Jet blue airline informaion
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jetBlue Airlines Information
Searching for cheap airfare? Book your JetBlue Airways' tickets at farecopy.com only after comparing it with other sites. FareCopy.com, one-stop for cheap airfare
Media Plan: Jet Blue
This is a Media Plan that I did for the client jetBLue. This was a project in my media planning class for Grady the school of Journalism and Mass Communication.
C-208 CASE 28 JETBLUE AIRWAYS CORPORATION GETTING OVER THE BLUES.docx
C-208 CASE 28 JETBLUE AIRWAYS CORPORATION: GETTING OVER THE “BLUES”? *
In 2017 JetBlue faced challenges that included rising fuel prices, troubling technical disruptions, and declining quality of the flying experience. Since the beginning of 2016, JetBlue had enjoyed low fuel prices that helped increase their earnings about 18 percent during the second quarter of 2016,1 but the company experienced technical issues that caused booking problems and resulted in delays, as well as bad publicity. In order to cope with the likelihood of a rise in future fuel prices, JetBlue undertook massive cost reductions by investing in cabin restyling, for instance, adding more seats to JetBlue’s A320 airplanes. However, the shrinking legroom that accompanied the cabin restyling was despised by passengers, which posed a problem for an airline that had once offered customers a captivating (as opposed to a captive) flying experience. To meet the challenges, new CEO Robin Hayes orchestrated various initiatives that the company planned to take through 2017. Those initiatives included wider fare options, enhanced Mint services, cabin restyling, new lines of JetBlue credit cards, and partnerships with other airlines.2 The founding CEO of JetBlue, David Neeleman, had been ousted by the board of directors after a notorious event when an ice storm severely disrupted the airline’s operations.3 In 2007, Dave Barger, an employee since the inception of JetBlue in 1998, became the second CEO of the company. Ultimately Barger was pressured to step down amid constantly depressed stock prices. In February 2015, Robin Hayes took charge of the company as its third chief executive. Hayes was the executive vice president of British Airways for the Americas before joining JetBlue in August 2008. Having worked for about 25 years and having extensive experience in the airline industry, Hayes was considered an optimal choice to become the third chief executive of Jet Blue.
The U.S. Airline Industry
The U.S. airline industry consists of three primary segments: major airlines, regional airlines, and low-fare airlines. Major U.S. airlines, as defined by the Department of Transportation, are those with annual revenues of over $1 billion. Most major airlines utilize the hub-and-spoke route system. In this system, the operations are concentrated in a limited number of hub cities, while other destinations are served by providing one-stop or connecting service through the hub. Scheduled flights serve most large cities within the United States and abroad and also serve numerous smaller cities. Regional airlines typically operate smaller aircraft on lower-volume routes than do major airlines. They typically enter into relationships with major airlines and carry their passengers on the “spoke”—that is, between a hub or larger city and a smaller city. Unlike the low-fare airlines, the regional airlines do not have an independent route system. Deregulation of the U.S. airline industry in 1978 ushe.
JetBlue Media Plan Book
Developed a media plan for jetBlue Airways, including run schedule, media used, target market, locations based on a budget with three other students for a Media Planning class. Designed: Fall 2014
Media Planning: JetBlue
This comprehensive media plan was the final project for my Media Planning course at Ithaca College.
Professor: Paula Tarallo
Team Members: Leonard Slutsky, Sabrina Knight, Suzy Balk
Jetblue
this is a case about jet blue.how jet blue change its strategy to recover its sales r customers..what features they revise or how they satisfy their customers
Recommended
jetBlue Airlines Information
Searching for cheap airfare? Book your JetBlue Airways' tickets at farecopy.com only after comparing it with other sites. FareCopy.com, one-stop for cheap airfare
Media Plan: Jet Blue
This is a Media Plan that I did for the client jetBLue. This was a project in my media planning class for Grady the school of Journalism and Mass Communication.
C-208 CASE 28 JETBLUE AIRWAYS CORPORATION GETTING OVER THE BLUES.docx
C-208 CASE 28 JETBLUE AIRWAYS CORPORATION: GETTING OVER THE “BLUES”? *
In 2017 JetBlue faced challenges that included rising fuel prices, troubling technical disruptions, and declining quality of the flying experience. Since the beginning of 2016, JetBlue had enjoyed low fuel prices that helped increase their earnings about 18 percent during the second quarter of 2016,1 but the company experienced technical issues that caused booking problems and resulted in delays, as well as bad publicity. In order to cope with the likelihood of a rise in future fuel prices, JetBlue undertook massive cost reductions by investing in cabin restyling, for instance, adding more seats to JetBlue’s A320 airplanes. However, the shrinking legroom that accompanied the cabin restyling was despised by passengers, which posed a problem for an airline that had once offered customers a captivating (as opposed to a captive) flying experience. To meet the challenges, new CEO Robin Hayes orchestrated various initiatives that the company planned to take through 2017. Those initiatives included wider fare options, enhanced Mint services, cabin restyling, new lines of JetBlue credit cards, and partnerships with other airlines.2 The founding CEO of JetBlue, David Neeleman, had been ousted by the board of directors after a notorious event when an ice storm severely disrupted the airline’s operations.3 In 2007, Dave Barger, an employee since the inception of JetBlue in 1998, became the second CEO of the company. Ultimately Barger was pressured to step down amid constantly depressed stock prices. In February 2015, Robin Hayes took charge of the company as its third chief executive. Hayes was the executive vice president of British Airways for the Americas before joining JetBlue in August 2008. Having worked for about 25 years and having extensive experience in the airline industry, Hayes was considered an optimal choice to become the third chief executive of Jet Blue.
