- JetBlue experienced major communication failures and customer service issues during a winter storm in February 2007. Thousands of passengers were stranded on planes for hours with little information from the airline.
- This crisis damaged JetBlue's reputation for excellent customer satisfaction. However, the CEO implemented a new "Customer Bill of Rights" that established clear compensation policies for flight delays or cancellations.
- The Customer Bill of Rights helped rebuild customer trust and confidence in JetBlue. It raised industry standards of passenger treatment and demonstrated JetBlue's commitment to putting customers first even in difficult situations.
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.
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.
In what way can we see that JetBlue made an entrance in an industry from the old mass production paradigm and still were able to take advantage of the ideas of the new ICT paradigm? How JetBlue make flying easier for a whole new customer segment (the low-cost segment) through focus on efficiency and new technology.
Jet Blue Airway: Case Analysis (Strategic Audit)Anna Osmanay
The presentation analyses a case of Jet Blue Airway. Jet Blue Airway is an airline company that operates in the United States. Background information about the company as well as a strategic audit of the company is presented. The strategic audit has to do with the internal and external analysis of the environment of the company.
In what way can we see that JetBlue made an entrance in an industry from the old mass production paradigm and still were able to take advantage of the ideas of the new ICT paradigm? How JetBlue make flying easier for a whole new customer segment (the low-cost segment) through focus on efficiency and new technology.
Jet Blue Airway: Case Analysis (Strategic Audit)Anna Osmanay
The presentation analyses a case of Jet Blue Airway. Jet Blue Airway is an airline company that operates in the United States. Background information about the company as well as a strategic audit of the company is presented. The strategic audit has to do with the internal and external analysis of the environment of the company.
Bridgestone Tire wanted a store that would feature it's high-end and performance line of tires and services. Big Red Rooster partnered with Pratt Corp. of Indianapolis to create a retail space that would be a destination for this discriminating customer. Rather than the typical tire store lined with multiple tires we created a space that celebrated key styles and presented them as unique styles. Designed to be a physical manifestation of the Bridgestone brand with wide sweeps of their signature red and a high level of personal service.
Imagine a culture where the input of the whole organization turns an individual idea into a user story in just a couple of hours, where everybody's goal is to make the customer’s job easier and more effective, and where you work on projects you love instead of projects you loathe. A great coding culture concentrates on making developers productive and happy by removing unnecessary overhead, bringing autonomous teams together, helping the individual programmer to innovate, and raising awareness among developers about how to create better code.
I will talk about how to establish and foster a strong engineering-focused culture that scales from a small team to a huge organization with hundreds of developers. I'll give lots of examples from our experience at Atlassian to show that once you're working in a great coding culture, you won't want to work anywhere else.
https://www.youtube.com/watch?v=TAk04-_M-JM&feature=youtu.be
C-208 CASE 28 JETBLUE AIRWAYS CORPORATION GETTING OVER THE BLUES.docxclairbycraft
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.
Public Relations - Read about the following Public Relations (PR) di.docxbfingarjcmc
Public Relations - Read about the following Public Relations (PR) disaster from Business Insider and then post your comments on how you, as an airport director, would avoid getting involved in this PR nightmare.
In early 2007, nine JetBlue flights at JFK airport were delayed for up to 10 hours because of serious inclement weather. Normally, this wouldn't have resulted in much more than a few really irritated travelers, but in this case, JetBlue decided to keep its nearly 1,000 passengers trapped in the runway-bound planes for the entire time.
According to CBS News, passengers described the experience as "horrific". As snacks depleted and the bathroom situation grew unpleasant, people on the planes grew more and more upset that they were not being allowed to de-plane and walk to the terminal, which was within sight. They were only permitted to leave the aircraft when official airport vehicles arrived to transport them to the terminal.
JetBlue at first defended it's decision, arguing that its passengers' safety in the ice storm was top priority but the incident sparked government debate about passengers' rights. According to Consumer Affairs, a week later, JetBlue announced its own "Passengers' Bill of Rights", which detailed different levels of compensation for varying types of delays, as well as a promise to de-plane passengers after five hours' delay in the future.
(Male, 2009)
(Links to an external site.)
Bill of Rights for Customers - JetBlue
(Links to an external site.)
- JetBlue is dedicated to bringing humanity back to air travel. We strive to make every part of your experience as simple and pleasant as possible.
Read what your classmates have to say and comment on at least one. The format you use in the discussion forum is your choice; however, you are expected to write coherently, in full sentences, while paying close attention to spelling and grammar, and fully addressing the given assignment. Conventions of “online etiquette,” which include courtesy to all users, must be observed.
