Strategic Analysis of Jet Blue Airlines

Table of Content

Executive Summary

JetBlue is a company built on a focal point scheme of low-cost. no-hassle ticketing and refreshfully efficient client service. The company began with the end to extinguish many of the complexnesss and asininities of commercial air travel and put a new criterion for client service. Therefore far the company has flown beyond these ends and everyone’s outlooks while returning a fine-looking net income to whomever chooses to put in this air hose industry success.

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From his low beginnings as a University of Utah drop-out. CEO David Neelman shorlty became a self-taught air hose industry guru – deriving a comprehensive apprehension of the interior workings of the industry as the co-founder of WestJet. CEO of Open Skies and President of Morris Air. His experiences gave him a first manus cognition of what worked and what needed betterment in the air hose concern – cognition that he believed would assist him to make an advanced new air hose able to revolutionise the market.

In 1999. Neelman announced his programs to get down a new air hose called “New Air” . What New Air’s name lacked in originality was subsequently made up for in Neelman’s advanced schemes. Within a twelvemonth Neelman’s air hose. by so dubbed “JetBlue” . successfully completed the air hose application procedure. and its inaugural flight took topographic point on February 11. 2000. By JetBlue’s first birthday. it had already flown its one millionth rider and reported $ 100 million in winging gross. Soon after JetBlue’s 2nd day of remembrance. JetBlue’s IPO was announced.

Demand for the IPO was so high that the original offering monetary value had to be raised – one of choice few ‘IPO Darlings’ during the bear market economic system. As the other air hoses were enduring from the wake of the 9/11 terrorist onslaughts. JetBlue’s grosss were on a continual rise. In September 2002. JetBlue had already flown its eight millionth client.

Why are people flocking to JetBlue? One reply is the luxury intervention at an economic system cost. All seats are leather and outfitted with an single screen with entree to 24 orbiter Stationss from DirectTV. There are even cards in each place pocket with instructions in flight yoga. All this and more at a low cost due to Neelman’s mantra of service. He besides cuts costs by holding reserve agents work from place and directing clients to purchase tickets over the Internet. with programs to shortly hold computing machine booths take the topographic point of ticket agents at the airdrome.

The corporate traditional knowledge at JetBlue has Neelman lading baggage in sub-zero temperatures to assist a flight get off the track on clip – and whether fact or fiction. it’s evident that his work moral principle has trickled down to all JetBlue employees

“We set out with the end of conveying humanity back to air hose travel and doing winging more gratifying. Our consistent profitableness in the face of a ambitious industry environment demonstrates that we can make so in a manner that offers long-run stockholder value. Our focal point remains on driving top-line growing by supplying exceeding client service. while go oning to maximise runing efficiencies as we grow. ”

-David Neelman

But for how long can JetBlue keep the market border that low-priced menus and no-hassle ticketing? How will JetBlue counter the menace of unionizing workers. an aging aeroplane fleet and employees who begin puting more value on term of office and benefits bundles than sort socially responsible direction and company stock options? These inquiries are more than conjectural. for how they are answered will find the hereafter of the IPO favorite. JetBlue.

What if Airlines Sold pigment

Customer: Hi. How much is your pigment?

Clerk: Well. sir. that all depends.

Customer: On what?

Clerk: Actually. a batch of things.

Customer: How about giving me an mean monetary value?

Clerk: Wow. that’s excessively hard a inquiry. The lowest monetary value is $ 9 a gallon. and we have 150 different monetary values up to $ 200 a gallon.

Customer: What’s the difference in the pigment?

Clerk: Oh. there’s no difference ; it’s all the same pigment.

Customer: Well. so. I’d like some of that $ 9 pigment.

Clerk: Well. first I need to inquire you a few inquiries. When do you mean to utilize it?

Customer: I want to paint tomorrow on my twenty-four hours off.

Clerk: Sir. the pigment for tomorrow is $ 200 per gallon.

Customer: What? When would I have to paint in order to acquire $ 9 pigment?

Clerk: That would be in three hebdomads. but you will besides hold to hold to get down painting before Friday of that hebdomad and go on painting until at least Sunday.

Customer: You’ve got to be pull the leg ofing!

Clerk: Sir. we don’t pull the leg of around here. Of class. I’ll have to look into to see if we have any of that pigment available before I can sell it to you.

Customer: What do you intend look into to see if you can sell it to me? You have shelves full of that material ; I can see it right at that place.

Clerk: Merely because you can see it doesn’t average that we have it. It may be the same pigment. but we sell merely a certain figure of gallons on any given weekend. Oh. and by the manner. the monetary value merely went up to $ 12.

Customer: You mean the monetary value went up while we were speaking?

