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JetBlue

Transcript: The cool if pretentious kid in high-school Dated a cheerleader...jerk Owner is basically a benevolent Bond villain Competition & Current Media Mix - Number of Likes Graphic Violence - Southwest: Other work - Virgin: Company deals and general travel tips - jetBlue: Destinations Virgin Airlines - Company Response Social Media Presence Timing Nontraditional Media: Internet Remainder of the year: Maintain online relationship with target Phiona is 27 years old, She's a social media fiend. She wants a raise. She deserves a vacation. Competitor's Current Media $4.626MM in Spot - General Use But if you're looking for a genuine online relationship, with an airline, come to the BOLD's jetBlue. Media Objectives $3.124MM in National/Internet "Why didn't I go to Cancun in 65?" NOW'S NOT THE TIME TO SETTLE. Estimates for Traditional Media Pulses: Average frequency of 3.8 Average Reach of 80.6 Secondary competitor Luxury of starting vacation early Compete with jetBlue Radio and TV CPP: National: $7,275 Spot: $4,448 Traditional Media Internet marketing all year for national presence Pulse with traditional media Sept/Oct & Mar/April Big idea: media plan overview Harbingers of fading youth. On-flight postcards Outdoor events bring destinations to major cities. Line experience show the benefits of jetBlue. the BOLD present: - Southwest: ~3.2 million - Virgin America: ~277,000 - jetBlue: ~648,000 Nontraditional Media: OOH Brand analysis Hey there! jetBlue Airport Map! $8MM overall Geography Our vision for television Travel site takeovers Social Media Travel while you can internet travel show Facebook trip planner Meet our Friend Nielsen Claritas Cruise Lines A BOLD dose of over 300 GRPs in September, October, March and April to direct traffic into the online community. SouthWest: The Walmart of the sky Cheapest way to fly next to flapping your arms really hard. - Southwest: 0 - Virgin: 3 - jetBlue: 1 Media Budget Media Not the cheapest low-cost airline, but the highest quality. The airline for people who sip martini's, not pound Natty-light. Goal: Increase passenger-seat miles by 5% to select vacation destinations. During the recession, international travel is down. People are looking to maximize the money they do spend Questions??? Conclusion Now's not the time to settle. Graphs, on graphs, on graphs Target Audience We're not always around, in the traditional sense... Happy Clouds THE BIG IDEA situation analysis

Jetblue

Transcript: Solution Problem Alternatives SWOT Jetblue Can ya dig it? Flower analysis

JetBLUE Presentation

Transcript: JetBlue History Leather seats Unlimited snacks & soft drinks Free in-flight entertainment -Live T.V for every customer Free Fly-Fi for all customers Customer friendly approach Creates a fun environment Power of Buyers: High JetBlue Airways - Founded by David Neeleman, 1999. - Single fleet operations, Airbus A320. - 1 of 3 airlines to make a profit post 9/11. - 2005, 5th largest airline in the U.S - 2007 Valentines day disaster. - Won several awards including 4* Skytrax. - Proven to be hugely successful since 1999. - Consistent growth and expansion. - Recently jeopardized it's mission statement. - Reduced profit margins compared to other in sector. - Proven dynamic business model - Strong future. Threat of Substitute Product or Service: Medium - Continue to differentiate attracting greater mix of customers. - Revisit their cost-leadership business model. - Expand on their current route network. - Grow their international route network (Western Europe). - Investigate diversification of business model. - U.S is the single largest market in the world. - Largest domestic airline in North-East. - New aircraft has created opportunity for new routes. - Improved fuel efficiency. - Commercial Partnerships. - Business customers account for significant portion of domestic flights (Mint). Non-hierachical Flexible working conditions Voted one of the best airlines to work Mainly non-unionized workforce Bonus's & Profit Sharing Rivalry Among Existing Competitors: High - Other modes of transport. - Technological advances. Power of Suppliers: High Industry Analysis - High debt levels. - Relatively new to industry. - Highly dependent domestic markets. - Low profit margins. - Ticket Holders - 895 million U.S passengers 2015. - High bargaining power. - Low switching costs. - Loyalty Programs. - New & Efficient Aircraft. - Highly aircraft utilization helps to maintain low cost structure. - Strong brand recognition flying to 93 destinations. - Innovative technology and processes. - Award for highest customer satisfaction amongst LCC's. Strengths Dynamic Business Model Employee Culture Weaknesses - Fluctuating fuel prices. - Increased intense competition. - Political & economic uncertainties in new markets. - Unionization of employees (Pilots). - Fluctuation on demand. Opportunities Live T.V Paperless tickets Web-based booking system 24hr online access to manuals & SOP's First U.S A320 carrier to use ADS-B Paperless cockpit, EFB's & iPads Thanks for flying JetBlue Any Questions? - Aircraft Manufacturers -Highly Concentrated Industry - Airports -Monopolistic power - Fuel -Largest operating cost (26.6%) Amenities Conclusion Technology - Extremely competitive industry - 130 Carriers in the US - JetBlue's Market share has decreased by 2014 TrueBlue MINT service Densify aircraft cabin Diversifying to International Markets Customer bill of rights Embraer 190 JetBlue Strategy The Future of JetBlue - U.S Domestic low cost carrier. - Headquarters: New York City, JFK. - Point-to-Point operations. - Employs over 14,000 people, (Non-Unionized). - "To bring humanity back to air travel". - 93 destinations in U.S, Caribbean & Latin America JetBlue Overview Threats SWOT Analysis Michael Barcoe - LCC business model differentiating using amenities. - Invests heavily in technology & new aircraft. - Non-hierarchical culture within JetBlue. - Consistently evaluates & adapts business model. - Overview - History - Business Environment - Airlines Strategy - Business Model - Future - Conclusion "Not a low-cost carrier, not a legacy airline, JetBlue goes a third way" (Ortiz 2013)

