Jet2 Case Analysis
explanatory Essay
1206 words
Jet2 is a mainly internet-based airline company which flies from six UK based airports to over 30 various locations around Europe. Jet2 places its emphasis on low costs, safety and reliability to ensure a satisfied customer base and therefore with the aim of increasing its potential revenue. The company, Jet2, have many strengths to its name. One such asset is, as mentioned above, the six UK based airports from which it flies from. These six locations, Belfast International, Newcastle, Leeds/Bradford, Manchester Blackpool and (from 3 April this year) Edinburgh, are very well spread throughout the UK. Being a UK based firm, it is important for a firm like Jet2 to have locations throughout the UK, so that potential customers can use their services, and this is possible due to the accessibility of each of their base airports. Due to the increased use of the internet, it is becoming more and more easier to book online. This allows customers to book flights easier and increase Jet2’s revenue. Revenue is increased through not having to deliver or post tickets out to its customers, in comparison with other non-internet based airlines. It is believed that over 97% of Jet2’s customers book online, which further highlights Jet2’s emphasis on online bookings. (Source:http:www.jet2.com/faqsection) There have been reports which suggest the number of travel agents has increased steadily for the past 40 years. (Source: Vocational Learning; See Resources Section below) This has also coincided with the steady increase of package holidays. Jet2, being a low cost operator, has close links to the main four travel agents which organise these tour packages; Thomson Holidays, Thomas Cook, First Choice and My Travel. This benefits Jet2 as people... ... middle of paper ... ...te accessed: 7/3/06 Jet2 Jet2’shome website. From here, bookings can be made, and timetables can be viewed. From this, I obtained the company’s mission statement, background information of the company and the company’s aims for the future. http://www.jet2.com Date accessed: 7/3/06 Ryanair This was used to compare companies in the same market segment. http://www.ryanair.com Date accessed 10/3/06 The Info Shop This report highlights aircraft capacities and potential increases and restructuring in the future. http://www.the-infoshop.com/study/fs36221-aircraft-capacity.html Date accessed 12/03/06 Vocational Learning This website links to a report on the increasing number of travel agents within the past number of years. http://www.vocationallearning.org.uk/teachers/subjectspecific/supportpacks0405/pdf/tour_resources_e.pdf Date accessed 8/3/06
In this essay, the author
- Explains that this british airways site was used to compare low-cost airlines to international high-quality airlines.
- Explains that jet2's website focuses on the general airline market, but this is worldwide, and therefore had limited relevant information, as it operates within european routes only.
- Explains jet2's home website, where bookings and timetables can be made, and the company’s mission statement, background information and aims for the future.
- Explains that this british airways site was used to compare low-cost airlines to international high-quality airlines.
- Explains that jet2's website focuses on the general airline market, but this is worldwide, and therefore had limited relevant information, as it operates within european routes only.
- Explains jet2's home website, where bookings and timetables can be made, and the company’s mission statement, background information and aims for the future.
- Links to a report on the increasing number of travel agents.
- Explains jet2's emphasis on low costs, safety and reliability to ensure a satisfied customer base and increase its potential revenue.
- Explains that jet2 is a low-cost operator with close links to the main four travel agents, thomson holidays, thomas cook, first choice, and my travel. however, there are weaknesses which restrict their performances and revenues.
- Opines that jet2 must capitalise on customer trends by flying to more destinations within europe.
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In this essay, the author
- Explains that ryanair has the lowest unit costs of any european airline, and one of the lowest in the world. they have a partnership with boeing to guarantee low maintenance costs.
- Explains ryanair has the largest short-haul network of any carrier in europe. it is number one by passenger numbers, with 83.4m in the 12 months to aug-2014.
- Explains ryanair's management has shown a strong focus on keeping costs and fares low under ceo michael o'leary, who has been with the company since 1988 and ceo since 1994.
- Explains that ryanair has the lowest unit costs of any european airline, and one of the lowest in the world. they have a partnership with boeing to guarantee low maintenance costs.
- Explains ryanair has the largest short-haul network of any carrier in europe. it is number one by passenger numbers, with 83.4m in the 12 months to aug-2014.
- Explains ryanair's management has shown a strong focus on keeping costs and fares low under ceo michael o'leary, who has been with the company since 1988 and ceo since 1994.
- Explains that ryanair, the low-cost airline, has the worst customer service out of britain’s 100 biggest brands. the bad service is a big weakness of this company.