Clerk: Yes sir. You see. we change monetary values and regulations 1000s of times a twenty-four hours. and since you haven’t really walked out of the shop with your pigment yet. we merely decided to alter. Unless you want the same thing to go on once more. I would propose you acquire on with your purchase. How many gallons do you desire?

Customer: I don’t know precisely. Possibly five gallons. Possibly I should purchase six gallons merely to do certain I have plenty.

Clerk: Oh. no sir. you can’t make that. If you buy the pigment and so don’t usage it. you will be apt for punishments and possible arrogation of the pigment you already have.

Customer: What?

Clerk: That’s right. We can sell you plenty pigment to make your kitchen. bathroom. hall. and north sleeping room. but if you stop painting before you do the other sleeping room. you will be in misdemeanor of our duties.

Customer: But what does it count to you whether I use all of the pigment? I already paid you for it!

Clerk: Sir. there’s no point in acquiring disquieted ; that’s merely the manner it is. We make programs based upon the thought that you will utilize all of the pigment. and when you don’t. it merely causes us all kinds of jobs.

Customer: This is brainsick! I suppose something awful will go on if I don’t keep picture until Sunday dark?

Clerk: Yes sir. it will.

Customer: Well. that does it! I am traveling someplace else to purchase pigment!

Clerk: That won’t do you any good. sir. All pigment companies observe the same regulations. You might every bit good merely purchase it here. while the monetary value is now $ 13. 50. Thankss for flying–I mean painting–with our air hose.

Though amusing to the extreme. the predating metaphor illustrates the degree of absurdness that air hose ticket pricing has reached. and the defeat felt by those consumers that have no pick but purchase tickets through an un-fair and randomly expensive system. In the existent universe a pail of pigment – correspondent to a flight to NY. for example- costs no more or less expensive depending on when it is purchased.

Similarly. a red-eye round-trip flight with several connexions en path to its concluding finish costs the air hose no less than a day-scheduled one-way flight covering the same distance. In bear downing a monetary value for a menu. about without respect to when it is purchased. JetBlue is replying the inquiry that so many consumers have been inquiring: What makes up this drastic disagreement in pricing?


On April 2002. JetBlue successfully completed their Initial Public Offering. This translates into a mere seven months of public fiscal information. JetBlue is besides a comparatively new company. begun in 2000. and by all histories is presently sing a phase of growing. There have been rapid net incomes reported with a 100 % twelvemonth over twelvemonth addition in gross of $ 165. 3 million in one-fourth three. Rueters provinces. “It booked its first monthly net income in August. Neeleman is cagey on particulars but says it recorded about an 8 % border. ” The inquiry is can JetBlue keep this rapid growing?

JetBlue’s stock has been on a roller coaster. It is traded on the NASDAQ under the heart JBLU. After JetBlue’s IPO. stock monetary values rose to their all clip high of $ 55. 15. Monetary values began to equalise and the stock stayed in the $ 30- $ 40 scope. The dip seen in October is due to the portion lock-up run outing six months after the IPO.

JetBlue is doing headway in an industry that has seen the worst bead in its history and presently will lose more than $ 7 billion in 2002. Suffering from a slouching economic system devastated by the tragic events of September 11 the air hose industry is having less concern from both those who can non afford to wing and those who now are excessively afraid. In times where other air hose companies are fighting to fasten their belts and cut any corporate non-essentials. JetBlue has surprisingly posted a 17. 5 % net income – more than five times that of their nearest rival. SouthWest – amidst about unprecedented growing.

JetBlue presently employees 3. 563 workers: pilots. flight attenders. mechanics. ticket agents. reserve specializers. etc. The staff is considered immature for the industry and do anyplace between $ 8. 25 an hr to $ 55. 000 a twelvemonth with generous stock options. Though several pilots have been reported as discoursing affairs with the Union. the company remains un-unionized. which helps maintain labour costs to approximately a one-fourth of the grosss. To most. JetBlue’s get downing wages seem on the lower terminal when compared with similar places. nevertheless employees are willing work for the company as they offer first-class publicities and the added benefit of stock options and working from place.

Both the age of the company and the size of the company contribute to its centralisation: the company is merely two and a half old ages old employs three and half 1000. As a consequence. most of the major direction determinations are made at the top degree of this comparatively thin company hierarchal construction. David Neeleman is at the centre of the of import determinations. nevertheless. as the company grows and becomes larger he recognizes the demand for more decentalisation – the demand to ramify out and let others the freedom to do of import concern determinations.

