Brushing up HBR fundamentals will provide a strong base for investigative reading.
Most airlines started canceling their flights earlier in Jet blue case analsis day, but JetBlue did not and hoped to live by its reputation of providing excellent service to its passengers. The airline's management believed passengers were better off delayed to their destinations than have their flights cancelled altogether.
This resulted in the passengers and the crew getting confined inside the planes for many hours without basic necessities such water, food and good toilets access. Upon realizing the gravity of the problem, JetBlue management started canceling flights leading to many customers rescheduling their flights or canceling them altogether.
Because of so many passengers rebooking, canceling, or tracking their baggage the airlines automated system and staff could not handle all the traffic. In addition, the airline did not have a system in place to effectively communicate with its employees in case of such emergencies.
This was a wake up call for the company that had relied on low cost technology, and a skeleton workforce.
Response to crisis evaluation Despite the ordeal, JetBlue remained true to its business model of excellent customer service. The response to the crisis was a somber one. The airline's CEO took personal responsibility and was openly apologetic. He expressed deep regret that good intentions had gone totally wrong.
As a result of the crisis, airline management introduced numerous changes to deal with inadequate staffing, obsolete technology, and frustrated customers. The airline promised to upgrade its IT infrastructure and install new software to track availability of its staff during emergencies, to train employees from the corporate office as backups during emergencies, and to by introduce a bill of rights that would penalize the airline whenever it fails to offer appropriate service.
Regrettably, changes did not end with improving technology and staffing, the airline's Board of Directors fired David Neeleman as CEO and made him non-executive chairman. A move I believe was unfair considering that Mr.
Case Update JetBlue Airways, Inc. (JetBlue) is a low-cost carrier (LCC) that is based in New York’s John F. Kennedy International Airport. The founder, David Neeleman, developed JetBlue’s Management and Financial Analysis. From April to September he was the Vice President Controller of JDA software. While working for. Dec 07, · JetBlue Airways Case Analysis BA - Fall Professor Langford. JetBlue’s operating strategy allows the airline to provide low‐cost, high‐quality customer service between 53 destinations in 21 states, the Caribbean, Mexico, and Puerto Rico. In one day.
Neeleman did a tremendous job addressing the organization's systems failure during the saga. The airline relied heavily on low cost technology that was unable to withstand high traffic volumes as witnessed during the New York storm.
The storm saga was as a result of multiple systems and business functions failures. The major failure was with the Transaction processing systems TPS. This is a system responsible for ticket reservations and tracking the flow of all transactions.
JetBlue was unable to manage passenger rebooking or rescheduling their flights because of TPS failure. Since TPS is the major source of information for all systems its failure proved disastrous for the airline as there was no flow of important information regarding all transactions.
The CRM is the system that helps firms manage their relationship with their customers. The fact that the airline was unable to effectively communicate with their customers during this period shows a break in their CRM system. This is a system that senior managers use to address strategic issues and long term planning.
The fact that the company outgrew its infrastructure capacity shows that management did not plan for its rapid growth. The lack of foresight proved costly to the organization. Finally, we also note a failure in the Human Resources functional business process. Future Preparedness Finally, its essential to appreciate the measures the airline has put in place to address its short comings.
These include upgrading its IT infrastructure, training more supporting staff, and introducing customers' bill of rights. These measures better prepare the airline to handle future events better.
Besides, the introduction of customers' bill of rights gives customers assurance that they will be treated fairly and will not be left stranded again. However, JetBlue remains vulnerable if they can not put a system in place to keep up with rapid changes in technology, and staffing needs.
Therefore, there is need for the airline to build strong information and Human Resources systems if it wants to avoid a repeat of this crisis.A time line from before writing began to the present, linked to Andrew Roberts' book Social Science History and to other resources.
Essay Jetblue Case Study JetBlue is a low-cost domestic airline in the United States that utilizes a combination of low-cost and value-added differentiation as its market strategy. From its launch in February to the time of the case, the airline grew to become the 11th largest player in the airline industry in a short span of 4 years.
JetBlue Airways IPO Valuation Case Solution. Introduction. The airline was established in July by David Neeleman to provide airline services to the people and to bring humanity back to air travel. JetBlue Airways Corporation has been a rapidly growing discount airline and biggest success story in the industry by using its strong customer service considerations and low fares to .
Jetblue Airlines' Success Story - JetBlue Airways, The case describes the reasons for the success of JetBlue, a three-year-old, low-cost airline, operating in the USA. JetBlue was set up by David Neeleman, who earlier founded a very successful discount airline called Morris Air in Utah.
He also helped found West Jet, another discount airline in Canada. Jetblue Case Study JetBlue is a low-cost domestic airline in the United States that utilizes a combination of low-cost and value-added differentiation as its market strategy.
From its launch in February to the time of the case, the airline grew to become the 11th largest .