Case Analysis: JetBlue 1. What are the most strategically important internal resources and capabilities? JetBlue’s internal resources and strategy has set them apart from the major airline companies as well as regional airline companies. JetBlue uses a Hybrid Carrier model that gives the airline company a niche in the industry by allowing low cost to the customers without depriving them of a full service flight. JetBlue’s has differentiated themselves by providing travelers with snacks and beverages
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Individual Case Analysis JetBlue Headquarters‚ Forest Hills‚ New York. Summary Statement JetBlue Airways‚ an American low-cost airline‚ headquartered in Forest Hills‚ New York started flying out of John F. Kennedy Airport in February of 2000.JetBlue started by following Southwest’s approach of offering low-cost travel‚ setting themselves apart from their competitor’s through the amenities they offer like in-flight entertainment‚ flat-screen TV’s on each seat‚ live digital satellite radio
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MANAGEMENT AT JETBLUE 1 Human Resources Management Analysis JetBlue Airways Case Study: JetBlue Airways: Starting from Scratch (Gittell & O’Reilly‚ 2001) Running Head: HUMAN RESOURCES MANAGEMENT AT JETBLUE 2 Abstract This paper identifies the various impacts of Equal Employment Opportunity (EEO) laws on JetBlue Airways and
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Blue Business Analysis Introduction JetBlue Airways Corporation has established itself as a low-fare passenger airline with a differentiated product and a high-quality customer service. They focus on serving underserved markets and large metropolitan areas that have high average fares. They offer both short-haul and long-haul routes that are point-to-point rather than the ’hub and spoke" route system that has been adopted by most major U.S. airlines. JetBlue was incorporated in Delaware in August
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involved with the human resources part of business‚ which is described here from Mondy (2008). HUMAN RESOURCE STRATEGIES‚ POLICIES & PRACTICES 3 JetBlue Airways: Starting from Scratch In review of the case study of a newly developed start-up airline‚ JetBlue Airways (2001)‚ it describes how the founder‚ David Neeleman‚ solicited and secured the necessary capital and experienced management‚ critical to establishing and growing a business
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Pooja Rathan Marilyn R. Kaplan‚ Ph.D. Strategic Management 6 March 2013 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
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The Mission of Jet Blue Airlines Customer Bill of Rights Jet Blue does not have a mission statement in the traditional sense. What they do have however is a customer Bill of Rights that is referenced multiple times in their 2012 Annual Report “JetBlue Airways is dedicated to bringing humanity back to air travel. We strive to make every part of your experience as simple and as pleasant as possible. Unfortunately‚ there are times when things do not go as planned. If you ’re inconvenienced as a result
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Hofstede’s Model Geert Hofstede developed a cultural dimension model that explains the five categories of positions between national cultures. The five dimensions pertaining to this model include: individualism‚ materialism‚ time orientation‚ deference to authority and uncertainty avoidance. Hofstede’s research is still practiced today but has undergone some changes since it was first introduced due to cultural and economic modifications during past years. To understand this model the five
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JetBlue Study New York based JetBlue Airways Corporation‚ entered the airline travel business in 1998 with the goal of “making the experience of flying happier and easier for everyone.” They were succeeding and thriving in their goal up until Wednesday‚ February 14‚ 2007‚ when they suffered through a severe winter storm at the JFK International Airport. Their operations were jumbled forcing the airline to cancel more than half of their flights along the east coast‚ and it forced them to give
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2007‚ David Barger‚ President and CEO of JetBlue Airways‚ expressed the great need to slow down the airline’s growth in response to increasing fuel costs and the consequences stemmed from the Valentine’s Day crisis. As an LCC‚ JetBlue had to decrease its growth rate by reducing deliveries of E190 and A320 due to its weak financial position and the market’s softening demand. Considering the performance of JetBlue after the addition of E190 to its fleet‚ JetBlue overestimated its capacity of handling
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