To day of the month. it has non yet been JetBlue’s scheme to diversify the company. The young person and little size of the company besides contribute to this non-diversification. The entireness of JetBlue’s attempts are concentrated on making a quality air hose at a lower monetary value. However. as the company grows and accomplishes these original aims. variegation both in related and unrelated countries are in the programs of the company. As antecedently mentioned. JetBlue is successfully distinguishing itself by supplying an air hose with superior client service and low-price. The company is uniting two properties that traditionally are thought of as tradeoffs. While air hose clients frequently will take Southwest for inexpensive flights and Delta when an on-time reaching and good client service are preferred. JetBlue is going the air hose known for both.

Because JetBlue is working on distinguishing itself with low monetary value and friendly. efficient client service. a high degree of integrating is cardinal to their viability. On the one manus. the company is endeavoring to be the most cheap ; on the other. they aim to offer superior quality. As they strive for a high degree of distinction. they must besides necessitate a high degree of integrating in order to do the company efficient. JetBlue understands that because they are endeavoring to outdo the best in several value creative activity maps. integrating plays a cardinal function in the ultimate success of all value creative activity maps.

Several steps such as puting up squads and incorporating functions have taken topographic point in order to see the success of the integrating. Ticket agents. for illustration. will play a cardinal function in reserving the cheapest possible ticket every bit good as helping the client in any manner they may necessitate. This is besides why JetBlue follows a functional construction where directors of all countries can run into together to discourse and decide issues.

External and Industry Analysis

The air hose industry is an progressively hostile and competitory concern environment. The huge strain placed on single houses to procure clients and return a net income pressures them to keep a high degree of efficiency during both flourishing and down-turned markets. When the economic system performs good and concern thrives an air hose must scramble to run into the demand for new flights with airplane acquisitions and the hiring of more pilots and flight attenders to staff them.

On the other manus. when air travel gross revenues slack these same companies face the challenge of hurriedly down-sizing their work force in order to minimise the impact of the ensuing shriveling grosss on their net income borders. Furthermore. the monolithic graduated table on which air hoses compete with one another has established an sole and expensive playing field privy merely to industry high rollers willing to chance in the 1000000s of dollars. These immense required initial spendings create a formidable barrier to the entry of new rivals.

All of these factors combine to make a big. complex. and difficult-to-define concern environment where Airlines scuffle to remain in concern. With the terminal of World War II domestic air hoses improved their ability to develop faster and larger aircraft. and the commercial air hose industry was born. Since this clip. the air hose industry has relentlessly faced unpredictable and sometimes annihilating turbulency.

In the mid-1980’s. consolidation of air hoses occurred at a rapid gait and former industry giants Pan American. Eastern and Piedmont Airlines saw their paths gobbled up by Delta. American and United. This emerging three of industry giants dominated the market taking into the 1990’s. when the industry began a about five twelvemonth fiscal freefall that resulted in a loss matching an estimated $ 13 billion.

But even as the big leagues lost one million millions of dollars. a star emerged that would hold a profound consequence on the industry construction: Southwest. Airlines. a low-fare. point-to-point bearer based in Dallas. Southwest’s immediate and univocal success would alter everlastingly the manner the public saw low-fare air hoses and significantly altered the operations of major domestic air hoses. CEO Herb Kelleher built SouthWest’s concern in secondary airdromes and midsize metropoliss. ab initio concentrating on the southwesterly and western United States. where the conditions was normally warm and air traffic comparatively un-congested. SouthWest was able to entice away many travellers who were fed up with the composite. unintelligible and confusing menu regulations that typified the major bearers. With this scheme SouthWest rapidly began to steal market portion off from the major bearers.

As Southwest – followed by a little batch of other less-notable. less capitalized bearers – began to shed blood the net incomes of larger air hoses. Continental was the first large participant to react by unveiling in November ’93 a discounted air hose called Continental Lite. This unclearly and ill differentiated by-product offered discounted menus. bare-bones in-flight service and fewer limitations on buying tickets than its parent corporation. The consequence: Continental lost 100s of 1000000s of dollars with Continental Lite and eventually discontinued the air hose and focused alternatively on cut downing Continental’s menu monetary values. a move that would farther ache net incomes but let it to better vie with SouthWest.

Delta was the following major air hose to react to the menace of SouthWest. as the 1990’s signaled a monolithic restructuring plan for the air hose – named Delta 7. 5. Their end was to transform the air hose into the most cost-efficient of the large three bearers. Delta. which had ne’er laid off a individual employee in more than 50 old ages in the skies. discharged 1000s of workers. sold off non-core assets. reduced in-flight repast service and dropped un-profitable and low-traffic paths. Following Delta’s lead. the other major bearers fell in line with their ain version of cost-cutting – making all possible to turn their borders and maintain profitableness.