- Explains that ryanair uses secondary airports which sometimes are far away from their destination, thereby reducing its customer perception.
- Explains that the airline refuses to recognize any unions, and one pilot won a lawsuit against the company after being fired for handing out union forms to one of his crewmembers. the conditions of working are poor and many employees not high salary.
- Explains that ryanair operates short-haul, point-to-point flights across europe, which is a good opportunity to expand their market.
- Explains how ryanair redesigned its website, mobile app, allocated seating, baggage restrictions, and reduced charges for printing boarding passes at the airport.
- Explains ryanair's order for 100 boeing 737 max200 aircraft and agreement for a further 100 options. the aircraft will be delivered between 2019 and 2024 and will have 197 seats.
- Opines that customers could switch to an alternative airline company like easyjet if prices fluctuate due to elastic demand.
- Explains that airlines are hurt when the economy is bad and natural disasters may disrupt the ability for airlines to fly in certain regions.
- Explains that many analysts claim that oil prices will grow up, and it would affect the entire industry of the airlines.
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In this essay, the author
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- Explains that jetblue's swot analysis is a detailed self-reflection of company strengths, weaknesses, opportunities, and threats.
- Opines that a recovering economy coupled with lowered flyer trepidation will allow for steady passenger growth. however, not all is well in the airline industry.
- Explains the two main types of business models used by airlines to better understand their strengths and weaknesses. the "hub-and-spoke" and the "point to point" models employed secondary (non-hub) airports.
- Explains that jetblue's swot analysis is a detailed self-reflection of company strengths, weaknesses, opportunities, and threats.
- Opines that a recovering economy coupled with lowered flyer trepidation will allow for steady passenger growth. however, not all is well in the airline industry.
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In this essay, the author
- Explains that air travel is no longer just an idea that was developed to get people from point a to point b in a shorter amount of time.
- Describes how the ryan family created ryanair with a share capital of £1 and 25 people to their staff. they operated only between ireland and england at the time.
- Explains that ryanair bought their first jet in 1987 and expanded their route to 15 routes in ireland and england. the bandeirantes were retired in 1989 and more turboprop planes were bought and launched.
- Explains that air travel is no longer just an idea that was developed to get people from point a to point b in a shorter amount of time.
- Describes how the ryan family created ryanair with a share capital of £1 and 25 people to their staff. they operated only between ireland and england at the time.
- Explains that ryanair bought their first jet in 1987 and expanded their route to 15 routes in ireland and england. the bandeirantes were retired in 1989 and more turboprop planes were bought and launched.
- Describes how ryanair's 1990s were wildly successful. the airline lost £20 million, but relaunched under new management and offered the lowest fares in any market.
- Explains how ryanair launched their website and started taking over 50,000 bookings per week. they also became the first airline to sponsor skynews weather reports, which helped them in terms of marketing.
- Explains that the airline has seen further increases in profit, routes, and fleet but decreased fares. they are the #1 low-fare airline in europe.
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- Explains jetblue's maintenance management system, dash group, and blue performance, which maximizes performance and reduces costs, making them a huge competitor.
- Describes jetblue's three generic strategies (cost leadership, differentiation, and focus) and explains how information systems are used to support its strategy.
- Explains that jetblue follows the differentiation generic strategy in their business, which focuses on persuading consumers that a service or product is better than its competitors.
- Explains jetblue's maintenance management system, dash group, and blue performance, which maximizes performance and reduces costs, making them a huge competitor.
- Describes jetblue's eight initiatives to gain competitive advantages discussed in chapter 2.
- Explains how jetblue gained competitive advantage through four of the eight initiatives. the first initiative was the reduction of costs and creating new services.
- Analyzes how ford failed to investigate all of the legal implications of their initiative and familiarize themselves with the level of technology the world was familiar with.
- Asks whether a company should be first-movers or followers in adopting information technology.
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In this essay, the author
- Describes korean air as a seoul-based, world-class airline, guided by their mantra of perseverance, but its beginning differs greatly from the status quo.
- Explains that choong-hoon cho founded the korean national airline in 1945 as a trucking company to service us military outposts in south korea.
- Explains how korea air lines struggled to spur demand in the 1970's due to restrictions by the south korean government and the soviet union.
- Describes korean air as a seoul-based, world-class airline, guided by their mantra of perseverance, but its beginning differs greatly from the status quo.
- Explains that choong-hoon cho founded the korean national airline in 1945 as a trucking company to service us military outposts in south korea.