The U.S. Airline Industry
The U.S. airline industry consists of three primary segments: major airlines, regional airlines, and low-fare airlines. Major U.S. airlines, as defined by the Department of Transportation, are those with annual revenues of over $1 billion. Most major airlines utilize the hub-and-spoke route system. In this system, the operations are concentrated in a limited number of hub cities, while other destinations are served by providing one-stop or connecting service through the hub. Scheduled flights serve most large cities within the United States and abroad and also serve numerous smaller cities. Regional airlines typically operate smaller aircraft on lower-volume routes than do major airlines. They typically enter into relationships with major airlines and carry their passengers on the “spoke”—that is, between a hub or larger city and a smaller city. Unlike the low-fare airlines, the regional airlines do not have an independent route system. Deregulation of the U.S. airline industry in 1978 ushe.
JetBlue Media Plan Book
Developed a media plan for jetBlue Airways, including run schedule, media used, target market, locations based on a budget with three other students for a Media Planning class. Designed: Fall 2014
Media Planning: JetBlue
This comprehensive media plan was the final project for my Media Planning course at Ithaca College.
Professor: Paula Tarallo
Team Members: Leonard Slutsky, Sabrina Knight, Suzy Balk
Jetblue
this is a case about jet blue.how jet blue change its strategy to recover its sales r customers..what features they revise or how they satisfy their customers
STANFORD GRADUATE SCHOOL OF BUSINESS JETBLUE AIRWAYS .docx
STANFORD
GRADUATE SCHOOL OF BUSINESS
JETBLUE AIRWAYS: A NEW BEGINNING
CASE: L-17
DATE: 9/13/10
If we were going to change on this magnitude as quickly as we were trying to, we had to involve
everybody that did the work in the work.
-Rob Maruster, JetBlue Airways Chief Operating Officer
1
An ice storm bit JFK Airport in New York on February 10, 2010, severely reducing airport
capacity for more than 24 hours. The day before the storm hit, JetBlue Airways, based at JFK,
had cancelled 386 flights scheduled for the following day, including all 261 flights scheduled to
take off from JFK. The cancellation decision was made well in advance, based on weather
forecasts-passengers and aircrews were notified up to 36 hours before their flights. Since
passengers on cancelled flights did not come to the airport, the level of stress generally
experienced when boarding areas were full of people impacted by cancelled or delayed flights
was greatly reduced. The airline adjusted plans for airplanes and aircrews so that it could
quickly recover once the storm passed. The next day, operations resumed in an orderly way,
although another 138 flights were cancelled.
2
The schedule was completely back to normal two
days after the storm.
This was a far cry from the impact of a six-hour ice storm three years earlier. That event, called
by some the "Valentine's Day Massacre," had stranded nine JetBlue planes, full of passengers,
on the tarmac for more than six hours. The company had delayed making cancellations, hoping
the weather would clear, but eventually had to cancel 1,195 flights over a period of six days,
costing about $41 million.
3
JetBlue was pilloried in the press and called before Congress-a
shocking turn of events for a company predicated on the idea of "bringing humanity back to air
travel," and consistently rated as one of the best (if not the best) airline for passenger service.
1
Quotations are from interviews with the author (Hoyt) unless otherwise specified.
2
Cancellation statistics from JetBlue Airways.
3
John Harvey, JetBlue CFO, in "QI 2007 JetBlue Airways Earnings Conference Call-Final," Voxant FD Wire,
A ril 24, 2007.
David Hoyt and Professors Charles O'Reilly, Hayagreeva Rao, and Robert Sutton prepared this case as the basis for
class discussion rather than to illustrate either effective or ineffective handling of an administrative situation.
Copyright © 2010 by the Board of Trustees of the Leland Stanford Junior University. All rights reserved. To order
copies or request permission to reproduce materials, e-mail the Case Writing Office at: [email protected] or
write: Case Writing Office, Stanford Graduate School of Business, 518 Memorial Way, Stanford University,
Stanford, CA 94305-5015. No part of this publication may be reproduced, stored in a retrieval system, used in a
spreadsheet, or transmitted in any form or by any means - electronic, mechanical, photocopying, recording, or
otherw.