Delta provides an illustration of what happens to a company that cuts excessively much from its nucleus operations. Many of Delta’s cost cuts straight hit client service countries. from employee morale and onboard repasts to baggage handling and on-time reachings. Delta finally realized that cutting travel agent committees could salvage 10s of 1000000s of dollars without straight aching client service. and since their cost restructuring handily co-incided with the birth of e-commerce. Delta was able to plunge chase their independency from travel agents with the electronic ticket. As Delta continues to have hapless reappraisals – a 3-star evaluation of a possible 5 on a popular cyberspace client service ranking site – it is hard to estimate precisely how much harm this negative consumer feedback has caused their bottom-line.

A given is that JetBlue faces ferocious competition in the air hose industry and will yet be presented with many obstructions that could queer their success. One battle they are certain to face is that of remaining on the cutting border of engineering in the air power industry. which has a history of gnawing a company’s competitory advantage through progresss in engineering. For illustration. in 1945 Pan Am ordered a fleet of Consolidated Value planes with a cruising velocity of 342 stat mis per hr and capacity of 204 riders – at that clip the largest lading for a civilian plane. With the reaching of the 1950’s and a flourishing U. S. economic system. leisure travel had been born. The International Air Transport Association reported that scheduled air hose service between Europe and North America had increased 20 % from the twelvemonth old.

By the late 1950’s the Jet age was looming. The new aircraft were able to travel larger Numberss of riders faster than of all time across the continent and oceans. and instilled a assurance in consumers about the safety and comfort of air travel. By 1958 Pan Am had was utilizing a jet aircraft that could cruise at 605 stat mis per hr. Why would one choose to wing on a prop plane that was less-safe and half every bit fast as a newer jet theoretical account? In merely over 10 old ages. the full fleet purchased from Consolidated Value was disused.

By the clip Ronald Reagan took office in January of 1981. the authorities was get downing to de-regulate the to a great extent regulated Airline industry. Airlines were no longer required to register menu alterations with the authorities and international air pacts were opening the skies to increased competition. As a consequence. the rise of low-fare competition was get downing to hold a greater impact on the operations of the major bearers. Rather than prosecute low-fare bearers in one-on-one efforts at competition. some bearers took utmost steps to counter the effects of the discount houses.

In a landmark instance. the Justice Department filed a case against American Airlines. bear downing that it tried to repair monetary values with Braniff Airlines. The case alleged that so moving CEO. Bob Crandall. moving on behalf of the air hose. attempted to set up a trade during a phone call with Braniff President. Howard Putnam. that would raise certain Dallas fares 20 % .


The inquiry with the complexness of all these factors taken into history is where does JetBlue suit in this industry and what threatens its support? We can safely presume that the commuter rail and coach lines do non present any serious menace to the wellbeing of JetBlue or any air hose industry for that affair. Therefore. we will basically see all air hoses that service the same or alternate paths as JetBlue rivals: Delta. American Airlines. SouthWest. Continental. America West. NorthWest. United. and U. S. Airways.

However. as JetBlue has sought to supply a low-priced. high-service replacement to the lacklustre costly air hoses to which Americans have become accustomed. their most direct rival should be considered SouthWest – which besides provides efficient. “no-frills” bearer service. In add-on to bing air hoses. since the “share of low-cost air hoses has about doubled since 1986 to 15 % in 1998. ” Small start-up bearers surely pose less of a menace than established major bearers winging similar paths. and Neeleman says “A batch of these little cats are the bearer of last resort… Big air hoses put little 1s out of concern when they put more planes in their market and the spillover to the last-resort air hose dries up. ”

With the air hose industry already fighting before the September 11. 2001 terrorist onslaughts many air hoses have asked Congress and received “bailout” money merely to remain in concern. Despite this aid. major air hoses have been forced to do sweeping layoffs and drastic cuts to the figure of flights and metropoliss serviced. It would look. as illustrated by US Airways. that extremely leveraged air hoses may be headed towards extinction. Amidst these economic sufferings. the air hose industry’s giants are seeking to maintain gait with Southwest – whose profitableness amid their losingss has earned it a stock market value bigger than all its rivals’ combined.

As a benchmark for the industry. Southwest maintained a station 9/11 gross net income border per centum of between 3 and 4 per centum. In contrast. United Airlines’ post-9/11 gross net income border is a -20 per centum. IPO darling JetBlue has been able to farther raise this standard set by Southwest Airlines – posting a singular post-9/11 gross net income border of 17. 5 per centum.