JETBLUE PRESENTATION

Transcript: History of Jetblue: Founded in February 1999 Jetblue was created by a creative entrepreneur named David Neeleman whos creative idea to gain a lot of customer attention by coming in with extremely low prices compared to the other competitive airlines was very successful Based in Queens at John F. Kennedy Airport which is its main hub During 2000, (only 1 year after starting the company) new aircraft joined the fleet, and a lot of destinations were added to the network, and by the end of the year, JetBlue flies its one millionth customer, reporting $100 million in flown revenue. JetBlue Fleet September 21,2005 a jetblue A-320 had taken off from Burbank and reported landing gear trouble and circled around and flew low until it landed at LAX where the plane was forced to land with its fron landing gear at a 90 degree angle For such a tragic event like Sept. 11 it actually turned out to have a very positive effect on Jetblue and their buisness. Jetblue continued their constant flight schedule and network while other airlines dropped flights and cut back on air travel. Jetblue was very profitable following this tragedy. Jetblue increased profitablity after 9/11 by : reductions in discretionary spending, strong headcount control the addition of $30 million in new equity capital from our existing investors JetBlue Marketing Strategy The Hub-and-Spoke is system that uses a specific city or number of cities as a “Hub” and uses the hub to funnel flights and passengers from spoke city to spoke city Jetblue's main hub is located at JFK International Airport from which it operates most of its buisness and send its flight to other states , countries and islands Focus Cities are somewhat like “hubs” because it has so many flights coming into that city and also so many flights going out from that city but the flights are not as strictly timed as flights at the hub are. This method of scheduling and networking is very beneficial and efficient because once a carrier such as Jetblue has established itself with a firm network of spokes at a specific hub, it then becomes difficult for other carriers to challenge the airline JET BLUE DESTINATIONS Jetblue offers its airline services to 70 different destinations: United States Pittsburg Florida Aruba US Virgin Islands Central America St.Lucia St.Marteen Puerto Rico and etc THE END "You Above All" by: Dejuan Stephens AND "ONE EVENT NEARLY ENDED IT ALL" HUB JetBlue Airways PEAK OF JETBLUE PROFITS SPOKE 9/11 How can such a tragedy have a positive effect for JetBlue?