Jet Blue Advertising Campaign
I recently graduated from Penn State University with a degree in Advertising and a minor in Business. I worked with four students during the Fall semester of my senior year in completing an Advertising campaign for JetBlue Airlines.
jetBlue Media Plan Book
For my media planning course we had to create a hypothetical media plan for jetBlue.
UV2512 Rev. Aug. 3, 2017 This case was prepared by .docx
UV2512
Rev. Aug. 3, 2017
This case was prepared by Professor Michael J. Schill with the assistance and cooperation of John Owen (JetBlue), Garth Monroe (MBA ’05), and
Cheng Cui (MBA ’04). It was written as a basis for class discussion rather than to illustrate effective or ineffective handling of an administrative
situation. Copyright © 2003 by the University of Virginia Darden School Foundation, Charlottesville, VA. All rights reserved. To order copies, send an e-
mail to [email protected] No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form
or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of the Darden School Foundation.
JetBlue Airways IPO Valuation
My neighbor called me the other day and she said, “You have an interesting little boy.” Turns out, the other
day she asked my son Daniel what he wanted for Christmas. And he said, “I want some stock.” “Stock?”
she said. “Don’t you want video games or anything?” “Nope,” he said. “I just want stock. JetBlue stock.”
—David Neeleman
CEO and Founder, JetBlue Airways
It was April 11, 2002, barely two years since the first freshly painted JetBlue plane had been rolled out at
the company’s home base at New York City’s John F. Kennedy Airport (JFK). JetBlue’s first years had been
good ones. Despite the challenges facing the U.S. airline industry following the terrorist attacks of September
2001, the company remained profitable and was growing aggressively. To support JetBlue’s growth trajectory
and offset portfolio losses by its venture-capital investors, management was ready to raise additional capital
through a public equity offering. Exhibit 1 through Exhibit 4 provide selections from JetBlue’s initial public
offering (IPO) prospectus, required by the SEC to inform investors about the details of the equity offering.
After nearly two weeks of road-show meetings with the investment community, the JetBlue management
team had just finished its final investor presentation and was heading for Chicago’s Midway Airport. With
representatives of co-lead manager Morgan Stanley and the JetBlue board patched in on a conference call, it
was time for the group to come to an agreement on the offering price of the new shares. The initial price
range for JetBlue shares, communicated to potential investors, was $22 to $24. Facing sizable excess demand
for the 5.5 million shares planned for the IPO, management had recently filed an increase in the offering’s
price range ($25 to $26). But even at that price range, most of the group thought the stock faced “blow-out”
demand. After months of preparation, it was time to set the price. The underwriters were anxious to
distribute the shares that evening, and NASDAQ was prepared for JBLU (the company’s ticker symbol) to
begin trading on the exchange in the morning.
JetBlue Airways
In July 1999, David Neeleman, ...
Jet Blue case study
A teaching case study about Jet Blue's problems during the ice storm, written by Dr. Joe Brennan and Dr. Felicia Morgan.
Case 4 JetBlue Delighting Customers Through Happy JettingIn the.docx
Case 4 JetBlue: Delighting Customers Through Happy Jetting
In the early years, JetBlue was a thriving young airline with a strong reputation for outstanding service. In fact, the low-fare airline referred to itself as a customer service company that just happened to fly planes. But on a Valentine’s Day, JetBlue was hit by the perfect storm, literally, of events that led to an operational meltdown. One of the most severe storms of the decade covered JetBlue’s main hub at New York’s John F. Kennedy International Airport with a thick layer of snow and ice. JetBlue did not have the infrastructure to deal with such a crisis. The severity of the storm, coupled with a series of poor management decisions, left JetBlue passengers stranded in planes on the runway for up to 11 hours. Worse still, the ripple effect of the storm created major JetBlue flight disruptions for six more days. Understandably, customers were livid. JetBlue’s efforts to clean up the mess following the six-day Valentine’s Day nightmare cost over $30 million in overtime, flight refunds, vouchers for future travel, and other expenses. But the blow to the company’s previously stellar customer-service reputation stung far more than the financial fallout. JetBlue became the butt of jokes by late night talk show hosts. Some industry observers even predicted that this would be the end
of JetBlue. But just three years later, the company is not only still flying, it is growing, profitable, and hotter than ever. During a serious economic downturn competing airlines were cut routes, retiring aircraft, laying off employees, and lost money. JetBlue added planes, expanded into new cities, hired thousands of new employees, and turning profits.