However. this amazing success aside. the hereafter promises to show JetBlue with serious strategic issues – issues that have marked the prostration of other similar air hose start-ups. Primarily. the cost advantage enjoyed by JetBlue is certain to gnaw as the company’s A-320 leases expire. the new planes age and purchases need to be made. Furthermore. in the coming old ages the everyday care costs will get down to mount with the older fleet – merely as they did for SouthWest following their extremely successful nascent old ages.

Neeleman has besides been able to maintain the Unions at bay until now. but admits that their formation is foreseeable and would be “most disappointing” . The cost of both mechanic and pilot brotherhoods comprises much of the monolithic operating expense for more mature air hoses such as United and Delta. In its fiscal recovery program. United hoped to pare its union-inflated disbursals with “ $ 5. 8 billion in labour cutbacks with its flight attenders and mechanics. ”

Besides. with a low-priced enterprise. it is questionable whether or non JetBlue will be able to develop the economic systems of graduated table that allow other suppliers to offer low menus – and with the enlargement that could give an economic system of graduated table for the company. their focal point on client service would most decidedly suffer. In short. the inquiry remains as to whether or non JetBlue’s cost advantage today will ensue in overall profitableness for the long tally. as other likewise structured air hoses – People Express. for illustration – have already crashed and burned.

When questioned about the monetary value menace. Neeleman has responded that his purpose is to “get riders to take JetBlue more for the experience than the menu. ” – a just reply. but JetBlue has taken concern off from other major air hoses chiefly by underselling their menus. non offering frills. JetBlue has installed all leather on their Airbus 320’s. in-flight amusement by manner of personal proctors for every rider and an in-house 20 plus channel satellite telecasting. In purchasing the orbiter service supplier. JetBlue hopes to hold differentiated itself sufficiently to maintain other from jumping the needed $ 40 million to put in a comparable system.

Bing still a little company by air hose criterions. JetBlue’s 3. 563 employees benefit from a great trade of Neeleman’s mentoring and inadvertence. But there is likely to be turbulence in front: brotherhoods. pension programs and retiree wellness attention. lifting capital costs. client keeping and enlargement are all issues that will hold their sway on JetBlue’s hereafter.

IV. Internal strategic rating

Mission Statement:

“JetBlue has set out with a mission to. truly treat clients like clients. riders like clients. I think people see riders as an irritation – ‘Man. if we merely didn’t have these people. my occupation would be a batch easier. ’ We realize that they pay our manner every twenty-four hours. ” Owner. David Neeleman. ( See attached Welcome Statement )

Resources and Competences

The menus for JetBlue are comparatively low. But riders get all-leather seats and unrecorded. 24-channel satellite Television. David Neeleman bought the orbiter company. which means other air hoses will hold to purchase the service from him. This is a touchable resource that has enhanced the company’s long-term competitory place. With the endurance of the large air hoses being badly tested on Wall Street. JetBlue stock went on the market in April. The stock soared. so dropped. but is keeping its ain. The Owner say’s “JetBlue is doing money. ” On JetBlue. the headsets are free. but bury about acquiring a sandwich. even on transcontinental flights. This helps maintain disbursals down. Another competence of JetBlue is winging merely one sort of aeroplane – European Airbus A-320s.

This reduces programming and saving jobs. and it is more capable to maintain up with the turning demands of an air hose. Another manner that JetBlue keeps its costs down is their alone reserve system. Most tickets are purchased over the Internet. with the air hose offering e-tickets merely. Besides. JetBlue does non seek to wing everyplace. concentrating its service in the Northeast. the West Coast and Florida. An extra intangible resource that keeps costs down is there are no brotherhood members working for JetBlue. The employees. who get reasonably generous stock options and net income sharing. look content non to hold a brotherhood. JetBlue screens employees strictly. trains them good and gives them the best tools. They are motivated and service-oriented. Neelemean says. ” He takes attention of his employees. and they don’t need a store steward. That may sound paternalistic. but it helps maintain his costs down. ”

Distinctive competences:

JetBlue has a typical competence that has enabled them to accomplish

well lower costs than its rivals. They have accomplished this by their unique and valuable resources. and the capableness to pull off its resources as listed above. JetBlue has pursued its singularity in assorted ways. Recently. David Neeleman showed up on one of his flights to speak to his riders. “I hope you realize we’re seeking a small harder than the other lines to handle our clients good. ” he told them. JetBlue believes that client service is the lone opportunity air hoses have to last.

Bacillus: Organizational Culture – Norms. premises and outlooks

JetBlue’s end is to do a personal connexion with its riders. Neeleman does this himself by winging his air hose one time a hebdomad. He thinks most air hoses are more like cargo trains or cattle autos and he wants JetBlue to be different. By offering the clients the best experience JetBlue can present. they find most of them come back on a regular basis and state their friends and household about JetBlue. Their clients have given them unbelievable viva-voce recommendations.