Jetblue

Transcript: Rivalry Among Existing Competitors (Global Value Chains, 2006) (Promoting, 2009) History Entry Barriers Potential Competitors Economic advantage of new competition (JetBlue, n.d.) Introduction Founded in 1999 in New York 2001 posted a profit Increase safety on aircraft installing bulletproof dead bolted cockpit doors 2002 IPO = Success -> 5.87 shares totaling $158 million Currently carrying 30 million customers 82 cities 800 daily flights Environment One Thing That’s Green (2007) 80,000 trees in 2012 Lower Airfare Prices Complimentary Spa Packages Non-meal compliments Internal Environment Kenny Gott Danitza Meneses Kiyona Wilson 1. Fluctuating fuel prices 2. Rigid government regulations 3. Intense competition Air Transport World (ATW). (2014). ATW's 40th Annual Airline Industry Achievement Awards. From http:// atwonline.com/atws-40th-annualairline-industry-achievement awards. Boone, J. (2008). A New Way to Measure Competition. Economic Journal, 118(531), 1245- 1261. doi:10.1111/j.1468-0297.2008.02168.x Department of Transportation. (2013). Code Sharing. From http://www.dot.gov/policy/aviation-policy/licensing/ code-sharing. Global Value Chains - Concepts & Tools. (2006). Global Value Chains. From http://globalvaluechains.org/ concepts.html JetBlue. (n.d.). JetBlue. From http://www.jetblue.com/corporate-social-responsibility JetBlue Airways. (2014). Air Transport World, 51(2), 36. JetBlue Airways Corporation SWOT Analysis. (2014). JetBlue Airways Corporation SWOT Analysis, 1-9. JetBlue Press Releases. (2013). JetBlue Announces 2013 Annual Profit. From http://investor.jetblue.com/ phoenix.zhtml?c=131045&p=irol-newsArticle&ID=1894614&highlight=US Li, X. (2012). Group Buying, Buyer Heterogeneity, and Sellers' Bargaining Power* Group Buying, Buyer Heterogeneity, and Sellers' Bargaining Power. Decision Sciences, 43(5), 761-783. doi:10.1111/j.1540-5915.2012.00369.x Promoting competition to strengthen economic growth. (2009). OECD Economic Surveys: Belgium, 2009(12), 113-141. Top 30-Day Company in the Transportation Industry. (2014). Businessweek.com. From http:// investing.businessweek.com/research/sectorandindustry/industries/industrydetail.asp?code=203020&country=US Wansink, B. (1994). Advertising's Impact on Category Substitution. Journal Of Marketing Research (JMR), 31(4), 505-515. Wheelen, T. L., & Hunger, J. D. (2012). Strategic management and business policy: toward global sustainability (13th ed.). Upper Saddle River, N.J.: Pearson Prentice Hall. Threat of Substitute Products and Services Strengths (Boone, 2008) Weaknesses External Environment Profitability Gross profit margin (24.62%) Net profit margin (4.26 %) ROA (4.49%) ROE (10.52%) Liquidity Current ratio (0.8) Quick ratio (0.6) Leverage Debt to equity (38.4) Total debt to total assets (62.1) Activity Asset turnover (0.9) Accounts receivable turnover (48.7) Inventory turnover (28.5) Recommendations At JetBlue, we consider ourselves a customer service company that happens to be an airline. (JetBlue Press, 2013) (JetBlue Press, 2013) (Wheelen & Hunger, 2012) Threats of New Entrants 1. Strong brand recognition 2. Competitive service offerings 3. Low cost structure Bargaining Power of Buyers (JetBlue Airways Corp., 2014), (Wheelen and Hunger, 2012), (JetBlue, 2014) , (ATW, 2014) , (DOT, 2013) (JetBlue Airways Corp., 2014), (Wheelen and Hunger, 2012), (JetBlue, 2014) , (ATW, 2014) , (DOT, 2013) (Li, X, 2012) References JetBlue Airways Corporation-top discount airline with an inspiring success story Anti-establishment airline David Neeleman/David Barger (CEOs) Visions-safety, caring, integrity, fun and passion SWOT Analysis & Financial Performance Value Chain 1. Board and Committee Composition 2. Policy on Annual Meeting Attendance 3. Policy on Stockholder Communications with the Board 4. Policy on Consideration of Director Candidates Recommended by Stockholders 5. Qualifications and Process for Selection of Director Candidates 6. Director Resignation Policy 7. Code of Business Conduct and JetBlue’s Values JETBLUE Airfares and other Airlines 2004-2005 Chapter 11 Bankruptcy New entrant to industry leader Focus: Core values and the customer Low cost leader, despite not sacrificing quality High-tech and highly comfortable Not performing at the same level as some competitors (e.g. Southwest); however, they have been successfully on an individual level 2013 Net income: $168 million With its sights set on expansion, JetBlue will continue facing challenges Fluctuating fuel prices, high fixed costs, rigid government regulations, and significant amounts of debt financing JetBlue’s optimism, creativity, and innovation might just make it a reality Overall, JetBlue has been successful at meeting their goal Bringing humanity back to the skies The Return to Profitability Plan vs. (JetBlue Press, 2013), (Top 30-Day, 2014) Opportunities Goals & Objectives 1. Growing industry 2. Commercial partnership Youth and education Soar with Reading (2011) Community Community