Truly Customer Focused What’s the secret to JetBlue’s success? Quite simply, it’s an obsession with making sure that every customer experience lives up to the company slogan, “Happy Jetting.” Lots of companies say they focus on customers. But at JetBlue, customer well-being is ingrained in the culture. From the beginning, JetBlue set out to provide features that would delight customers. For example, most air travelers expect to be squashed when flying coach. But JetBlue has configured its seats with three more inches of legroom than the average airline seat. That may not sound like much. But those three inches allow six-foot three-inch Arianne Cohen, author of The Tall Book: A Celebration of Life from on High, to stretch out and even cross her legs. If that’s not enough, for as little as $10 per flight, travelers can reserve one of JetBlue’s “Even More Legroom” seats, which offer even more space and a flatter recline position. Add the fact that every JetBlue seat is well padded and covered in leather, and you already have an air travel experience that rivals first-class accommodations (something JetBlue doesn’t offer). Food and beverage is another perk that JetBlue customers enjoy. The airline doesn’t serve meals, but it offers the best selection of free ...
Case 4 JetBlue Delighting Customers Through Happy JettingIn the.docx
Case 4 JetBlue: Delighting Customers Through Happy Jetting
In the early years, JetBlue was a thriving young airline with a strong reputation for outstanding service. In fact, the low-fare airline referred to itself as a customer service company that just happened to fly planes. But on a Valentine’s Day, JetBlue was hit by the perfect storm, literally, of events that led to an operational meltdown. One of the most severe storms of the decade covered JetBlue’s main hub at New York’s John F. Kennedy International Airport with a thick layer of snow and ice. JetBlue did not have the infrastructure to deal with such a crisis. The severity of the storm, coupled with a series of poor management decisions, left JetBlue passengers stranded in planes on the runway for up to 11 hours. Worse still, the ripple effect of the storm created major JetBlue flight disruptions for six more days. Understandably, customers were livid. JetBlue’s efforts to clean up the mess following the six-day Valentine’s Day nightmare cost over $30 million in overtime, flight refunds, vouchers for future travel, and other expenses. But the blow to the company’s previously stellar customer-service reputation stung far more than the financial fallout. JetBlue became the butt of jokes by late night talk show hosts. Some industry observers even predicted that this would be the end
of JetBlue. But just three years later, the company is not only still flying, it is growing, profitable, and hotter than ever. During a serious economic downturn competing airlines were cut routes, retiring aircraft, laying off employees, and lost money. JetBlue added planes, expanded into new cities, hired thousands of new employees, and turning profits.
Truly Customer Focused What’s the secret to JetBlue’s success? Quite simply, it’s an obsession with making sure that every customer experience lives up to the company slogan, “Happy Jetting.” Lots of companies say they focus on customers. But at JetBlue, customer well-being is ingrained in the culture. From the beginning, JetBlue set out to provide features that would delight customers. For example, most air travelers expect to be squashed when flying coach. But JetBlue has configured its seats with three more inches of legroom than the average airline seat. That may not sound like much. But those three inches allow six-foot three-inch Arianne Cohen, author of The Tall Book: A Celebration of Life from on High, to stretch out and even cross her legs. If that’s not enough, for as little as $10 per flight, travelers can reserve one of JetBlue’s “Even More Legroom” seats, which offer even more space and a flatter recline position. Add the fact that every JetBlue seat is well padded and covered in leather, and you already have an air travel experience that rivals first-class accommodations (something JetBlue doesn’t offer). Food and beverage is another perk that JetBlue customers enjoy. The airline doesn’t serve meals, but it offers the best selection of free.
Sun Country Airlines Flight Change Policy | Airlines Ticket Policy
Sun Country Airlines Flight Change Policy - Changing the scheduled itinerary is no less than a terrific experience. People enjoy a blissful mood after having a confirmed booking with the airline but suddenly get distressed following unpleasant events. Thus guide intends to portray the comprehensive analysis of the Sun Country Airlines booking change policy to reveal essential guidelines and other mandatory rules for passengers. Moreover, they can also approach industry experts at the toll-free customer support number 1-888-974-1691.
Jet Blue : A Strategic Management Case Study
A case study presentation on Strategic Management in JetBlue airways in book of Strategic Management by Michael A Hitt
Southwest AirlinesBusiness model Low cost, low-fare.docx
Southwest Airlines
Business model: Low cost, low-fare
Competitive outlook: Evolver, Uncertain
Of the three carriers covered in this post, Southwest Airlines is perhaps the most vulnerable to understanding its overall strategic fit in serving the domestic US market, along with its slowly growing trans-border market served via subsidiary carrier AirTran.
The harsh reality is, Southwest is the oldest low-cost carrier and the largest domestic US carrier. It celebrated its 40th birthday earlier this decade, and operates a fleet of nearly 700 aircraft. While it's cost base is still below that of JetBlue's at 6.76 cents for 2012, it's passenger unit revenue growth was relatively flat at 2.6%, while JetBlue's was 3.6%. Couple this with pressure mounting from legacy US carriers that have been able to lower their unit costs through Chapter 11 reorganizations and consolidation, and the situation is slightly worrisome. When American Airlines filed for bankruptcy in November 2011, Southwest CEO Gary Kelly sent out a memo to all employees that great customer service could not overcome high costs, and that lowering them became a high priority for the airline.