- Explains how korea air lines struggled to spur demand in the 1970's due to restrictions by the south korean government and the soviet union.
- Narrates how the 1980s helped korea air expand its domestic operations and increased its market share in china. reagan's harsh criticism of the soviet government further strained relations between the two.
- Analyzes how korea air diversified its fleet with several models from euro-copter, boeing, mcdonnell-douglas, airbus and fokker.
- Analyzes how czech airlines continues to uphold its longstanding tradition of calculated risk-taking with a 44% stake in the airline and increasing number of code sharing contracts.
- Narrates how korean air completes stake purchase in czech airlines.
- Explains that funding universe, n.d., and planespotters.net just aviation provide information on korean air lines fleet details and history.
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In this essay, the author
- Explains jet blue's use of technology and automated processes to reduce reservation, ticketing, and customer services costs. paperless cockpits, electronic tickets, in-flight entertainment provider, automated baggage handling are examples.
- Explains that operating a fleet of newer fuel efficient two aircraft models reduces maintenance and training costs.
- Explains that flying limited point-to-point routes using secondary airports with less traffic helps to lower landing fees and serve customers with minimum connections and travel time increasing overall revenues per flight and aircraft utilization.
- Explains jet blue's use of technology and automated processes to reduce reservation, ticketing, and customer services costs. paperless cockpits, electronic tickets, in-flight entertainment provider, automated baggage handling are examples.
- Explains that operating a fleet of newer fuel efficient two aircraft models reduces maintenance and training costs.
- Explains that flying limited point-to-point routes using secondary airports with less traffic helps to lower landing fees and serve customers with minimum connections and travel time increasing overall revenues per flight and aircraft utilization.
- Explains that jet blue's efficient ground staff operations have helped it reduce turnaround time and costs by not serving meals during flights.
- Explains the risks associated with cost leadership and differentiation strategies. narrow focus on limited value chain activities, competitor’s pricing war, and lack of differentiation parity can erode the competitive advantage.
- Explains that jetblue's a320 single model fleet had lower maintenance costs as associated with training and scheduling cost due to ease of scheduling. however, the launch of e190 caused labor relations issues.
- Explains that e190 is a newer and more fuel efficient aircraft making it more cost effective than the airbus a320.
- Explains that the e190 is comfortable and aligned with jetblue's business level strategy.
- Explains jet blue's business-level strategy can be characterized as a combination of cost leadership and differentiation strategy.
- Explains jet blue's strategy to use a combination of cost leadership and differentiation strategies at the same time in an integrated way helps it overcome any major drawbacks and risks associated with standalone individual strategies.
- Opines that jet blue's e190 decision provides significant synergies, continued efficiencies and differentiations and is well aligned with its existing cost leadership / differentiation business level strategy.
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- Explains the behavioural element of first and business class passengers is that they have a association of being in the higher classes.
- Analyzes how qantas promotes tourism by broadcasting the same television and print advertisement to both international and domestic customers with iconic images of australia.
- Explains that the airline industry has long attempted to segment the air travel market in order to effectively target its constituents.
- Explains the behavioural element of first and business class passengers is that they have a association of being in the higher classes.
- Analyzes how qantas promotes tourism by broadcasting the same television and print advertisement to both international and domestic customers with iconic images of australia.
- Explains that first class attracts high-income earners who are concerned with a high level of service and enjoy an air of exclusivity. business class is the most competitive among airlines and is seen most heavily marketed.
- Explains that psychographics explores demographics to uncover the reasons why patrons may choose one product over another. first and business class travellers are discerning to different levels of quality between airlines and can voice strong opinions.
- Analyzes keen, strand, maignan, and mason's research on indirect taxes on international aviation.
1010 wordsRead More - Jet Blue Airways Analysisanalytical essayJetBlue's management has numerous years of airline industry experience. The team members have catered to customers, they've been customers, and they have extensive backgrounds on what it takes to be successful in the industry.
In this essay, the author
- Explains jetblue airways corporation has been a rapidly growing discount airline and biggest success story in the industry by using its strong customer service considerations and low fares.
- Explains that david neeleman, ceo and director, began jetblue in 1999 and flying since 2000 after his previous airline company-morris air was brought by herb kelleher, the southwest airline founder.
- Explains that jetblue's strategy is developed around its core competencies. the company has a last-mover advantage and its information technology infrastructure and use has given it an sustainable competitive advantage.