JetBlue Presentation

Transcript: Prepare For Change Data Preparation Implementation and Parallel Operation Testing Training Release 1. Reservation System 2. Baggage tracking 3. Staff Notification System Transition Program Problem Specification Data Flow Diagram Training starts in January System Launched in February Training Schedule Requirements R101 - Log in shall be required for all employees to access computers and ERP system R102 - Employees shall only have access to parts of the ERP system relevant to their tasks R107 - The system shall alert employees when flights are overbooked. R108 - The system shall trace customers checked baggage R111 - The system shall support online reservation modifications, changes, and cancellations. Access to skill lab Required number of hours

jetBLUE Presentation

Transcript: Thank You! Questions? Strategic Posture Strategic Alternative #2, Create Risk Management Force Strategies for unexpected scenarios Employee performance Stranded customers Pilot Retention Pro’s Create larger benefit packages for pilots Preparation for unexpected events Prevent employee disruption Con’s Increase cost False sense of security Power of Buyers: High Conflict of Interest JetBlue focuses on providing customer satisfaction Expecting every employee to be equally responsible for it’s success Mission: safety, caring, integrity, passion and fun Strategic Alternative #3, Refresh Aircraft Fleet March 2012 Pilot Disturbance: Small issue with JetBlue pilot Clayton Frederick Osbon High Barriers to Entry Capital Requirements Access to Distribution Channels Government Policy Addresses current customer relation management problems Cancellations in North East High call Volume Refunds Pro’s Lower wait times when customers call JetBlue Customers not switching to other airlines Con’s Resources may be more properly allocated Must properly be implanted Record revenue for 2012 Experienced their best year since their 13th year in business Estimated revenue for 2013 Growing US airline industry Commercial partnerships Business customers account for significant portion of domestic flights Improved fuel efficiency Availability of technological designs Bypass Attack Strategy Evaluation and Control Rivalry Among Existing Competitors: High Threat of Substitute Product or Service: Medium Corporate Governance Technological Ground and Sea transportation Technological advancements in communications Power of Suppliers: High Industry Analysis Second Quarter of 2014 release of 36 new Airbus A321’s Sleek Style Seating 10” Touchscreen Displays Private First Class Seating Pro’s Retire old with new ones Less mechanical Problems Gain larger customer base Con’s Capital requirement Cost of training Adaption to technology JetBlue Critical Case Issues Pilot retention Slow expansion rate (CI #1) Highly dependent domestic metropolitan markets (CI#1) Inefficient operations communication (CI #3) Critical Case #4, Expansion into Europe & South America: Threats Travel Agencies -Highly Fragmented Industry (15,000 Agencies in the US) -Rarely utilized by consumers and airlines Ticket Holders -101 Billion US passengers enplaned in 2009 -High bargaining power Loyalty Programs Strengths Strong corporate culture Highly aircraft utilization helps to maintain low cost structure Strong brand recognition Innovative technology and processes Current Performance Critical Case #1, Customer Service Critical Case #2, Operations Management & Logistics Critical Case #3, Software & Mechanical Disruptions Critical Case #4, Expansion into Europe & South America Weaknesses Position: Vice President/ Chief Safety Officer Reports to: James Hnat, JetBlue's Executive Vice President of Corporate Affairs Conflict: former FAA employee have to wait a full two years before working for any company they once had oversight on, new rule issued 2011 Possibilities: Mr. Allen still has lots of contacts and if JetBlue ever gets into a sticky situation it is possible Mr. Allen could get them out of it ... Continue John Allen Government Policy Air Transport Association (ATA) Federal Aviation Administration (FAA) Aircraft Manufacturers -Highly Concentrated Industry Airports -Monopolistic power Fuel -Largest operating cost (26.6%) -Every increase in fuel increases operating costs by 170million USD for the US Airline Industry Executives and Board of Directors Social Responsibility -Supporting education, communities and children -Corporate focus on sustainable development and environmental issues E-Commerce and E-Check-Ins Social Media Fly-Fi (In-Air Connectivity) Aircraft Improvements Alternative Fuels Extremely competitive industry 130 Carriers in the US Cost-Leadership Strategy JetBlue's Market share has decreased by 2.2 since 2010 Financial Growth Relative Power of other Stakeholders: High ... Continue Create strategic alliance with other airlines Face European Markets Other Airlines have created strategic partnerships in the past Pro’s Create an Alliance with Lufthansa and other airlines to run various flight services throughout Europe Gain market share Join another niche market Con’s Possible loss of market share Loss of control Destinations David Barger CIO since May 2007 Financial Ratios Implementation Founded: 1998 by David Neeleman First Flight: 2000 from NYC to Fort Lauderdale Headquarters: New York City, John F. Kennedy International Airport (T5) Service Offerings: 80 destinations in US, Mexico, Colombia and the Caribbean Employees: 14,000 Alliance Partners: Air Lingus, South African Airlines, Cape Air & Lufthansa Strategic Alternative #1: Improve JetBlue’s CRM Quick Company Overview Video Reenactment Threat of New Entrants: Low SWOT Analysis Opportunities Fluctuating fuel prices Intense competition Developments in the communications New FAA rules and laws New training requirements