Traditions. ways of making things. personality

Everyone pitches in. After they land the plane. the pilots emerge from the cockpit to pick up the rubbish. After a flight to Buffalo. a JetBlue director comes on board with her vacuity cleansing agent. Other air hoses knock JetBlue as a inexpensive start-up air hose. Neeleman says JetBlue is different. “It’s different with JetBlue. And people feel different. They don’t feel like they’re winging on a start-up air hose. ”

Summary of strengths & A ; failings

The strengths of JetBlue are assorted. They made a net income the first twelvemonth! That is barely of all time heard of. The proprietor has made some first-class selling and non-traditional determinations that have worked good for JetBlue. Costss are kept low by non offering traditional catering on the planes. utilizing new planes with no care disbursal to services the clients. employees are non under a brotherhood system and a big portion of advertisement is done by word of oral cavity.

At the beginning. the experts merely waited for JetBlue to turn up. as about every other start-up air hose with aspirations of major success has done since the U. S. air hose industry was deregulated in 1978. There are still a batch of possible obstructions out at that place for JetBlue. The bearer is still little plenty to care about clients and avoid the labour jobs that hinder many big air hoses. but its recent enlargement throws up ruddy flags: Growth for an air hose often spells problem for its clients. JetBlue is besides covering with hardball concern tactics from other bearers. and the more the newcomer expands. the more oppositions it will pull.

Calciferol: Current Schemes – Generic / Corporate Strategy

How can JetBlue offer great service with low menus and do a net income? The current and corporate scheme of JetBlue starts with an copiousness of liquid assets and militias. JetBlue is noted as the best-capitalized air hose start-up in history. This means that JetBlue is able to authorise themselves in the market by bring forthing the best merchandise available. You will see them expose it with their alone planes. free satellite Television. cozy leather seats and fast check-in engineering.

Second. they fly the newest advanced Airbus A-320. JetBlue has contracts for a fleet numbering 132 new A320 aircraft. with 123 ordered with Airbus. All JetBlue aircraft are configured for 162 riders and outfitted with leather seats with free orbiter telecasting at every place.

Third. JetBlue embraces five values that represent the company and make our alone civilization:

Safety. Caring. Integrity. Fun & A ; Passion

The five values that JetBlue has selected. non merely distinguish JetBlue’s merchandise ; they result in a superior client and crew members. “JetBlue is a different sort of airline… youthful. reviewing. more advanced so more mature air hoses. We’re looking at originative ways to cut down the fusss of winging and simplify the travel experience. So. we’re looking for originative. dynamic people to work with us to assist develop the air hose that brings humanity back to air travel. ”

Fourth. JetBlue places focal point on service. By offering clients the premium experience they can present. they find most of them come back on a regular basis and state their friends and household. “It’s non rocket science… our clients have given us unbelievable viva-voce recommendations. ( And for that. we will ever be grateful. ) At JetBlue. we’re non perfect. but we do seek to make things otherwise and work hard to be the best. But don’t take our word for it. Ask person who’s flown us. ”

Current Functional Scheme

As above you see that Neelman has outlined functional schemes directed at bettering the effectivity of basic operations with analysing production. smart selling. stuffs direction. research and development. and human resources. JetBlue is cognizant of flexible fabricating engineering to increase the use of its aircraft. The JetBlue fleet of new Airbus A320s comes with a grouping of wagess. The new aircraft are more dependable. so they spend less clip grounded where they won’t heighten the capital for the company. They’re more effectual. so they spend less on fuel than other bearers. In fact. JetBlue is the youngest fleet in the sky. JetBlue besides. looked to the Internet as another manner to offer high-touch service at deal costs.

Hip New York advertisement bureau Merkley Newman Harty translated the brand’s clean. bluish line over to JetBlue. com. “We truly wanted to do something that didn’t expression or experience like any other airline’s [ web site ] and that [ visitants would happen ] absolutely simple and user-friendly. ” Curtis-McIntyre says. The site has merely a few navigational options. but the clients find it user friendly. While the major bearers sell an norm of 10 per centum of their tickets online. JetBlue books to the full half of its menus on the Web and saves approximately $ 5 in dealing costs for each ticket booked online.

Current Business-Level Scheme

JetBlue’s business-level scheme includes a program of action that the directors adopted utilizing company resources and typical competences to derive competitory advantage over its challengers in the market industry. Neelman with his huge experience constructing air hoses from abrasion was versed in his purposes for the foundation of the company. He knew what would satisfy the customer’s demands: No hideous promises of ‘self- actualization’ onboard. no unneeded airfares. no cattle-trained outlook. no fusss. In their topographic point he added. simpleness. friendly people. engineering. design. and amusement. Neelman detected what clients he was to supply for: Conservative clients anticipating low-fares. with high high quality client attention. In the awake of September 11th. JetBlue still maintains the low-priced leader.