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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
Read Case 10 Southwest Airlines. Answer questions 1-4 in a three.docxcatheryncouper
Read Case 10: Southwest Airlines. Answer questions 1-4 in a three to five page APA style paper, and supported with the concepts outlined in your text and from your previous classes.
1. Describe the current state of the airline industry and analyze what an airline can do to be successful in the current industry climate.
2. Perform a SWOT analysis for Southwest Airlines.
3. Assess the competitive position of Southwest Airlines by completing a competitor profile for Southwest airlines and at least two of its major competitors.
4. What alternatives does Southwest Airlines face to address the problem of declining financial performance?
Southwest Airlines 2008
1 In 2008, Southwest Airlines (Southwest), the once scrappy underdog in the U.S. airline industry, carried more domestic passengers than any other U.S. airline. The company, unlike all of its major competitors, had been consistently profitable for decades and had weathered recessions, energy crises, and the September 11 terrorist attacks. In the first quarter of 2008, the company was profitable and experienced record first quarter revenue and a record pas- senger load factor (percentage of available seats sold). However, the earnings release made it clear that the “threat of volatile and unprecedented jet fuel prices” was a major issue that threatened future growth. Operating expenses were rising, and Southwest announced that it would cut 2009 growth in available seats to less than 3%. Over the previous decade, growth had been about 5–10% a year. This cut in planned growth was consistent with previous responses to difficult environments. An insight into Southwest’s operating philosophy can be found in the company’s 2001 Annual Report:
Southwest was well poised, financially, to withstand the potentially devastating hammer blow of September 11. Why? Because for several decades our leadership philosophy has been: We manage in good times so that our Company and our People can be job secure and prosper through bad times. . . . Once again, after September 11, our philosophy of managing in good times so as to do well in bad times proved a marvelous prophylactic for our Employees and our Shareholders.
THE U.S. AIRLINE INDUSTRY
The U.S. commercial airline industry was permanently altered in October 1978 when Presi- dent Carter signed the Airline Deregulation Act. Before deregulation, the Civil Aeronautics Board regulated airline route entry and exit, passenger fares, mergers and acquisitions, aattract and retain the world’s top talent have combined to create a combination of path-dependent resources that are very difficult for even the wealthiest software and Internet companies worldwide to easily emulate, acquire, or accelerate. It will take years for any competitor to develop the expertise, infrastructure, reputation, and capabilities to compete effectively with Google. Coca-Cola’s brand name, Gerber Baby Food’s reputation for quality, and Steinway’s exper- tise in piano manufacture would ta ...
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
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➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
The Parable of the Pipeline a book every new businessman or business student ...
Jetblue
1. Running head: JETBLUE AIRWAYS CASE STUDY ANALYSIS 1
JetBlue Airways Case Study Analysis
Morgan Bocciolatt, Lindsey Hadlock, and Julie Fruscio
Ithaca CollegeJETBLUE AIRWAYS CASE STUDY ANALYSIS 2
JetBlue Airways Case Study Analysis
Problem Definition
The situation described in “JetBlue Airways: Regaining Altitude” is one that,
unfortunately, more than a few people have experienced. The many problems that unfolded in
the course of only a few short days, were all caused by one main issue, a lack of communication
and communication training in a crisis situation.
Company Objectives
What once was a vision has now become a reality that defines JetBlue as a company.
Neeleman envisioned the ultimate flying experience for his customers.
Every seat would come equipped with a television that featured dozens of free channels
provided by satellite signal. Finally, to keep costs down, JetBlue would offer a virtually
unlimited supply of appealing in-flight snacks instead of soggy meals that no one really
wanted. (Argenti, 2009, p.100)
It is obvious that David Neeleman and JetBlue set out to exceed customer satisfaction and in
general, tend to go above and beyond what the average airline has to offer. However, it seems
that their goal of excellent customer service was higher in importance than teaching their
employees how to communicate in emergency situations, such as the one presented to us in the
case study. It is essential for companies to find a competitive advantage to set themselves apart
from other companies in their industry, however it is also crucial for these companies to find a
balance and continue to value the basic fundamentals of communication.