jetBLUE Presentation

Transcript: Thank You! Questions? Customer Service Operations Oil Prices: very volatile GDP Power of Buyers Human Resource management Ning: -Internal social network for employee use -Allows for connection to other employees -Sharing of ideas, experiences, information No official R&D department LiveTV Jetting to Green Research and Development Human Resources: -Small issue with flight attendant Steven Slater Challenge: Keeping costs low while ensuring customers enjoy the “JetBlue Experience” Bypass Attack Strategy Limited destinations Highly competitive marketplace Secondary Value Creating Activities Rivalry Among Existing Competitors Corporate Leadership Technological Environment Supply Chain Management Power of Suppliers Industry Analysis Business-Level Recommendation Vertical / Horizontal Positioning Unemployment rate – currently high 9.7% Personal Consumption Expenditures Index Travel Agencies -Highly Fragmented Industry (15,000 Agencies in the US) -Rarely utilized by consumers and airlines Ticket Holders -101 Billion US passengers enplaned in 2009 -High bargaining power Total Quality Management (TQM) Current strategy and assets to leverage attack Target Canadian cities (YOW, YYZ) Beware airline charges in Canada Estimated 2-2.5yr implementation period Primary Value Creating Activities Aircraft Manufacturers -Highly Concentrated Industry Airports -Monopolistic power Fuel -Largest operating cost (26.6%) -Every increase in fuel increases operating costs by 170million USD for the US Airline Industry Executives and Board of Directors Social Responsibility -Supporting education, communities and children -Corporate focus on sustainable development and environmental issues Business-Level Recommendations Key factor to company’s success Non-unionized employees Dedication to employee satisfaction and fair compensation Customer service recognition awards E-Commerce and E-Check-Ins Social Media In-Air Connectivity Aircraft Improvements Alternative Fuels Baggage Handling Systems Security Extremely competitive industry 130 Carriers in the US Cost-Leadership Strategy Marketing and Sales Macro Environment Materials and Inventory Management Fuel Expenses Aircraft Management and Maintenance Airport Facilities Corporate Strategy Destinations David Barger CIO since May 2007 Economic Environment Economic Environment Ctd. Implementation Customer Bill of Rights TrueBlue Customer Loyalty Program LiveTV JetPaws Business-Level Strategy Founded: 1998 by David Neeleman First Flight: 2000 from NYC to Fort Lauderdale Headquarters: New York City, John F. Kennedy International Airport (T5) Service Offerings: 60 destinations in US, Mexico, Colombia and the Caribbean Employees: 9,180 Alliance Partners: Air Lingus, South African Airlines, Cape Air & Lufthansa Integrated Cost Leadership with a focus Differentiation Strategy Quick Company Overview Distribution Business-Level Challenges Improve processes, services and culture Eliminate mistakes, redundancies, and unnecessary tasks Reduce costs Enhancing customer satisfaction Organizational communication, knowledge sharing, and flexibility www.jetblue.com Global Distribution Systems (GDSs) Online Travel Agencies Current Corporate Strategy Issues Human Resource Management T5 (John F. Kennedy International Airport)

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