Jet Blue Case Study

David Neelman realized his vision of creating an airlines company that is focused on customer service by starting JetBlue. During

JetBlue is an American airline company whose headquarter is located in the New York City. They are a low-cost airline who is rapidly growing in the Unites States. According to Wikipedia, “David Neeleman founded the company in February 1999, under the name "NewAir.” Many of their approach come from Southwest Airlines include low prices airfares. However, they differ in the amenities offered to the customers.

Organizations can use internal recruitment and external recruitment activities to find the best employees for a position. Describe these two approaches and provide one advantage for using each approach. (4 Marks)

David Neeleman found JetBlue in 1999 with the mission “to bring humanity back to air travel". This goal is achieved by creating a company that offers comfortable, friendly travel at low fares and by this to differentiate themselves from the mass.

The Qantas Airways is the largest airline in Australia. Its Human Resource Management operates in the company in four major areas, which are business segments, corporate, shared services, development, and learning. This report gives limelight to the Qantas airways HRM and its role in ensuring perfect operations of the company. It further discusses change management and job analysis and design. The company has undergone intensive change management such as cutting of prices and labor costs in order to ensure high productivity, moderation of wages as well as the introduction of flexible structures through a versatile and motivated workforce. Moreover, the HRM is also responsible of ensuring that right people are hired and

Notwithstanding the mishap, JetBlue remained true to its business model of excellent customer service. JetBlue took a very active role after the crisis. David G Neeleman, the airline’s CEO, was openly apologetic to JetBlue’s customers and took accountability for the situation. He promptly expressed deep regret that good intentions, the plan to fully cater to customers needs, had gone wrong. Learning from the meltdown, JetBlue management introduced numerous changes to deal with inadequate staffing,

Of the above mentioned companies Southwest airlines poses the most direct and intensive threat to business. The intense competition is no surprise; due to Jet Blue’s founder David Neeleman was a fired executive of Southwest. Southwest began service as a low-cost airline with three planes serving Dallas, Houston and San Antonio. Southwest ranked #1 in 2009 and #2 in 2010 among all airlines for the number of passengers carried (BTStatisitics http://www.bts.gov/press_releases/2011/bts017_11/html/). Southwest continued to rank highly among JD Power and associates 2011 North America Airline Satisfaction Study in the areas of reservation, boarding, staff, costs and fees, and check-in experience. The point-to-point network system employed by both Jet Blue and Southwest Airlines allow

Jet Blue was built on a strong foundation with experienced and knowledgeable people making decisions. Neeleman felt that certain key employees needed to be put in place to have this organization grow the way it has. So a solid team was put in place and the machine has been oiled. In order for Jet Blue to have obtained such a significant market they needed unique marketing. Jet Blue approached and targeted specific markets which they serviced with certain marketing incentives.

JetBlue is a low cost US airline. The firm was founded by former Southwest Airlines employee, David Neeleman, and incorporated in 1998 in Delaware. The firm was not originally known as JetBlue, the initial name was NewAir. The plans for the new airline were announced by Neeleman in February 1999, and in April an order worth $4 billion was given to Airbus for up to 75 new A320 aircraft, at the same time leases were arranged for 8 aircraft. The firm gained exemptions for 75 take off and landing slots at JFK Airport in September, takes delivery of the first aircraft in December, and officially starts flights on 11 February 2000 (JetBlue, 2012). The first was being between JFK

JetBlue Airway Corporation is an American low-cost airline and it was one of a few U.S. airlines that were profitable during the sharp downturn in airline industry affected by the September 11, 2011 attacks. With its strong capital base, the company was successful due to its impressive management team, in which, David Neelaman has rich experience with airline start-ups; COO David Barger and CFO John Ower are all experienced former senior managers from other airlines. The company’s sales rose from $104,618 to $320,414 from December 2000 to December 2001 and net profit is negative $21,330 in December 2000 and reach positive $38,537 only one year later. As we can see, the company is a high growth company

JetBlue airline was founded by David Neeleman who is a Brazilian born entrepreneur. His goal was to single handedly create a unique airline that was innovative for the current market. The low fare airline was designed for customers who needed to travel at affordable prices, and which would essentially create a new strand of business. Named JetBlue, Neeleman’s airline originally traveled to various cities around the United States, but has recently entered the international market by offering flights that reach countries such as Puerto Rico and the Dominican Republic. Since it is a customer oriented company, JetBlue makes ordinary flights into an extraordinary experience for its customers. With

Within case analysis assignment, the JetBlue case is analyzed strategically in this document to set answers for following basic questions:

People Express was an American low-cost airline that operated from 1981 to 1987. They disrupted the airline market by taking advantage of the deregulations of the airline industry. This groundbreaking company shifted the market with its strategy, but all of this wouldn’t have been possible without their equally as groundbreaking human resources strategy. The company took a different approach to running and managing its employees that instilled an innovative, free, and accommodating structure that really set People Express apart.

Robin Hayes-President and Chief Executive Officer: Mr. Hayes became JetBlue’s CEO and a delegate of the BOD in February 2015: formerly JetBlue’s President, in command of the carrier's commercial and operations sections. Before linking JetBlue, he was British Airways’ Executive Vice President for The Americas; throughout the duration of a practically twenty-year profession

Human Resource Management In The Global Civil Aviation Industry: A Survey And Analysis Of Recruitment And Selection, Organization Development, And Education, Training And Development Practices