Data AnalysisJETBLUE AIRWAYS CASE STUDY ANALYSIS 3
2. JetBlue went from startup company to powerhouse of the sky in 2007 with overall growth
in terms of destination and size. Run by CEO David Neeleman’s expertise and experience in the
industry, the company boasted in customer satisfaction and provided practical and luxury
amenities to all passengers. “Neeleman envisioned treating JetBlue’s customers…to comfy
leather seats, paperless ticketing, and exceptional service by flight crew members” (Argenti,
2009, p.100). Soon after 9/11 JetBlue and airlines worldwide went through mandatory alterations
in order to comply with safety demands and hypersensitive flying customers. In the months
following the horrific event “only three airlines managed to turn a profit…-the low-cost carriers
Southwest, AirTran, and JetBlue” (Argenti, 2009, 100). In the following years the bond between
customer and airline continued to strengthen. JetBlue seemed to be at the top of its career,
ranking “highest in customer satisfaction among low-cost airlines in 2006 and among all major
airlines in the United States in 2005” (Argenti, 2009, p.99). The size and continuity of the
JetBlue brand helped it endure changing markets and adapt to demands set by the industry.
It seemed JetBlue could do no wrong until winter weather conditions got the best of them
on Valentine’s Day 2007. Officials at JetBlue made a false accusation that the winter storm
weather forecast would change. After the break in the storm failed to appear and the company
declined to make cancellations they ended up paying for it in reputation, integrity, and
reimbursement vouchers. With planes backed up from all directions, passengers, luggage and
cargo were stuck for 6-9 hours. Some customers waited to board planes that would soon be
cancelled, while others waited for a take-off that would never happen. JetBlue failed to
effectively communicate the message to the customers. According to Argenti, “Nine of the
airline’s jets sat idle on the tarmac for more than six hours before passengers were successfully
JETBLUE AIRWAYS CASE STUDY ANALYSIS 4
offloaded and taken to the terminal” (Argenti, 2009, p.101). Things continued to get worse on
the days following this heart breaking system failure.
3. On February 15, airport personnel had to call police to help control the crowd at Newark
Liberty International Airport. The combination of “deteriorating weather conditions at JFK and
flaring tempers, both inside JetBlue’s terminal, and aboard its planes exacerbated the company’s
crisis” (Argenti, 2009, p.103). The endless ground delays were starting to aggravate the clients
and they were not being informed of the “big picture”. Flights were unable to take-off, but
customers were receiving periodic updates that still gave them hope that their planes would land
at their destinations. Flight attendants delivered apologies, snacks, and beverages, but the
customers were at their wits end. They needed more than apologies; they needed answers.
In the days following the crisis JetBlue customers tried to seek comfort in venting their
thoughts and opinions. They visited the Web site and called the hotline number hoping to get in
contact with someone who could listen and compensate them for the hardships they endured.
Instead they heard pre-recorded messages directing them to call back at a later date, due to an
overflow in call volume. The deterioration of JetBlue’s reputation continued when additional
flights were cancelled and luggage was declared missing. Multiple operation failures and an
overall communication breakdown invited the media to have a heyday.
Newspapers and broadcasters worldwide were publishing headlines scattered with words
of JetBlue’s mishap, which increased the damage done to their reputation. At the same time,
Congress was calling for legislation on the coverage of airplane passengers, which prevented
them from being held in grounded planes for long hours. In order to establish customer rights
“many suggested that the implementation of an industry-wide passenger bill of rights would be
necessary to spur major airlines to action” (Argenti, 2009, p. 103). People all over were talking
JETBLUE AIRWAYS CASE STUDY ANALYSIS 5
about and the need for change and an examination of customer treatment. JetBlue decided to be
proactive and fix the problems they created instead of letting the damage fester and get worse.
The JetBlue Airways Customer Bill of Rights was published in 2007, which established
4. industry standards and corresponding compensation for hardships endured by JetBlue clients.
According to Neeleman, “The airline had to do something novel, something impressive,
something no competitor has ever done before to make amends to its customers” (Argenti, 2009,
p.103). The document states customers will get vouchers for future traveling if flights remained
grounded for a given length of time after landing. It also includes policies for departure, arrival
and ground delays, overbookings, and in-flight entertainment. JetBlue raised the industry
standards by committing to a plan that exemplified its goal to make the traveling experience
simple and pleasant.
When a crisis hits there are many ways a company, or individual, can react. With
multiple system failures, flawed decision making, and a string of bad luck JetBlue could have
gotten buried by the storm. However, with Neelman’s exceptional leadership skills in the days
following the crisis, JetBlue showcased its professionalism by uniting to create an unprecedented
document, which changed the standards of air transportation.
Alternative Strategies and Recommendations
Weather delays often keep customers from arriving on time to their desired destination.