Revenue growth is also going to be a huge area of consideration. As stated above, much of Southwest's areas of critical need can be exposed by pointing towards competitor JetBlue. From a product perspective, JetBlue offers up-sells and frills that appeal to the business traveler: priority boarding, seat selection, extra legroom, security-screening, second checked bag and some premium products such as movies. Southwest offers few similar, overlapping amenities, and also misses out on revenue by not charging for change and cancellation fees, although it recently stated plans to implement a no-show fee. Passengers traveling on subsidiary AirTran branded flights still pay luggage fees, which the carrier will continue to collect until both airlines are fully integrated. No final decisions have been announced as to which checked bag policy will prevail over the other once they are merged.
Network growth is also a challenge. Unlike JetBlue, and to a lesser degree, Spirit, Southwest's growth into international markets is retarded by a much more conservative mindset and roll-out strategy. International services can only be supported on AirTran's infrastructure, but the carrier is slowly building up new services to markets in Mexico and the Caribbean from a diversified portfolio of gateway cities in California, Colorado, Florida, Illinois and Texas. However, many of the new nonstop city parings announced have pre-existing competition.
Finally, the AirTran acquisition was strategic in allowing Southwest to expand its network in a low-profile manner, launching its first international push and gaining access to Atlanta. However, the acquisition has not been painless; Southwest has cut many of AirTran's services to under-performing, smaller markets and de-hubbed Atlanta. It has also removed AirTran's Busin.
JetBlue Media Plan
A mock media plan by Manda Goldberg, Conor Paratore, Spencer Pereira, and Daniel Snyder created for a Media Planning course at Ithaca College in December 2014.
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Assessing the Influence of Transportation on the Tourism Industry in Nigeria
This research dissertation investigates the complex interplay between transportation and the tourism industry in Nigeria, aiming to unravel critical insights that contribute to the enhancement of the overall tourist experience. The study employs a multi-faceted approach, literature review establishes a robust theoretical framework, incorporating The Service Quality and Satisfaction Theory to guide the research questions and hypotheses.
The methodology involves the distribution of a structured questionnaire, ensuring a representative sample and facilitating a comprehensive analysis of the gathered data.
Key findings include the nuanced perceptions of transportation infrastructure adequacy, safety and security concerns, financial influences on travel decisions, and the cultural and ecological impacts of transportation choices. These findings culminate in a comprehensive set of recommendations for policymakers and practitioners in the Nigerian tourism industry. The findings contribute to the existing literature by providing actionable insights for policymakers, stakeholders, and researchers in the Nigerian tourism sector.
The recommendations encompass gender-sensitive planning, infrastructure enhancements, safety measures, and strategic interventions to address financial constraints, ensuring a holistic and sustainable development of the tourism industry in Nigeria.
Author: Imafidon Osademwingie Martins
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STANFORD GRADUATE SCHOOL OF BUSINESS JETBLUE AIRWAYS .docx
STANFORD
GRADUATE SCHOOL OF BUSINESS
JETBLUE AIRWAYS: A NEW BEGINNING
CASE: L-17
DATE: 9/13/10
If we were going to change on this magnitude as quickly as we were trying to, we had to involve
everybody that did the work in the work.
-Rob Maruster, JetBlue Airways Chief Operating Officer
1
An ice storm bit JFK Airport in New York on February 10, 2010, severely reducing airport
capacity for more than 24 hours. The day before the storm hit, JetBlue Airways, based at JFK,
had cancelled 386 flights scheduled for the following day, including all 261 flights scheduled to
take off from JFK. The cancellation decision was made well in advance, based on weather
forecasts-passengers and aircrews were notified up to 36 hours before their flights. Since
passengers on cancelled flights did not come to the airport, the level of stress generally
experienced when boarding areas were full of people impacted by cancelled or delayed flights
was greatly reduced. The airline adjusted plans for airplanes and aircrews so that it could
quickly recover once the storm passed. The next day, operations resumed in an orderly way,
although another 138 flights were cancelled.
2
The schedule was completely back to normal two
days after the storm.
This was a far cry from the impact of a six-hour ice storm three years earlier. That event, called
by some the "Valentine's Day Massacre," had stranded nine JetBlue planes, full of passengers,
on the tarmac for more than six hours. The company had delayed making cancellations, hoping
the weather would clear, but eventually had to cancel 1,195 flights over a period of six days,
costing about $41 million.
3
JetBlue was pilloried in the press and called before Congress-a
shocking turn of events for a company predicated on the idea of "bringing humanity back to air
travel," and consistently rated as one of the best (if not the best) airline for passenger service.
1
Quotations are from interviews with the author (Hoyt) unless otherwise specified.
2
Cancellation statistics from JetBlue Airways.
3
John Harvey, JetBlue CFO, in "QI 2007 JetBlue Airways Earnings Conference Call-Final," Voxant FD Wire,
A ril 24, 2007.
