strut proudly, as if there were an imaginary string between chin and belly button.
Jetbue attendants have a sense of fun about their jobs, and can do pilot informs over the public address system that yes, there’s a major storm coming into the New York City area but that we’ll get their on time anyway. And the plane and passengers do. So the traveller wonders. Is this for real? Or maybe the right question is, “how long can they keep up this nonsense?” Jetblue was rated highest in customer satisfaction of all US airlines in Conde Nast Traveler magazine’s 2005 Business Travel Awards- the fourth time in 6 years.
Just as discontent with airlines was mounting in 2000, Jetblue Airlines came into being with a new attitude, new planes, and a new concept of service. What perfect take off timing for a carrier that is trying to bring pleasure and even style back to flying. Jetblue is low price and all coach, like Southwest Airlines, yet hip and sassy, like Virgin Atlantic. In the air, Jetblue offers the plush seats and satellite TV; on the ground it offers a high level of efficiency.
Jetblue has achieved an impressive profit picture. Of hundreds of start-ups since the industry was deregulated in 1978, only Southwest Airlines and Jet blue have sustained their success. For 2005, Jetblue had a net income of approximately $60 million for $1.3 billion in revenue with over 80 percent of seats being filled.
Credit CEO David Neeleman, who founded the firm at age 41, for piloting Jetblue past the
The first thing you notice when getting on board is the new car smell. “No wonder” says the flight attendant hearing your remark. She points to a metal plaque n the doorway rim that says the Airbus A320 was delivered 1 month ago. Other notable features are the free cable on your personal video screen and the leather seats. Flight attendants are trained on how to give service with a retro flair. All attendants have to learn to strut proudly, as if there were an imaginary string between chin and belly button.
Jetbue attendants have a sense of fun about their jobs, and can do pilot informs over the public address system that yes, there’s a major storm coming into the New York City area but that we’ll get their on time anyway. And the plane and passengers do. So the traveller wonders. Is this for real? Or maybe the right question is, “how long can they keep up this nonsense?” Jetblue was rated highest in customer satisfaction of all US airlines in Conde Nast Traveler magazine’s 2005 Business Travel Awards- the fourth time in 6 years.
Just as discontent with airlines was mounting in 2000, Jetblue Airlines came into being with a new attitude, new planes, and a new concept of service. What perfect take off timing for a carrier that is trying to bring pleasure and even style back to flying. Jetblue is low price and all coach, like Southwest Airlines, yet hip and sassy, like Virgin Atlantic. In the air, Jetblue offers the plush seats and satellite TV; on the ground it offers a high level of efficiency.
Jetblue has achieved an impressive profit picture. Of hundreds of start-ups since the industry was deregulated in 1978, only Southwest Airlines and Jet blue have sustained their success. For 2005, Jetblue had a net income of approximately $60 million for $1.3 billion in revenue with over 80 percent of seats being filled.
Credit CEO David Neeleman, who founded the firm at age 41, for piloting Jetblue past the