JET BLUE AIRWAYS

Jet Blue Airways



Abstract

JetBlue just like all other start up companies' faces challenges as they seek to find their place, establish a market presence, and develop processes and procedures. Imagine dealing with the problems and issues of a start-up company while coordinating a staff of 2500 plus employees, adding about 5-6 new employees a day while competing in one of the toughest industries in the world. JetBlue has chosen to implement and continues to use in their transformation of the organization a change base Culture Model and Kurt Lewin's three- phrase model for change.

TAbel of Content

ABSTRACT2

INTRODUCTION5

LOCATION6

REVENUE6

FINANCIAL CONDITION6

MARKETS SERVED7

NUMBER OF EMPLOYEES10

JETBLUE'S ECONOMIC CHALLENGES10

Maintaining the culture10

Pay rates11

Maintenance11

Finding attractive markets13

COMPETITIVE REACTION13

MANAGING HYPERGROWTH14

JETBLUE KEY ECONOMIC INDICATORS15

CONSUMER PRICE INDEX (CPI)15

S&P 500 STOCK INDEX16

UNEMPLOYMENT17

AIR TRAVEL PRICE INDEX (ATPI)17

JET FUEL PRICES, IATA JET FUEL INDEX AND BUREAU OF TRANSPORTATION STATISTICS18

TRANSPORTATION SERVICES INDEX (TSI)18

CONCLUSION19

REFERENCES21

Jet Blue Airways

Executive Revision

With the airline growing so quickly, many crewmembers were hired or promoted without having much supervisory experience. The lack of experience and guidance quickly became a problem. Supervisors and managers were creating a workplace that did not reflect the leadership spirit that David and Dave wanted to promote. A memo to crewmembers stated, “As in the past, we will continue to rely on our JetBlue Leaders to guide our Crewmembers as we delight our Customers and pave new roads in air travel. It is leadership that will enable us to stay small as we grow, to continue the unique and special JetBlue experience that distinguishes us from any other company”. Organizational and leadership capability was there and was needed to transform this start up company. JetBlue had the resources, processes and values in place when they decided to expand their leadership by getting the Learning and Development (L&D) group who would be creating an intense leadership program that would be required for anyone in a leadership role. “As people address recurrent tasks, processes become defined. And as the business model takes shape and it becomes clear which types of business need to be accorded highest priority, values, coalesce.

Introduction

JetBlue just like all other start up companies? faces challenges as they seek to find their place, establish a market presence, and develop processes and procedures. Imagine dealing with the problems and issues of a start-up company while coordinating a staff of 2500 plus employees, adding about 5-6 new employees a day while competing in one of the toughest industries in the world. JetBlue has chosen to implement and continues to use in their transformation of the organization a change base Culture Model and Kurt Lewin?s three- phrase model for change.

Location

JetBlue's General offices are located in Forest Hills, New York. The Customer Call Center is located in Salt Lake City, Utah. JetBlue's operations are primarily web-based with all 1,100-customer service representatives working from their homes.

Revenue

Since JetBlue's inception in 1999, the airline has enjoyed a continuing increase in revenue. JetBlue reported revenue for 2004 is (in millions) $1,265,972, which is up considerably from $104,618 (in millions) in ...