- Explains jetblue airways corporation has been a rapidly growing discount airline and biggest success story in the industry by using its strong customer service considerations and low fares.
- Explains that david neeleman, ceo and director, began jetblue in 1999 and flying since 2000 after his previous airline company-morris air was brought by herb kelleher, the southwest airline founder.
- Explains that jetblue's strategy is developed around its core competencies. the company has a last-mover advantage and its information technology infrastructure and use has given it an sustainable competitive advantage.
- Explains that starting with a clean slate gave neeleman and president, coo david barger the advantage of handpicking management and supportive staff that reflected their vision. jetblue's management has numerous years of airline industry experience.
- Explains that 20 members of jetblue's management staff met for two days and settled on five core values: safety, caring, integrity, fun, and passion.
- Explains jetblue is different from other discount airlines. while southwest uses the same type of jet, jet blue planes accommodate 162 passengers versus southwest holds 135 passengers.
- Explains neeleman's decision to upholster every seat in leather, which costs $15,000 more per plane, and its workforce is nonunion.
- Analyzes how jetblue capitalized on southwest's strengths and implemented them into its strategic plan. the company adopted a corporate culture similar to southwest where employees are encouraged to take risks, enjoy themselves, and do anything to make customers happy.
- Explains that jetblue's leader in the discount airline category hasn't stopped neeleman from making sure his customers deserve the best.
- Explains that while other airline ceos are sleeping and counting money, david neeleman is constantly making sure his customer service is up to par. other airline employees are structured to deal go by procedure.
- Explains that mr. neeleman is an innovator and so is his airline. he made jetblue the only u.s. airline to be 100% ticketless.
- Explains that jetblue's target market was people who would drive or take an expensive coach flight. catering to passengers was always the key, but they also worked on attracting business professionals.
- Explains jetblue's branding strategy was integral to the startup process and has remained at the forefront. ceo neeleman wants to vault his startup airline into the ranks of the major airlines.
- Explains that jetblue is embarking on a big journey. in 2005, they hired 1,700 and 1,800 employees.
- Explains jetblue's operational recovery system, which allows selecting goals before rerouting planes, and calculates how much it would cost the company to do so.
- Explains that jetblue must standardize many things to avoid starting from scratch every time it enters a new market. everyone involved has access to the list on the corporate intranet.
- Explains that jetblue tries to balance rising costs for old planes and more senior employees. low cost remains a constant.
- Explains that in many companies, employees never really see who is in upper management. in jetblue, barger helps clean interior of the plane and load bags.
- Explains jetblue's strategy and competencies have allowed them to utilize both of michael porter’s generic strategies-differentiation and low cost. they remain competitive, and often the leader, in costs for passengers.
- Explains that jetblue's focus on technology has guided the company into opportunities such as paperless cockpits, electronic ticketing, internet booking, security features, touch-screen check in, and electronic bagging systems.
- Explains that if airport officials change runway configuration, pilots and dispatchers have to remain founded until they rework data figures by hand to calculate the weight and balance of the plane.
- Explains that jetblue saves 15 to 20 minutes per flight because of hp technology. airline companies make money only when their planes are in the air.
- Opines that jetblue has assured its immediate and short-term success with its current strategy and core competencies and its focus on technology utilization.
- Analyzes how jetblue has taken the airline industry by storm. the company's leadership has focused on providing the highest customer service and the very best physical assets all for the lowest industry costs.
- Believes jetblue should hold off on unionization until they feel it's optimal for the company. if they continue with excellent customer service and upper management getting in touch with crewmembers on a constant basis will move up into the #1 positions in all categories.
- Analyzes jetblue's top 10: it investments that the airline bet on.
1858 wordsRead More - Market Segmentation Of Airline Industryexplanatory essayThe target market of JetBlue airlines is customers who along with low cost seek services. The services provided by JetBlue included in-flight entertainment, TV on every seat, satellite radio, extra leg room, free unlimited snacks, and leather seats. The target market of JetBlue is also the leisure traveler, the low cost ticket seeking traveler, and the cost conscious business traveler. JetBlue has actually, posed a threat to the other low cost airlines like the Southwest Airlines.
In this essay, the author
- Explains market segmentation means dividing the market into distinct groups that have common needs and will respond similarly to marketing action. target market is the group of potential customers that the business wants to sell its products/services to.
- Explains the different ways in which the airline industry is segmented. the first form of segmentation is the area served by the airlines.