By implementing more communication throughout the JetBlue locations nationwide, the
negative effects of the Valentine’s Day storm could have been prevented, at the very least
handled more efficiently. By handling the crisis communication more professionally following
the storm and its aftermath, JetBlue could have avoided the logistical failures in the system that
led to further complications. Ultimately, with the implementation of the Customer’s Bill of
JETBLUE AIRWAYS CASE STUDY ANALYSIS 6
Rights, JetBlue recovered from the Valentine’s Day Storm and created a very responsible plan
for further crisis of a similar nature.
Communication With Internal and External Stakeholders
To better communicate with internal stakeholders, Jet Blue should have implemented an
5. internal communication program. The communication program would include direct information
sharing for employees as well as an outside communication network to share updates with
customers and other stakeholders. Extensive employee training would be needed in order to
properly utilize these communication alleyways. This will ensure that employees have the proper
knowledge and training to effectively communicate in a time of stressful crisis. The plan will
also utilize daily communication interactions, in order to prevent company disasters from
happening in the future.
JetBlue employees did not have a clear means of communication to remain updated and
informed throughout the Valentine’s Day storm and the days following. The lack of
communication within the company was a large problem, as it became essential to move
customers from one place to another safely and efficiently. With a willing staff, the
implementation of a communication program will allow for employees to be in the know and
offer their assistance when needed.
The first line of communication implemented within the program should be from the
weather supervisors to the pilots and boarding staff. The most direct way to do this would be
through a phone call or two-way radio device.
• This will allow for pilots to know the status of operations pertaining to their plane and
other planes. JETBLUE AIRWAYS CASE STUDY ANALYSIS 7
o The pilots are then informed and can determine where to be on the runway in
regards to their next action.
The boarding staff will also have direct communication with weather supervisors and pilots.
This should be done through a phone call or two-way radio device.
• This will allow the employees to know whether or not to board people onto the planes
and who will be exiting planes.
The next line of communication should be between the boarding staff and the pilots and the
6. customers.
• Pilots and boarding staff should update customers on the current status of plane
operations every half hour, or when a new revision to the plan has taken place.
o This will help to keep the customers knowledgeable and calm during a crisis.
After the direct communication between employees at the effected airport has changed, direct
communication to JetBlue companies at other airports need to be informed.
• A phone call must be made to other JetBlue locations that would be directly affected by
the alterations at the primary airport.
o This will allow for information sharing involving customer departure and arrivals
within a network of JetBlue locations.
• This information should then be passed to the boarding staff and pilots as to inform them
of actions taking place at other Jet Blue locations.
• This should then follow the chain of communication, and the boarding staff and pilots
should directly inform the customers waiting.
An email of modifications and altered information should be sent to JetBlue headquarters
so that all JetBlue locations can have a uniform detailed report of what is taking place.
JETBLUE AIRWAYS CASE STUDY ANALYSIS 8
Headquarters from there can have a better understanding of the situation taking place, and can
manage any other movements that must be made in order for the changes to run smoothly. They
also can communicate with any other specific JetBlue employees or locations that might need
further directions. Information should also be posted to the company’s intranet, in order to have
one central digital location employees can check for updated data.
Customers will have the option when buying their ticket to receive a text message or
email pertaining to details about their flight. This will enable all customers to receive flight data
as soon as it is processed to JetBlue headquarters, allowing them to receive updated information.
7. If the variations to the original plans made will affect customers with flights in the days
following, emails and text notifications should be sent to them as well stating the new
information that pertains to their fights.
Customer information centers should be set up to answer phone calls pertaining to
alterations in flight plans. This will allow customer confusion to be handled and will keep the
customer more informed and better cared for. Information should also be posted on the company
website for customers to check if they so desire. This provides another communication channel
for customers to receive data.
Communication during the crisis should have continued with the plan stated above.
Sending out apology emails about delays and situations where waiting was widespread would
also be helpful in maintaining customer loyalty. Following the crisis, emails as well as letters
should be sent out to customers apologizing for any inconveniences caused by JetBlue services;
the emails and letters should potentially provide incentives to keep those customers affected
within the crisis, to continue to use JetBlue services. Within the emails or letters a link to a
comments or concerns section available on the website should be added. This way, everyone
JETBLUE AIRWAYS CASE STUDY ANALYSIS 9
affected has a way to give his or her input. A phone number should be listed, and more
representatives should be available to answer phone calls. The automated recording, “We are
experiencing extremely high call volume…We are unable to take your call” should not be used
(Argenti, 2009, p.102). This will enable any customer who wants to express their feeling with an
actual person can do so, allowing for more customer satisfaction dealing with the consequences
of the undesirable situation and how the crisis is being managed.
