1) What is JetBlue strategy for success in the marketplace? Doe the company rely primarily on a customer intimacy‚ operational excellence‚ or product leadership customer value proposition? What evidence supports your conclusion? # 1 Based on the company’s 10-K/A filing with the SEC‚ JetBlue’s strategy for success is product leadership with customer value proposition. As a matter of fact‚ this is JetBlue’s core strategy‚ "provides high-quality customer service at low fares primarily on point-to-point
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Baldrige Questioner P.1 Organizational Description: What are your key organizational characteristics? (Begins just below) a. Organizational Environment History JetBlue began operations in 2000 as a well-funded start-up‚ which afforded us the ability to make significant investments in our product offerings‚ including all new aircraft equipped with leather seats and Live TV. This product investment combined with superior customer service at low fares led to widespread brand recognition and early
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Practical Introduction (2nd ed.) DOT (2011). Retrieved from http://www.dot.gov/affairs/2011/ dot11511.html JetBlue (2002). Retrieved from http://investor.jetblue.com/phoe nix.zhtml?c=131045&p=irolnewsArticle&ID=332451&highlight= JetBlue (2003). Retrieved from http://investor.jetblue.com/ph oenix.zhtml?c=131045&p=irolnewsArticle&ID=469948&highlight= JetBlue (2007). Retrieved from http://investor.jetblue.com/phoe nix.zhtml?c=131045&p=irol-newsArticle&ID=965052&highlight
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Appendix 1: Case Analysis Case reports should fulfill 3 basic requirements. 1. Identify all pertinent issues to be addressed by management. 2. Analyze and evaluate the company’s situation--both internally and externally--with regard to the mentioned issues and potential solutions. 3. Evaluate potential alternatives against decision criteria in order to select a recommended course of action‚ and develop an implementation plan that is as realistic or ‘do-able’ as possible and that addresses the
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LUFTHANSA: TO HEDGE OR NOT TO HEDGE 1. If the DM/US$ exchange rate were 2.4DM/US$ in January 1986‚ what would be the all in cost of the aircraft purchase under each alternative? What would be the all in cost of the aircraft purchase under each alternative if the exchange rate were 3.4DM/US$? Consider both fully hedging the cost and hedging exactly one half of the cost (why may you only want to hedge part of the purchase price?). 1. Do nothing and wait and see what the exchange rate is like
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David Neeleman Reinvents Airlines MAN 3303 March 21‚ 2012 Abstract The founder of JetBlue‚ David Neeleman started the company with the vision of “bringing humanity back to air travelâ€. (Neeleman 2003) His main mission was to establish a low cost airline that offered first class comfort and services to their customers at an economic price that everyone could afford. He believed in having everyone in the organization to focus on the main objectives which are to work as a team. He also
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References: Attitude Travel (2005) Turkey low cost no frills airlines: www.attitudetravel.com [Accessed 26 June 2005]. Buttle‚ F.B. (1996) Relationship Marketing Theory and Practice. London: Paul Chapma Cassani‚ B. and Kemp‚ K. (2003) go: An Airline Adventure. London: Time Warner Books. Turkish airline home page (1996-2011) http://www.turkishairlines.com/en-INT/corporate/contact_us/index.aspx
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International Oil Inflation & Airlines Industry Prepared for Prof. Mahima Sharma Faculty Member Jaipuria Institute of Management Prepared by Shailesh Bharadwaj (cft07_128) Sanjeev Prasad (cft07_130) Sarita Singh (cft07_131) Saurabh Bansal (cft07_135) Shashank Anand ( cft07_138) Students‚ PGDM- Trimester-4 July 31‚ 2008 INTRODUCTION This report has been made to draw the attention of the people how the aviation industry has been dependent upon the Oil prices. Since the research
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low prices. It gave its customers an exclusive experience which included new airplanes‚ leather seats‚ and a “paperless” flight. JetBlue Airlines has grown since they started operating‚ and now the plan is to have 10 extra planes per year‚ until year 2003 with a total fleet of 40 planes. Their operations were cost cutting. There were no extras on the plane‚ the paperless strategy saved them time and cost from mistakes (for the pilots for example). They were not only there first innovators into the
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industry in a fix and increased the cost of the industry by many folds as fuel accounts for around 30-40% of the total operating expenses. * Health related issues: Health related concerns had also interrupted the international travel. SARS in 2003 and Influenza in 2009 created a fear in minds of travelers of being infected. As it is known that people from much demography fly together and apparently the risk
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