- Explains that jetblue airways has been affected by external factors, such as resentment towards union formation, technological improvements in maintaining aircraft, and a weak economy.
- Explains market segmentation means dividing the market into distinct groups that have common needs and will respond similarly to marketing action. target market is the group of potential customers that the business wants to sell its products/services to.
- Explains the different ways in which the airline industry is segmented. the first form of segmentation is the area served by the airlines.
- Explains that jetblue airways has been affected by external factors, such as resentment towards union formation, technological improvements in maintaining aircraft, and a weak economy.
- Explains the target market of southwest airlines is the customer who wants intercity connection at relatively low cost. jetblue is a low-cost, reliable airline that provides extra services to its passengers.
718 wordsRead More - Group Case Study: Jetblue Airlinesanalytical essayAn alternate strategy for JetBlue to return to profitability is to expand the market it services. A large part of JetBlue’s business is transporting cust...
In this essay, the author
- Explains that customer service is jetblue's opportunity as well as its strength. without a strategy, the initial success resulting from its commitment to exceeding customer expectations is in jeopardy.
- Opines that jetblue should continue to build customer trust while increasing brand recognition as a way to sustain and increase profits.
- Analyzes how jetblue focused on expansion during its initial success. profits realized at this time were used to acquire a larger fleet, expand routes, enlarge staff, and increase terminal space.
- Explains that customer service is jetblue's opportunity as well as its strength. without a strategy, the initial success resulting from its commitment to exceeding customer expectations is in jeopardy.
- Opines that jetblue should continue to build customer trust while increasing brand recognition as a way to sustain and increase profits.
- Analyzes how jetblue focused on expansion during its initial success. profits realized at this time were used to acquire a larger fleet, expand routes, enlarge staff, and increase terminal space.
- Proposes an alternate strategy for jetblue to return to profitability by expanding its services to latin america and the caribbean.
- Explains the advantages of expanding to the caribbean and latin american cities, including a low operating cost, high aircraft utilization, and low distribution costs.
- Opines that adding additional destinations to the caribbean and latin america will cause higher operating costs due to increased aircraft utilization.
- Opines that expanding to an underserved market where americans want to go to vacation can mean big profits for the company.
- Explains the threat of additional destinations is the price and availability of fuel in the caribbean and latin america. the increased costs of operating outside the country may reduce the company’s profit margin.
- Explains that jetblue was a small fish in the big pond when they launched. they set themselves apart from their larger competitors by advertising themselves as low cost carriers and value players.
- Explains that partnering with a larger airline would provide jetblue with several key strengths, such as flight destination options, and the option to upgrade to business or first-class style seating.
- Analyzes jetblue's potential weaknesses, such as having to pay commissions to whoever they were to merge with, and dissatisfied customers who were once loyal to the original model.
- Explains that jetblue can overcome these potential weaknesses in a couple ways. they can market themselves as the "underdog" and offer the same flights, but with the additional option of partnered flights.
- Explains that jetblue has experienced rapid expansion since they began business in 1999, but as obstacles came into play, their inefficiencies shined through.
- Opines that jetblue should partner with a major airline carrier to raise their profit.
- Explains that jetblue relies on their superior, high-quality customer service and their ability to offer lower fares. reduced operating costs through minimizing the need for large operating facilities and equipment, increasing efficiency, and low turnover rates contribute to a high level of employee satisfaction.
- Explains jetblue's decision to invest in luxurious aircraft, such as leather seats, uncommon legroom, and satellite tv at every seat. their belief in word-of-mouth advertising saves millions of dollars which other companies generally spend.
- Explains that jet blue's rapid expansion is its biggest internal weakness. the ice storm in 2007 made it clear that the communication and reservation system were seriously flawed.
- Describes jet blue's opportunities, such as coordinating flights with a major airline, reducing costs associated with advertising, and promoting low ticket prices.
- Explains that the instability of fuel costs is a constant threat to jet blue and the entire industry. independently owned lccs and new branches created by major airlines continue to enter into direct competition.
- Explains that jet blue airlines started offering products and services in 1999, with 24 channels of satellite television at every seat.
- Describes jet blue's partner airlines, including aer lingus, air china, asiana airlines, british airways, cape air, cathay pacific, china airlines and many more.
- Explains jet blue's true blue program, which is similar to delta sky miles and rewards customers for flying with the airline or its participating partners.
- Explains that jet blue offers free entertainment on board, complimentary beverages and snacks during flight services, and free checked baggage.