David Hoyt and Professors Charles O'Reilly, Hayagreeva Rao, and Robert Sutton prepared this case as the basis for
class discussion rather than to illustrate either effective or ineffective handling of an administrative situation.
Copyright © 2010 by the Board of Trustees of the Leland Stanford Junior University. All rights reserved. To order
copies or request permission to reproduce materials, e-mail the Case Writing Office at: [email protected] or
write: Case Writing Office, Stanford Graduate School of Business, 518 Memorial Way, Stanford University,
Stanford, CA 94305-5015. No part of this publication may be reproduced, stored in a retrieval system, used in a
spreadsheet, or transmitted in any form or by any means - electronic, mechanical, photocopying, recording, or
otherw.
Jet Blue Advertising Campaign
I recently graduated from Penn State University with a degree in Advertising and a minor in Business. I worked with four students during the Fall semester of my senior year in completing an Advertising campaign for JetBlue Airlines.
jetBlue Media Plan Book
For my media planning course we had to create a hypothetical media plan for jetBlue.
UV2512 Rev. Aug. 3, 2017 This case was prepared by .docx
UV2512
Rev. Aug. 3, 2017
This case was prepared by Professor Michael J. Schill with the assistance and cooperation of John Owen (JetBlue), Garth Monroe (MBA ’05), and
Cheng Cui (MBA ’04). It was written as a basis for class discussion rather than to illustrate effective or ineffective handling of an administrative
situation. Copyright © 2003 by the University of Virginia Darden School Foundation, Charlottesville, VA. All rights reserved. To order copies, send an e-
mail to [email protected] No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form
or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of the Darden School Foundation.
JetBlue Airways IPO Valuation
My neighbor called me the other day and she said, “You have an interesting little boy.” Turns out, the other
day she asked my son Daniel what he wanted for Christmas. And he said, “I want some stock.” “Stock?”
she said. “Don’t you want video games or anything?” “Nope,” he said. “I just want stock. JetBlue stock.”
—David Neeleman
CEO and Founder, JetBlue Airways
It was April 11, 2002, barely two years since the first freshly painted JetBlue plane had been rolled out at
the company’s home base at New York City’s John F. Kennedy Airport (JFK). JetBlue’s first years had been
good ones. Despite the challenges facing the U.S. airline industry following the terrorist attacks of September
2001, the company remained profitable and was growing aggressively. To support JetBlue’s growth trajectory
and offset portfolio losses by its venture-capital investors, management was ready to raise additional capital
through a public equity offering. Exhibit 1 through Exhibit 4 provide selections from JetBlue’s initial public
offering (IPO) prospectus, required by the SEC to inform investors about the details of the equity offering.
After nearly two weeks of road-show meetings with the investment community, the JetBlue management
team had just finished its final investor presentation and was heading for Chicago’s Midway Airport. With
representatives of co-lead manager Morgan Stanley and the JetBlue board patched in on a conference call, it
was time for the group to come to an agreement on the offering price of the new shares. The initial price
range for JetBlue shares, communicated to potential investors, was $22 to $24. Facing sizable excess demand
for the 5.5 million shares planned for the IPO, management had recently filed an increase in the offering’s
price range ($25 to $26). But even at that price range, most of the group thought the stock faced “blow-out”
demand. After months of preparation, it was time to set the price. The underwriters were anxious to
distribute the shares that evening, and NASDAQ was prepared for JBLU (the company’s ticker symbol) to
begin trading on the exchange in the morning.
JetBlue Airways
In July 1999, David Neeleman, ...
Jet Blue case study
A teaching case study about Jet Blue's problems during the ice storm, written by Dr. Joe Brennan and Dr. Felicia Morgan.
Case 4 JetBlue Delighting Customers Through Happy JettingIn the.docx
Case 4 JetBlue: Delighting Customers Through Happy Jetting
In the early years, JetBlue was a thriving young airline with a strong reputation for outstanding service. In fact, the low-fare airline referred to itself as a customer service company that just happened to fly planes. But on a Valentine’s Day, JetBlue was hit by the perfect storm, literally, of events that led to an operational meltdown. One of the most severe storms of the decade covered JetBlue’s main hub at New York’s John F. Kennedy International Airport with a thick layer of snow and ice. JetBlue did not have the infrastructure to deal with such a crisis. The severity of the storm, coupled with a series of poor management decisions, left JetBlue passengers stranded in planes on the runway for up to 11 hours. Worse still, the ripple effect of the storm created major JetBlue flight disruptions for six more days. Understandably, customers were livid. JetBlue’s efforts to clean up the mess following the six-day Valentine’s Day nightmare cost over $30 million in overtime, flight refunds, vouchers for future travel, and other expenses. But the blow to the company’s previously stellar customer-service reputation stung far more than the financial fallout. JetBlue became the butt of jokes by late night talk show hosts. Some industry observers even predicted that this would be the end
of JetBlue. But just three years later, the company is not only still flying, it is growing, profitable, and hotter than ever. During a serious economic downturn competing airlines were cut routes, retiring aircraft, laying off employees, and lost money. JetBlue added planes, expanded into new cities, hired thousands of new employees, and turning profits.
