JetBlue Airways

STRATEGIC MANAGEMENT & POLICY COMM 4005 / SP1 MODULE 3 JETBLUE AIRWAYS: A CADRE OF NEW MANAGERS TAKES CONTROL JETBLUE AIRWAYS Question 1 David Neelman’s original strategic vision was to ‘bring humanity back to air travel’ through combing low fares of a discount airline carrier with the comforts of a small cozy den in people’s homes. David’s strategic vision is a good one, but the strategic objectives, strategy development, and implementation and execution should be modified to

Executive Summary JetBlue Airways, the latest entrant in the airlines industry has gone through the initial stages (entrepreneurial and collectivity) of the organizational life cycle rapidly under the successful leadership of David Neelman. JetBlue Airways is currently in the formalization stage of the life cycle where in it needs to create procedures and control systems to effectively manage its growth. Also as it proceeds to grow further to reach the elaboration stage, JetBlue needs to continue

C A S E 20 JetBlue Airways: GROWING PAINS By S. S. George and Shirisha Regani ------------------------------------------------------------------------------------------------------------------------ 1 Table of content (Moved to final report) 2 Introduction (Aurélien) 2.1 Case summary (Moved to final report) 2.1.1 Main issue (Moved to final report) 2.1.2 Case analysis (Moved to final report) 3 Internal analysis 3.1 Mission, vision, strategy, and competences (Moved to final report) 3.1.1 Mission (Moved

David Neeleman founded the Jetblue Airline Company in February 1999, under the name "NewAir." David G. Neeleman is a Brazilian-American entrepreneur who has founded three commercial airlines; Morris Air, JetBlue Airways and Azul Brazilian Airlines. In April, JetBlue placed a $4 billion order with Airbus Industries for up 75 new A320 aircraft, and commences leasing arrangements for another eight aircraft. In July, JetBlue reveals that all its aircraft will offer 24 channels of live satellite television

JetBlue Airways IPO In April 2000, JetBlue first started in New York City’s John F. Kennedy Airport. Even after the 2001 terrorist attacks, company remained profitable and was growing aggressively. To support their growth and offset portfolio losses by their venture capital investors, management was ready to raise additional

Jet Blue Airways; Managing Growth 1. Jet Blue´s Business- level strategy; value and cost drivers Jet Blue uses to create and maintain ist competitive position Founded by the discount airline veteran David Neeleman in 2000, JetBlue Airways has quickly become one of the largest discount airlines in the United States. Starting primarily by serving the East Coast, the airline has since expanded throughout the country and entered the international market. The reasons for its early success are

start with a billion dollars and launch a new airline: -Richard Branson, Founder, Virgin Analyst Atlantic Airways Keep an eye on ]etBlue. That could prove to be a successful operation.3 -Herb Kelleher, Co-founder, CEO, Southwest Airlines Ann Rhoades looked up from the stack of papers in front of her and gazed out the window. She watched with pride as a JetBlue plane lifted off from Kennedy Airport. She knew from the

Executive Summary JetBlue Airways, the latest entrant in the airlines industry has gone through the initial stages (entrepreneurial and collectivity) of the organizational life cycle rapidly under the successful leadership of David Neelman. JetBlue Airways is currently in the formalization stage of the life cycle where in it needs to create procedures and control systems to effectively manage its growth. Also as it proceeds to grow further to reach the elaboration stage, JetBlue needs to continue

larger airlines that have developed alternative low-cost carriers, essentially diminishing that competitive advantage the “Southwest Effect” once had. Kelly notes that there is “new competition from leaner, larger airlines, low-cost carriers as JetBlue Airways Corp. and Spirit Airlines Inc.”7, making the competitive advantages that Southwest offered less and less sustainable. In an effort to meet growing customer needs, Southwest has begun to add more flights and expand into larger markets. According

JetBlue Airways: Regaining Altitude after the Valentine’s Day Massacre of 2007 A Submission to the Arthur W. Page Society Case Study Competition 2 Abstract Valentine’s Day 2007 changed the course of history for JetBlue Airways. The upstart low-fare airline – which had enjoyed unprecedented acclaim from customers and industry observers – suddenly found itself in the midst of its first major operational catastrophe. A winter storm that enveloped the New York metropolitan region and JetBlue’s