1. Case 3:jetblue airways: a cadre of new managers takes control group members:sharundewi a/p moorthy ac081024purvitha a/p rajugopal ac081345vikneswari a/p krishnan ac081375

2. Introduction…

4. Founder is David Neeleman, a Salt Lake City entrepreneur.

5. The eighth largest passenger carrier in United State.

6. Have won many awards including “Best Domestic Airline”, “Best Domestic Airline Value” and “ Best Overall Airline”.

9. carrier with the comforts of a small cozy den in people’s homes.

10. Customer have- cheap and affordable flights-US and abroad

11. aircraft that comfortable- equipped with modern entertainment options

12. customer centric business model

13. make customer service no1 priority

14. Motivation factors– David use leather seats- easy to clean, more comfortable than fabric seat (experience –a flight – fabric seats-was socked with urine).

16. After David resign- the new management-instituted to help rebuild – JetBlue’s reputation & to develop innovative strategies(to prevent incident like Valentine’s Day 2007 – because failed to deliver excellent customer service.

17. Organization no need to change vision. To remain successful the management, they can apply

18. Incorporated New technologies

19. Best practices

22. Reduce capacity and cut costs.

23. Raise fares and grow in select markets.

24. Offer improved services for corporations & business travelers.

25. Form strategic partnerships.

27. Sold a stake of its shares to Germen carrier Lufthansa – to increase revenue & allow the customers to book code share flights on Lufthansa flights to Germany.

28. Appealed to business travelers by introducing refundable fares & discounts for corporate meeting planners –for every 40 customers booked to –same destination. Also entered into 5years agreement with Expedia Inc – for the managed & unmanaged business travelers.

33. Vision mainly focus on customer service.

34. when ever vision –challenged- they rebounded with new strategies ,technologies and improve the customer service.

35. Example of strategic approach:

36. Utilization of 2 different type of aircraft (Airbus A-320 – 150 seats & Embraer E-190- 100 seats)

37. E-190 use for shorther distances & A-320 use for longer distance

39. Use each plane a little less a day- help cut back on maintenance and other services (cleaning)- reduce costs.

45. Manage its fleet

46. Manage it s human capital (employee)

47. Manage its finance

48. Jetblue providing low fares, new fleet of modern jet aircraft equipped with DirectTV/wifi/XM Radio service for travel entertaining purpose and have customer friendly employees in order to attract customers.

50. Jet Blue manages its finances by selling shares of stock to other airlines

51. JetBlue also delayed the acquisition of several new aircraft and reduced its fleet size to accommodate for the turbulent economy

54. Partnerships with AerLingus, Lufthansa and South African Airways allow the company to grow its market share by allowing its customers to fly on its code-share partners.

55. Gain revenue by sell the several A-320 aircraft.

56. Eliminating service at cities where competition is either too stiff and or unprofitable allows the carrier to focus on a lean market.

57. And finally using each plane a little less in the day helps to cut back on maintenance and other services (cleaning, replenishing in-flight magazines, etc…) which reduces costs

59. As a recommendation, the marketing team at JetBlue should look into developing an application for the iPhone where customers can check in for their flights, check flight statuses and even track flights, purchase tickets and display boarding passes (to cut back on paper tickets) as Southwest, American and Delta airlines