If I were in Neeleman shoes, I would have taken the necessary steps he took to start the airline. However, an additional step could have to survey the air travel consumer base asking what they as the customers wanted out of their travel experience. Also, I would have tried to find other flight markets to offer lower fare cost. 3. The problems identified and solved by Neeleman’s business was poor customer service and overpriced flights.
The airline is working to adopt a new and innovative marketing concept that will assist in increasing its profitability. Customers are looking to the airlines competitors for travel needs. Classic Airlines will have to consider both its internal and external threats and weaknesses that could possible prevent it from increasing profitability. Current Issues Classic Airlines has had issues with sales and reduced profit due to a decrease in customers and a drop in reward program members. The company’s internal and external marketing programs have not been successful and customers have voiced their complaints.
The fear brought many negative affects to the finances of companies and to the areas of auditing and consulting. Shareholders of many successful companies were now aware of how auditing and consulting led to a conflict of interest and were demanding that organizations address these concerns through the separation of auditing and consulting. Although these shareholders had the right intentions, the split requires further analysis to understand the implications of the Enron and Arthur Anderson relationship and the benefits and drawbacks to having one firm providing both auditing and consulting services. Events Leading to Separation Arthur Anderson’s contributions to the Enron disaster began with the change of focus of Arthur Anderson from unquestioned accounting ethics to generating income (Brooks, 2007). When one focuses primarily on making money other considerations become so unimportant that they rarely, if ever, enter the picture.
These cuts the company has to make resulted in employee dissatisfaction. The cabin crew staff has been addressing their demands through these strikes several times. This could means that employees and management do not have strong relationships. The “Front face” of BA is heavily unionised. Thus resulting in employees being unsatisfied with the management of the business which later could impact the businesses relationship with its stakeholder through the recession, however this strategy in the long run could result in employees not losing their jobs as BA are benchmarking their competition who significantly seceding in the recession without tarnishing its relationship with its employees.
Grueber main responsibility was to communicate the company’s information to the investors; action that was not performed well after the company went public on February 18, 1998. Grueber is the new leader of the IR department. “A leader guides others to explore and discover new things. This is done by touching on many of the concepts covered in these essays and in my book: getting people to be curious and ask questions; getting them to review results skeptically; getting them to think inno- vatively and not along the well-trodden paths that others have already followed; getting them to operate without disciplinary or interpersonal barriers; getting them to be thorough and meticulous; and getting them to aim as one while thinking as many” (Fetzer 2005) I believe Grueber should have asked for more communication between management and their constituencies. The Company were not used to sharing their strategic vision with public.
These mistakes are important to further encounters of these types of collisions as it was created from a highly lackluster ways of handling control from the controller and managing from the front line manager. According to the NTSB, there are five probable causes that contributed to the Hudson River collision. One of the main reasons is the natural limitations of the see-and-avoid concept forces pilot to only see the helicopter until the final seconds of the collision. The second root of the collision is squarely blamed on the TEB controller’s improper telephone conversation which distracted them from their air traffic control duties, which included the important task of correcting the pilots read back of the EWR tower frequency. The aircraft pilots also contributed to the collision as they ineffectively used the available electronic devices that would have helped maintain awareness of any aircrafts in close proximity.
When a crisis develops, the press will create uninviting headlines. At a time when Jet Blue was in crisis using the press as an opportunity for communication would be a strategy that could essentially turn a bad press release into an informative session to inform the public and internal stakeholders of the situation of the flight cancellation and delays. Q: Should the corporate communications team at Jet Blue have arranged for CEO David Neeleman to appear on the national television news and talk show circuit following the crisis? What might be the potential benefits and risks to the company’s reputation? A: First and foremost, as a CEO in the public eye; admitting publically that you have made a mistake is more likely to be accepted, then if it is covered up.
1. Which internal and external stakeholders are positively and most negatively affected by Micky Arison’s decision to avoid contact with the media? The Board of directors was the ones who were negatively affected by Mr. Arison’s decision in keeping quiet because to the outside world people assume if they aren’t talking that means something is being hidden from customers. Going through that type of assumption can cause a lot of issues for future customers to purchase a cruise ticket from them. The competitors were the ones who were affected positively in this situation because it gives them the opportunity to pick up the customers, since there was an accident in that ship line and now customers are not going to want to purchase from that
Many passengers were rescheduling, terminating and finding their baggage. Moreover, JetBlue experienced communication problem with its staff that were unable to control the traffic of people and the department was too small who assigns pilots and flight attenders to flights. All this problems were from the organization that had depended on low cost technology, and on minimum workforce. ANSWER 4 JetBlue reply to the crisis was a muted one, means – the
Besides, with a big movement of launching E190 in 2005, some small but critical problems loomed: Compensation of pilots, satisfaction of customers and employees, challenges for staff to adopt unexpected changes, complexity resulting from the integration of E190 and A320. Without experience of operating two types of aircrafts and combining them, as well as without sufficient capital, large scale of purchases of the new aircraft would definitely lead to operational failure. It was the key principle for JetBlue, which made a difference from other airline companies, that fight cancellations should be avoided at all costs. Unfortunately, this principle was challenged by the unexpected bad weather on the Valentine’s Day of 2007. The potential issue of operating system finally gave rise to serious flight cancellations, which reminded JetBlue of fixing its