Truly Customer Focused What’s the secret to JetBlue’s success? Quite simply, it’s an obsession with making sure that every customer experience lives up to the company slogan, “Happy Jetting.” Lots of companies say they focus on customers. But at JetBlue, customer well-being is ingrained in the culture. From the beginning, JetBlue set out to provide features that would delight customers. For example, most air travelers expect to be squashed when flying coach. But JetBlue has configured its seats with three more inches of legroom than the average airline seat. That may not sound like much. But those three inches allow six-foot three-inch Arianne Cohen, author of The Tall Book: A Celebration of Life from on High, to stretch out and even cross her legs. If that’s not enough, for as little as $10 per flight, travelers can reserve one of JetBlue’s “Even More Legroom” seats, which offer even more space and a flatter recline position. Add the fact that every JetBlue seat is well padded and covered in leather, and you already have an air travel experience that rivals first-class accommodations (something JetBlue doesn’t offer). Food and beverage is another perk that JetBlue customers enjoy. The airline doesn’t serve meals, but it offers the best selection of free ...
Case 4 JetBlue Delighting Customers Through Happy JettingIn the.docx
Case 4 JetBlue: Delighting Customers Through Happy Jetting
In the early years, JetBlue was a thriving young airline with a strong reputation for outstanding service. In fact, the low-fare airline referred to itself as a customer service company that just happened to fly planes. But on a Valentine’s Day, JetBlue was hit by the perfect storm, literally, of events that led to an operational meltdown. One of the most severe storms of the decade covered JetBlue’s main hub at New York’s John F. Kennedy International Airport with a thick layer of snow and ice. JetBlue did not have the infrastructure to deal with such a crisis. The severity of the storm, coupled with a series of poor management decisions, left JetBlue passengers stranded in planes on the runway for up to 11 hours. Worse still, the ripple effect of the storm created major JetBlue flight disruptions for six more days. Understandably, customers were livid. JetBlue’s efforts to clean up the mess following the six-day Valentine’s Day nightmare cost over $30 million in overtime, flight refunds, vouchers for future travel, and other expenses. But the blow to the company’s previously stellar customer-service reputation stung far more than the financial fallout. JetBlue became the butt of jokes by late night talk show hosts. Some industry observers even predicted that this would be the end
of JetBlue. But just three years later, the company is not only still flying, it is growing, profitable, and hotter than ever. During a serious economic downturn competing airlines were cut routes, retiring aircraft, laying off employees, and lost money. JetBlue added planes, expanded into new cities, hired thousands of new employees, and turning profits.
Truly Customer Focused What’s the secret to JetBlue’s success? Quite simply, it’s an obsession with making sure that every customer experience lives up to the company slogan, “Happy Jetting.” Lots of companies say they focus on customers. But at JetBlue, customer well-being is ingrained in the culture. From the beginning, JetBlue set out to provide features that would delight customers. For example, most air travelers expect to be squashed when flying coach. But JetBlue has configured its seats with three more inches of legroom than the average airline seat. That may not sound like much. But those three inches allow six-foot three-inch Arianne Cohen, author of The Tall Book: A Celebration of Life from on High, to stretch out and even cross her legs. If that’s not enough, for as little as $10 per flight, travelers can reserve one of JetBlue’s “Even More Legroom” seats, which offer even more space and a flatter recline position. Add the fact that every JetBlue seat is well padded and covered in leather, and you already have an air travel experience that rivals first-class accommodations (something JetBlue doesn’t offer). Food and beverage is another perk that JetBlue customers enjoy. The airline doesn’t serve meals, but it offers the best selection of free.
Sun Country Airlines Flight Change Policy | Airlines Ticket Policy
Sun Country Airlines Flight Change Policy - Changing the scheduled itinerary is no less than a terrific experience. People enjoy a blissful mood after having a confirmed booking with the airline but suddenly get distressed following unpleasant events. Thus guide intends to portray the comprehensive analysis of the Sun Country Airlines booking change policy to reveal essential guidelines and other mandatory rules for passengers. Moreover, they can also approach industry experts at the toll-free customer support number 1-888-974-1691.
Jet Blue : A Strategic Management Case Study
A case study presentation on Strategic Management in JetBlue airways in book of Strategic Management by Michael A Hitt
Southwest AirlinesBusiness model Low cost, low-fare.docx
Southwest Airlines
Business model: Low cost, low-fare
Competitive outlook: Evolver, Uncertain
Of the three carriers covered in this post, Southwest Airlines is perhaps the most vulnerable to understanding its overall strategic fit in serving the domestic US market, along with its slowly growing trans-border market served via subsidiary carrier AirTran.
