David Neeleman‚ founder of JetBlue airline‚ garnered support for his new airline in part using inspirational appeals directed at investors and politicians‚ as well as potential partners. He managed to convince skeptics that he could make his idea of a low cost airline work. Some say Neeleman was successful by “sheer force of his personality” (Kreitner‚ 2005‚ p. 378). Neeleman’s primary power base of reference as can be seen in the way airline employees view him. Tom Krizek‚ JetBlue pilot‚ said‚
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REVIEWING Objectives AND KEY Terms In this chapter‚ you learned how companies use integrated mar- keting communications (IMC) to communicate customer value. Modern marketing calls for more than just creating customer value by developing a good product‚ pricing it attractively‚ and making it available to target customers. Companies also must clearly and persuasively communicate that value to current and prospective customers. To do this‚ they must blend five promo- tion mix tools‚ guided
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Saul Ruiz MGMT 320 Jet Blue Hits Turbulence Case Study 1. What types of information systems and business functions are described in this case? The information systems and business functions described in this case are Transaction Processing Systems (TPS)‚ Customer Relationship Management Systems (CRM‚ and Executive Support systems (ESS). The TPS system is responsible for tracking ticket reservations and transactions. The CRM systems provide customers the ability to communicate with
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Jet Blue Melt Down | February 24 2012 | Technology melt down at Jet Blue | Travis L. McDaniel | Jet Blue technology team The technology department at Jet Blue airlines let down the company during the melt down. There were many areas where if the technology department had been on top of its game this melt down would not have been nearly as bad as it was. These range from simple communications problems to issues with lost bags. The first area where technology let down those
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PAU/LBS/2011/10/024 FINANCE - 2 EXAM ANALYSIS OF JET BLUE CASE: PREPARING FOR FINANCING SYNOPSIS OF THE CASE JetBlue Airways Corporation was formed in August 1998 as a low-fare‚ low-cost but high service passenger airline serving select United States market. JetBlue’s operations strategy was designed to achieve a low cost‚ whilst offering customers a pleasing and differentiated flying experience. JetBlue has had a successful business model and strong financial results during that period‚ and
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Resources They formulated an operating strategy that had produced the lowest cost per available seat mile of any major US Airline in 2001 – 6.98 cents versus industry average of 10.08 cents. With its strong capital base‚ Jet Blue was able to acquire a fleet of new airbus A320 aircraft. Jet Blue’s fleet is not only reliable and fuel efficient than other airline fleets‚ but also attended greater “economies of scale”. Employees Strong people on top management‚ several JetBlue executives are former employees
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When a business aims to be as successful as possible in selling its products and services‚ it must examine in detail whether or not the products will be attractive and necessary; if the price is optimal; if the product is being distributed in the best locations; and finally‚ how interest and awareness can be created for the products. In order for a business to target all of these elements at the right people at the right time‚ it must employ the right type of marketing mix: Product‚ Price‚ Place
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Comparative Analysis: JetBlue VS Southwest This case is a report that compares the financials of two well-known firms in the airline industry‚ JetBlue and Southwest. JetBlue Airways Corp was established in the year 1998 with a vision of being a leading cost efficient passenger airline with competitive‚ low rates. The company has been working toward a goal of growing sustainably while also maintaining efficient liquidity. The second firm in this case report‚ Southwest Airlines Company is a much older
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JetBlue Airways: Starting from Scratch Summary Introduction (Exhibit 1) • JetBlue’s service had grown from 9 departures per day at launch in February 2000 to more than 50 per day in the past 11 months. The fleet had grown from 2 planes to 10 with the arrival of one new Airbus A320 every five weeks. The business plan called for adding 10 new planes every year through the end of 2003‚ bringing the fleet to 40. • Ann Rhoades‚ Executive Vice President for People‚ had been extremely busy – growing
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(2008)‚ “Industry poised for more stability says Unisys”‚ Regional Aviation News‚ Feb 18‚ 2008. Retrieved from Expanded Academic ASAP‚ 19 Sept. 2008. 2. Dodds‚ B. (2007)‚ “JetBlue Airways: Service quality as a competitive advantage”‚ Journal of Business Case Studies – Fourth quarter 2007‚ Vol.3 No. 4‚ pp. 33-43. 3. Flourish‚ T. and Dostaler‚ I. (2007)‚ “Strategic management as a key to educating the new aviation professional”‚ International Journal of Professional Aviation Training & Testing Research‚
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