Jetblue Airways Corporation 's Executive Officer Essay

JetBlue Airlines Strategic Management Case Analysis Introduction to the Company History of the Firm JetBlue was established in 1999, and was the third airline start-up for founder and CEO David Neeleman. Neeleman managed to gather $130 million, the most ever raised for a start-up airline, from investors that included Chase Capital and financier George Soros. With the large start-up capital he purchased new Airbus A320 jets equipped with satellite TV, a first in the industry. In 2004 the

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

JetBlue Questions for Discussion 1. Give examples of needs, wants, and demands that JetBlue customers demonstrate, differentiating these three concepts. What are the implications of each for JetBlue’s practices? * First of all people who go to an airline are because they have the need to travel, which the main feature is. Inducing the consumer or person, as their main need. * JetBlue customers to contract your travel company this time JetBlue, wanted a good service during

| 2012 | | Southwest Airlines Megan Wilson | [The Future of Southwest airlines] | Good Evening board members and staff, I am Megan Wilson, the Chief Executive Officer (CEO) of your company, Southwest Airlines. We have gathered here this evening to take a look at the current position of our company, how we are measuring up to our competition, and what I am proposing we do to continue our success within our future. First I will start off with the mission of our airlines, as many of you

Strategies methods of analysis. Lastly a recommendation will be presented for the firm on for the problem statement of expansion. Keywords: Southwest Airlines, airlines, Kelleher, King, Kelly  Southwest Airlines Gary Kelly, the current Chief Executive Officer (CEO) of Southwest Airlines stated “Our people are our single greatest strength and most enduring long term competitive advantage”; Kelly is also the Chairman of the Board and President (Southwest Airlines, 2014b, page 1). This statement direct

9-803-133 REV: MARCH 11, 2003 JAMES L. HESKETT Southwest Airlines 2002: An Industry Under Siege Amid Crippled Rivals, Southwest Again Tries To Spread Its Wings; Low-Fare Airline Maintains Service, Mulls Expansion In Risky Bid for Traffic — Front Page Headline, The Wall Street Journal, October 11, 2001 The Age of “Wal-Mart” Airlines Crunches the Biggest Carriers; Low-Cost Rivals Win Converts As Business Travelers Seek Alternatives to Lofty Fares — Front Page Headline, The Wall Street Journal

appliquées (ESLSCA) Strategic Management Paper Southwest Airline Strategic Audit Prepared By : Hesham Gamal El Din El Desouky Mohamed Dandash Wael Youssef Professor : Dr. Saneya El Galaly Group : 21-A Table Of Contents I. Executive Summary 5 II. SouthWest Airlines History 6 III. Current Situation 8 III.1. Current Performance 8 III.2. Strategic Posture 13 III.2.1. Mission & Vision 13 III.2.2. Objectives 14 III.2.3. Strategies 15 IV. Corporate governance 19

|TERM PAPER – MARKETING PLANNING | |MKTG 6120 MARKETING MANAGEMENT | |INSTRUCTOR : ASSOCIATE PROFESSOR DR. WAN JAMALIAH WAN JUSOH | | | | | |

Overview and Background. Southwest Airlines, since the beginning has struggle and fight to get in the airline business. Starting with Dallas, Texas. Southwest had to fight to stay at Love field airport, when all the airlines moved to the new Airport of Dallas-Fort worth International airport. Winning this battle gave Southwest the opportunity to get all the customers they wanted, from the near downtown airport, instead of driving 15 miles for the new airport, pay for expensive parking and having

1 1.3 External Environment 2 1.4 Internal State of Affairs 4 1.5 Generic Strategy 5 1.6 Long-Term Objectives 5 1.7 Grand Strategies 5 1.8 Short-Term Objectives 6 1.9 Functional Tactics 7 1.10 Strategic Execution 8 1.11 Executive Bonus Compensation Plans 8 1.12 Current and Historical Culture and Structure 9 1.13 Strategic Controls 10 1.14 Innovation and Entrepreneurship 11 SECTION