The harsh reality is, Southwest is the oldest low-cost carrier and the largest domestic US carrier. It celebrated its 40th birthday earlier this decade, and operates a fleet of nearly 700 aircraft. While it's cost base is still below that of JetBlue's at 6.76 cents for 2012, it's passenger unit revenue growth was relatively flat at 2.6%, while JetBlue's was 3.6%. Couple this with pressure mounting from legacy US carriers that have been able to lower their unit costs through Chapter 11 reorganizations and consolidation, and the situation is slightly worrisome. When American Airlines filed for bankruptcy in November 2011, Southwest CEO Gary Kelly sent out a memo to all employees that great customer service could not overcome high costs, and that lowering them became a high priority for the airline.
Revenue growth is also going to be a huge area of consideration. As stated above, much of Southwest's areas of critical need can be exposed by pointing towards competitor JetBlue. From a product perspective, JetBlue offers up-sells and frills that appeal to the business traveler: priority boarding, seat selection, extra legroom, security-screening, second checked bag and some premium products such as movies. Southwest offers few similar, overlapping amenities, and also misses out on revenue by not charging for change and cancellation fees, although it recently stated plans to implement a no-show fee. Passengers traveling on subsidiary AirTran branded flights still pay luggage fees, which the carrier will continue to collect until both airlines are fully integrated. No final decisions have been announced as to which checked bag policy will prevail over the other once they are merged.
Network growth is also a challenge. Unlike JetBlue, and to a lesser degree, Spirit, Southwest's growth into international markets is retarded by a much more conservative mindset and roll-out strategy. International services can only be supported on AirTran's infrastructure, but the carrier is slowly building up new services to markets in Mexico and the Caribbean from a diversified portfolio of gateway cities in California, Colorado, Florida, Illinois and Texas. However, many of the new nonstop city parings announced have pre-existing competition.
Finally, the AirTran acquisition was strategic in allowing Southwest to expand its network in a low-profile manner, launching its first international push and gaining access to Atlanta. However, the acquisition has not been painless; Southwest has cut many of AirTran's services to under-performing, smaller markets and de-hubbed Atlanta. It has also removed AirTran's Busin.
JetBlue Media Plan
A mock media plan by Manda Goldberg, Conor Paratore, Spencer Pereira, and Daniel Snyder created for a Media Planning course at Ithaca College in December 2014.
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Jet blue airline informaion
- 1. Cheap JetBlue Airways’ Reservation JetBlue Airways usually provides cheap flights on Wednesdays when reservations can be carried out for almost 9% lower than the carrier’s average prices which can easily let you save $67 in savings. Book your flight tickets for JetBlue Airways at FareCopy.com and avail discounted tickets even on the days apart from Wednesdays. AboutJetBlue Airways JetBlue Airways is a low cost air carrier headquartered in New York City. The sixth largest airline in United States, JetBlue is headquartered in Long Island City, neighbour of the New York City borough of Queens having its main base at John F. Kennedy International Airport. In 2018, JetBlue generated revenue of $7.7 billion carrying over 42 million customers with an average of 1,000 daily flights and served 105 destinations in United States, the Caribbean and Latin America. Versatile Airlines, JetBlue offers customers much more legroom, seats almost always have TVs and holds good snacks options too.
- 2. JetBlueAirways:SustainableOperations JetBlue Airways is always looking to reduce the natural resources they use, by reusing and recycling materials, whether in air or on ground. JetBlue Airways is continuously working for the transitioning of conventional vehicles and gasoline vehicles to electric equipments and is also investing in the next generation of sustainable aviation start-ups. PromisesbyJetBlueAirways JetBlue Airways strives to make the journey of yours, as simple & comfortable, as possible. JetBlue Airways always notifies customer regarding flight delays or cancellations in time. Customer could receive notification via jetBlue.com, telephone, flight information display system, airport announcement, onboard announcement and email or text message. JetBlue Airways always provide full refund or fare-free re- accommodation to its customers if any of its flights gets cancelled. One will never regret for travelling with JetBlue Airways as it comes with much extra legroom for better and comfortable experiences.
- 3. JetBlueAirways:Destinations As per the reports of April 2019, JetBlue airways cover almost 102 destinations in North, Central and South America. It was on May 6, 2015, when jet Blue became the first airlines that was granted with a license to commerce charter flights to Cuba, with flights departing from New York City. Recently, jet Blue Airways announced to launch trans-Atlantic flights soon, between New York and Boston and London. JetBlueAirways:FrequentFlyerPrograms Frequent Flyer Program at jet Blue is termed as ‘True-blue’, which rewarded customers with three, four and six points, depending on the distance they flew with jet Blue aircrafts. In September, JetBlue adapted a change in their reward point distribution system and started giving three points to every dollar spent by customers on their jet Blue flight reservations but these points had particular usage period and were give particular expiry dates. In 2013, jet Blue announced that these True-blue reward points will never expire and can be used for lifetime. Contact Us For queries related to your reservation with JetBlue Airways, contact at: +1-888-266-4856 Www.Farecopy.com