JetBlue ranked Best Domestic Airline in Conde Nast Traveler’s 2002 Readers’ Choice Awards and Best Domestic Airline ( Coach ) in Conde Nast Traveler’s 2002 Business Travel Awards. The air hose besides placed 2nd in the Best Airline classs in Travel & A ; Leisure magazine’s 2002 World’s Best Awards and Zagat’s 2001 Airline Survey. ( See attached awards for client service ) He identified his typical competentices as a low-priced leader that has enabled them to achieve a place with fellow rivals. JetBlue shows valuable resources of capital. cutting-edge airliners. autonomous civilization. open uping leading and this all presented by modern-day selling that grabs the attending of consumers and rivals.

Current Global Scheme

JetBlue has been known chiefly to hold its focal point on domestic travels at this early phase in their corporation. Though. they have stepped out of the domestic part and have announced programs to keep a direct flight to Puerto Rico. JetBlue publicized flights to Puerto Rico in May 2002. Puerto Rico Governor Sila Maria Calderon said: “The presence of JetBlue Airways in Puerto Rico is particularly of import as the air hose has combined extremely competitory menus with first-class service. Puerto Ricans who live on the island and see their households in New York now have a sensible option for travel which. without a uncertainty. will function to reenforce the ties of household and friendly relationship that exist between the two metropoliss. Puerto Rico gives its warmest welcome to JetBlue Airways and wishes the air hose the really best in its enterprises. JetBlue’s success is our success. ”

Evaluation of strategic tantrum with internal organisations

Rather than modeling employees to an bing corporate construction. the air hose is presenting new turns to traditional occupations as a manner of catering to the personal demands of employees. . Alternatively of being in a room of 300 cells to reply phones all twenty-four hours. for illustration. JetBlue’s staff of 350 reservationists work from their place. “We expression at each work group and reference what they want to hold happen. non what the company thinks should go on. ” says Ann Rhoades. executive frailty president of human resources. “Our manner is adjustment. ” Content employees provide better service. So. in order to maintain employees. clients. and. finally. JetBlue happy. the air hose has put a new spin on choice occupation classs.

IV. Competitive Evaluation and Recommendations

What do you urge to a company that turned a net income in every one-fourth since its origin and in an epoch of unprecedented industry problems has more than quadrupled the net income border of the nearest rival? How do you predict or even think the jobs that an air hose will confront when the industry itself is so extremely cyclical resultantly unpredictable? Thererfore. the hard undertaking of replying what JetBlue can make to immunise itself from the really turbulency that has arguably made them so successful is scaring.

However. if history is any indicant of future events. JetBlue will be faced with many internal and external strategic issues to get the better of in order to keep its competitory advantage. A good lesson to any air hose start-up – even the highly-capitalized JetBlue – is the twinkle and melt destiny met by the 1983 air hose People Express. Twenty old ages before JetBlue a short-haul bearer under Donald C. Burr set out to harvest a net income on inexpensive. dependable service offered to under served metropoliss such as Buffalo. Columbus and Sarasota. Like JetBlue. People Express soared rapidly. sacking $ 10 million on gross of $ 287 million in 1983.

Employees were ab initio enthralled by the company’s profit-sharing program and Burr’s wont of naming even the loweliest employee a “manager” . but the idealistic corporate civilization came under fire when two old ages subsequently the company reported merely $ 20 million in net incomes on $ 928 million in gross. The more the air hose grew and expanded its paths. the more it watched its net incomes grow anaemic. People Express disappeared after merely four old ages of concern when it was bought by Texas Air for $ 301 million in stock and hard currency.

Most analysts predict that JetBlue will see turning strivings in the hereafter. as did People Express. JetBlue CEO David Neeleman’s successful schemes will be put to the trial in the approaching months and old ages as the company seeks to spread out its paths and concern.

JetBlue’s low costs have been a cardinal constituent to the airline’s ability to secure clients. In order to keep the net income border they have enjoyed it will be critical for them to maintain their costs low. Analysts and stockholders are watching closely and tiredly for any additions in JetBlue’s cost construction. In a November 7. 2002 article discoursing JetBlue. Fox News reported. “…shares of JetBlue dropped more than 7 per centum on Thursday as investors worried about a spike in operating costs. ”

David Neeleman was speedy to understate the addition in 3rd one-fourth costs and promised that costs would return to 2nd one-fourth degrees in the 4th one-fourth. With aging planes. possible worker brotherhoods. and possible spread outing client service costs and as JetBlue grows. it will be indispensable that they be highly proactive in maintaining costs down. The fighting air hose industry. station 9/11. has shown that those with lower costs are more successful in enduring unanticipated troubles that can and will originate.

