Jetblue Case Study Essay

1062 WordsMay 20, 20085 Pages
JetBlue is a low-cost domestic airline in the United States that utilizes a combination of low-cost and value-added differentiation as its market strategy. From its launch in February 2000 to the time of the case, the airline grew to become the 11th largest player in the airline industry in a short span of 4 years. Moving into the growth phase, JetBlue transitions from launch mode to an established product stage where it needs to focus on growth of scale. Executive leadership has determined that JetBlue must increase its existing route network by adding service to mid-sized markets. Vincent Stabile, Vice President of People for JetBlue Airways has a challenge: How must the organization understand the current organizational structure’s…show more content…
As JetBlue expands the scale of its operations, the company anticipates the number of employees will increase from the 6,000 at the time of the case to nearly 29,000 in 2012 to support new and existing aircraft. For each additional aircraft an estimated 100 crewmembers will join the JetBlue payroll for positions including pilots, flight attendants, customer service and ramp operations, mechanics/technicians, reservation agents and management personnel. To bring the anticipated 23,000 new crewmembers into the JetBlue family, Stabile needs a strategic plan recruitment, training, compensatory requirements and career development. Current JetBlue employees undergo orientation training that encourages them to discover the JetBlue value. The new employees will need to buy in to these values and this culture. JetBlue employees are committed to the company, to the company’s values and to furthering the company business. This company has built a culture where the employees are so indoctrinated in the core objectives and beliefs of the company that they function as brand ambassadors. In this manner, JetBlue has created an all-for-one and one-for-all culture. As such, the employees are not considered mere staff; they are crewmembers. The Shared Values were collaboratively defined so that every crewmember becomes a stakeholder in their perseverance. This non-hierarchical culture may be witnessed in the example where

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