- Explains that jetblue's minimalist marketing strategy focused on providing an excellent service at a reasonable price rather than spending millions upon millions on large marketing budgets.
- Explains that jetblue, like most companies, didn't have an enormous budget to produce incredible marketing results. they needed to seek minimalist, creative ways of marketing themselves to a broader base of consumers.
- Explains how jetblue focused more on word-of-mouth advertising in the beginning. they believed that if they spent the money up-front on providing an exceptional flying experience, a ripple effect would begin.
- Explains that jetblue never went all-out with their marketing. they believed that by providing an excellent experience, they would not have to overspend on risky, potentially meaningless marketing campaigns.
- Explains that jetblue entered their market with the intent to be immediate innovators and set themselves apart from the other competition. after a few years, they shifted to defender strategy.
- Explains jetblue's success and financial turmoil after the 9/11 terrorist attacks. the airline acquired livetv, a company that maintains their in-flight satellite tv channels, and launched trueblue.
- Explains that jetblue's net income dropped from $19.54 million to $2.3 million, which contributed to the rise in fuel prices. the financial turmoil continued into 2006.
- Explains that jetblue airways hoped that higher revenues and lower costs would help it achieve savings of around $70 million by the end of 2007. they did not lay anyone off or furlough employees; they cut crew members’ hours and coo barger cut his base pay from $500,000 to $250,000 in 2008.
- Explains that jetblue is considered prospectors within miles and snow’s cellular organization model. they made their entrance utilizing market opportunities and have focused on product innovations such as interviewdirect to expedite the hiring process.
- Analyzes how jetblue offered flexible scheduling to increase employee satisfaction and eliminate excess space for call centers. the at-home reservation agents were effective in increasing customer service and satisfaction, but the overall database management system lacking cohesiveness.
- Explains that jetblue airways' administration saw changes as a result of its faltering operations. they hired chief operations officer russell chew and replaced former ceo david neeleman with david barger, also president.
- Concludes that jetblue shines above other lcc’s and major carriers because of their drive and focus on customer satisfaction.
- Explains that jetblue airlines was founded in 1999 by david neeleman and was considered a ‘value player’ due to its combination of value-added services and low fares. their strategy was to use new airplanes with leather seats, an uncommon amount of legroom, and free satellite tv at every seat.
- Explains how jetblue's success in the early years began to slip when their focus on expansion and future profits stretched the company’s operations so thin that cracks appeared, even before the ice storm led to the breakdown in 2007.
- Explains that jetblue's faltering operations led them to reorganize their management, which signified a change in strategy and rallied the shareholders.
- Analyzes the management of jetblue from its founding until the major breakdown of operations in 2007. neeleman ran the company as a ‘question mark’ with high upfront costs to bring in higher profits later on.
- Analyzes how jetblue delayed cancellations leaving hundreds of passengers stranded at the airports. the storm led to about 1,000 canceled flights in five days.
- Explains how jetblue moved from a ‘question mark’ approach to'star' approach, developing customer bill of rights while improving technology and operations.
- Explains that jetblue was one of the most profitable low-cost carriers operating in the u.s.
- Explains that jetblue operated minimal flights in the northeast, west coast, and florida, avoiding congested airports and direct flights, which kept customers happy and added to their profits.
- Explains jetblue's strategy to use new airplanes with leather seats, an uncommon amount of legroom, free satellite tv at every seat, leverage technology to reduce "paper" work and employee workforce, and offer top-notch personal service.
- Explains that jetblue is one of the leading airlines to use social media to interact with their customers.
- Explains that jet blue is blue ribbon service when traveling, american consumer news, retrieved april 22, 2014.
- Explains that jetblue's c.e.o. is 'mortified' after fliers are stranded.
- Explains jetblue sees an opportunity to mine fort lauderdale as spiritturns its attention elsewhere.
- Explains that jetblue's management meltdown has been cited by cio insight.
- Explains that jetblue knows how to communicate with customers in social, and when to shut.
- Cites gunther, m. (2009, september 3). nothing blue about jetblue. cnnmoney.
- Explains that jetblue airways annual report (2006) is available from http://investor.jetblue.com/phoenix.zhtml. jet blue airways: true blue (2014).
- Describes the jetblue investor relations press release, which was released on march 7, 2007.
- Analyzes how jetblue airways' vp marketing reveals her five budgetmarketing lessons.
- Cites true blue rocketmiles, retrieved on april 22, 2014. calling jetblue. fast company.
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