Neeleman stated “We had so many people in the company who wanted to help, who
weren’t trained to help” (Argenti, 2009, p.102). Therefore, training pertaining to this new
communication program needs to be implemented requiring all existing employees and any new
8. employees hired within the company to fully understand the communication process and know
how to proceed within the program. This is essential because a communication program is
useless if employees to not know how to follow the process correctly and use the program to
maximize communication benefits.
Implications of this alternative communication program will help the company manage
crisis communication internally as well as with external stakeholders. Extra expenses will be a
factor, but in order to rebound successfully from a crisis these actions need to be taken. Although
paying more employees to answer phones and send out information emails will cost more in the
long run, this will overall show how dedicated JetBlue is to customer loyalty. Customer loyalty
is of utmost important within the airline business, as there are always other options to choose
from.
Media Message: David Neeleman
The corporate communications team at JetBlue should have arranged for David
Neeleman to appear on the national television news and talk show circuit following the
crisis.JETBLUE AIRWAYS CASE STUDY ANALYSIS 10
After a crisis situation, it is best to admit organizational faults and then move forward in creating
a communications plan in order to gain back customer attention. After the JetBlue crisis, David
Neeleman should have gone on the news and made a pubic apology for the problems the
company had and the mismanagement of the situation. This apology needs to be quick and
direct, not elaborating but mentioning that in the very near future a new customer appreciation
strategy will be implemented.
Since the Customer Bill of Rights has been created, Neeleman should go onto news
broadcasts and talk shows and apologize again, but focus mainly on what the company is doing
to gain back lost customers. He should talk about what the Customer Bill of Rights is and how it
is geared to reconnect the customer to JetBlue.
9. This would be beneficial to JetBlue because after admitting their faults, they can then
focus all their attention at creating a new sense of customer loyalty. It shows that they are
actually making a difference within the company and backing up their claims to change.
The main risk could be that the audience could misinterpret a component of Neeleman’s
dialogue. Another risk is that Neeleman could misspeak in one of his interviews and the audience
could get the wrong impression about JetBlue and their actions to reinvent customer loyalty.
JetBlue Corporate Advertising Program
Since Jet Blue has just undergone some major customer expectation setbacks, an
imageadvertising program would be most beneficial to the company. By reestablishing
themselves in
the market with a new focus, new customers as well as existing customers will be presented with
the improved JetBlue focus on customer appreciation.
Marketing Customer Bill of Rights to External and Internal Stakeholders
Marketing the Customer Bill of Rights to internal stakeholders will consist of:JETBLUE
AIRWAYS CASE STUDY ANALYSIS 11
• putting the Customer Bill of Rights and information about it on the company intranet,
• sending out emails to all internal employees and investors with the Customer Bill of
Rights and information about what it is, and
• putting training information on the intranet and in emails in order to prepare employees
for questions about the new program.
o This will allow all employees to feel integrated into the new program and will
allow them to be able to have a part in the company affairs whether they directly
interact with customers or not.
Marketing the Customer Bill of Rights to external stakeholders will consist of:
• putting the Customer Bill of Rights on the company website, and posting news updates
about it, so that customers’ attention can be focused to this new implementation that
10. solely benefits them,
• sending out emails to customers with the Customer Bill of Rights and what it implies in
order to gain back previous customers and inform them of the new benefits to traveling
with JetBlue,
• publishing a press release stating their apologies and how this new Customer Bill of
Rights will change how they run their operations at JetBlue with a customer first mindset,
• posting the Customer Bill of Rights on their social networking sites, as another way to
reach the customer and inform them of the new changes, and
• sending out text messages to customers informing them of the new Customer Bill of
Rights and to check out the website to find out more.JETBLUE AIRWAYS CASE STUDY
ANALYSIS 12
Effect on JetBlue
JetBlue did implement the Customer Bill of Rights and it can be found on the company
website. Although this was a costly and risky move for JetBlue it overall proved effective, as
JetBlue has continued to remain a prestigious airline company. It proved to the customers that
JetBlue really stands behind what they say and their focus goes to keeping the customer happy.
JetBlue was dedicated to solving the problem with the customer in mind. This overall was
rewarding not only to the customer but also to JetBlue as a company, enabling them to remain a
well trusted and reliable airline.JETBLUE AIRWAYS CASE STUDY ANALYSIS 13
References
Argenti, P. A. (2009). Corporate communication. New York, NY: McGraw-Hill/Irwin.JETBLUE
AIRWAYS CASE STUDY ANALYSIS 14