Another cardinal factor to JetBlue’s success in the hereafter will be its care of client service. Customers have responded really positively to some of JetBlue’s alone benefits: single Television screens with satellite channel entree. for illustration. A recent Forbes article showed the company to hold has a far higher on-line engagement per centum than other air hoses. Besides. clients are cheerily surprised when JetBlue CEO David Neeleman hops on a plane and asks clients to supply feedback on JetBlue’s service. JetBlue’s alone attack to client service has been a cardinal constituent to its success. It will turn out hard for JetBlue to keep this alone entreaty to its clients as it grows and expands its concern amidst more het competition from other air hoses.

The cardinal constituent to JetBlue being successful in the long tally is to stay the low cost leader. It has been pointed out that the new fleet of aeroplanes. the lesser traveled airdromes as hubs. and the no frills commutes themselves are the major grounds for the company’s success. In order to guarantee that these strengths do non go failings. some serious planning will be required.

Arguably the individual most of import factor for the net income borders enjoyed by JetBlue is its new fleet of aircraft. They require comparatively no care and Neelman was able to work out an unrevealed mix of rentals and purchases to maintain operating costs low. However. as the fleet of aircraft ages the company will certainly confront lifting care costs on the multi-million dollar jets. JetBlue has started off on the right pes as they chose. partially for this ground. to hold merely one trade and one type of engine for their full fleet. All of the JetBlue AirBus A320s have International Aero Engines ( IAE ) on their planes. doing care and fix single-faceted and more easy done.

One of the ways engine industries. such as GE Aircraft Engines. are pulling clients is that they sell a service bundle with their engines – intending that they have their ain crew ready and available to assist any bearer with jobs that arise. A strong recommendation for JetBlue would be to do certain that they pursue and relationship with IAE so that they can maintain the figure of in-house care employees to a lower limit. If they are able to leverage the cognition and expertness of the industries ain employees. it could be much cheaper for JetBlue to contract these employees on an as needful footing instead than maintaining a big figure of employees on their ain staff to maintain up with all of the care demands of the fleet.

This type of a relationship with the maker could be particularly good at the smaller airdromes that JetBlue services. They could maintain the au naturel figure of employees needed to keep the scheduled modus operandi services of the aircraft in their major airdromes. and contract the IAE employees to assist manage any of the particular instance jobs that arise. every bit good as handle any care required in airdromes where JetBlue will non hold a full clip staff. As the IEA employees will merely be contractors they could negociate a contract with IEA that would be a immense cost nest eggs for JetBlue. as opposed to holding all of the needed employees on their paysheet on an on-going footing. It would non merely salvage the paysheet and benefits. but it would besides extinguish the expensive preparation costs that would be required for each of the single employees.

Another manner that JetBlue has been able to derive a competitory advantage is through the targeting of smaller. somewhat out of the manner airdromes. The best illustration of this would be the penchant of Long Beach airdrome over that of LAX. With virtually no competition at this airdrome. since all of the larger carries use either LAX or John Wayne. JetBlue faces small competition and is all but assured timely reachings and goings. This has made menu wars more hard since the air hoses are non traveling caput to caput. It would look prudent for JetBlue to go on using these smaller airdromes as they continue to turn and seek to remain off from those that are busier and more competitory.

They may desire to pass some clip making strong confederations with these airdromes so that there is a win-win state of affairs with the two parties. With the success of JetBlue. all of the people coming and traveling in the airdrome will be a valuable beginning of gross that these smaller airdromes will non hold had in the yesteryear. With the airdrome doing more money from the increased traffic JetBlue should be able to negociate some better rates once more take downing the cost of concern and hence adding to their net income.

As a price reduction bearer JetBlue needs to maintain their bottom line every bit low as possible. Up to this point they have done a fantastic occupation. They are one of the lone air hoses turning a net income. and have been turning at a really healthy rate. However. as they continue to turn. many of the advantages that they presently enjoy could get down to vanish as they continue to turn because they will be forced to travel into markets where the will hold to straight contend with the older more constituted bearers. JetBlue needs to calculate out where the optimal size is so that they will be able to keep their gross borders. If in the hereafter the voice of the client ( VOC ) tells them that they need to go on to spread out so they can look at other options to back up that growing while at the same clip maintaining their best patterns.

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Strategic Analysis of Jet Blue Airlines. (2017, Jul 23). Retrieved from

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