JetBlue Airways What is JetBlue’s strategy for success in the marketplace? Does the company rely primarily on a customer intimacy, operational excellence, or product leadership customer value proposition? What evidence supports your conclusion? JetBlue’s strives to be the leading, lowest fare, lowest-cost passenger airline by offering excellent customer service and a differentiated product and service. JetBlue’s strategy for success is product leadership with customer value proposition.
If the CEO and Chief Financial Officer (CFO) would use the holistic marketing approach the airline would benefit with the change. Both the CEO and CFO are ignoring good marketing and customer relations. By ignoring both of these principals Classic Airlines revenue is suffering. With holistic marketing everything matters. If the CEO and CFO adopt this principal Classic Airlines will thrive in the future (Kotler & Keller,
Customer had to be flexible on time of travel and brand of supplier. The customer could not back out once Priceline had assigned it a seller. Priceline made its entry to the market with introducing its policy over providing Airline Tickets in 1998 and later moved on to automobiles, hotel rooms and home financing by introducing “name your own prices” service. Problem Priceline appointed new Chief Marketing Officer (CMO) in January 2000. The objectives for appointing new CMO can be given as: • Enhance the brand and strengthen its position in multiple product categories.
Singapore Airlines Workforce Management Program Singapore Airlines, as a service industry, valued the quality of service they provided for their customers and felt that their superior level of inflight customer service set them apart from other airlines. The SIA executives were known to comment that the SIA cabin crews were vital to their inflight service, so they set high standards for selection of cabin crew and evaluation of their performance. They felt that the attention to detail a passenger received inflight was a reflection of the overall service of the airline (Hart & Lytle, 1989). Their primary focus regarding candidate selection was on the candidates overall attitude toward work followed by “appearance and posture, language skills, grace and poise, and previous work experience” (p. 5). Young-Crew Policy SIA’s wanted their cabin crew to be a reflection of their multiracial society drawing from its Indian, Chinese, Eurasian, and Malay cultures and their rich customs related to hospitality and service (Hart & Lytle, 1989).
Discuss. -In operations management techniques Boeing conducts roughly 4 hour long monthly and quarterly assessments to see if the supplier can speed up production. This techniques deals with scheduling production, production planning and optimum inventory level. With management science, Boeing conducts a 2-3 days long annual review this review would help improve decision making and strategic planning based on the evidence collected through the review. Use Figure 2.3 to analyze the extent to which Boeing is using a systems viewpoint.
Continental and Bethune realized they needed to take better care of their customers by providing a better overall service. The benefits from real-time BI were needed to ensure a profitable future for the company. All customer-facing employees had access to know the airline’s high-value customers. By catering to these customers, Continental gained a reputation for quality and great customer service. Continental used BI to turn around their on-time ranking.
Besides, one of the stakeholder-rich environments is airports. BAA is a large company who privately operate a number of UK airports, including London Heathrow Airport. Their mission statement is to achieve improvements in the profitability rapidly and to maximize the profit. There are several stakeholders of BAA; they can be divided into internal and external. Airlines, logistics companies, the employees and the customers are those internal stakeholders.
Boeing 767 Case Study Questions 1. Explain Boeing’s approach to project management identifying strengths and weaknesses. The approach of Boeing project is definition (program definition and cost definition), supplier management and production management The defining process includes program definition and cost definition. During the period of program definition, Boeing worked on market, technology and cost. Firstly, market analysts began by talking directly with major airlines to get their estimates of future needs and then they combined this information with econometric models to generate forecasts.
In the hopes of becoming the leader in the airlines industry, the Investor Relations team hopes to raise capital in the form of a stock issuance. To do this, we aim to prove to institutional investors that this is a frugal opportunity that will yield positive returns in the long run. This capital will be used to retrofit the company’s aircraft to make them more energy and fuel-efficient in order to lower costs, to increase comfort for customers, and to provide more amenities than what is currently offered, all in order to enhance the customer experience. To get this project underway, our overall goal is to show institutional investors, which currently hold 96.4% of the company’s stock, that we are a low-risk company that has essentially doubled our share price in the last 12 months. This will be done through an NPV analysis, which will prove that this project is worth undertaking.
Human Resource Management In The Aviation Industry Study of the role and importance of Human Resources Management in the Aviation Sector along with the discussion of the factors affecting the Airline Industry and the issues faced by the Human Resources Department of the chosen leading organizations in the industry. Role of HRM in the Aviation industry: The civil aviation is an extremely competitive, safety-sensitive, high technology service industry. People, employees and customers, not products and machines per se, must be the arena of an organization’s core competence. The implications are vast and pervasive affecting no less than the organization’s structure, strategy, culture, and numerous operational activities. Human resource management (HRM), the management of people within the internal environment of organizations, comprises the activities, policies, and practices involved in planning, obtaining, developing, utilizing, evaluating, maintaining, and retaining the appropriate numbers and skill mix of employees to achieve the organization’s objectives.