David Neeleman, CEO of JetBlue, tries to fly at least once a week, and makes a point to let the customers and crew know that he’s aboard and ready to work and hear feedback. He describes a full day of traveling, listening to customers, asking questions, and learning from customers and crew membe...
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How does IT differentiate Jet Blue? Neeleman on things they are doing well: We decided to roll out a frequent flyer program, but held on long enough to make sure it was completely implemented and managed online--we don’t send anything out via mail. JetBlue has 10 or 15 people available via telep...
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A lot of you are interested in technology and a lot of you in the application of technology. One of the things that we do at JetBlue is we use technology to become more efficient - to lower cost. I mean today at JetBlue, we book over 70%. In the first quarter, 71% of our bookings were done on th...
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JetBlue has comment cards on board of every plane for customers to complete while on the plane. We survey our customers through the internet, and manage the email feedback we receive, says Neeleman. This information is shared with all the employees through JetBlue’s intranet.
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What does JetBlue think about organizational structure? We thought about how we would hire, train, set expectations and monitor to make sure this was actually happening, says Neeleman. We train employees well, and empower them and compensate them well, he adds.
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JetBlue’s secrets for success: Hire and train great people, develop purpose, vision and values. Establish organizational culture, listen to customers and employees. Cultivate leadership. Provide incentives to employees.
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Neeleman talks about how JetBlue has to continually take the temperature of the company and its employees. We have to model the values that we want to see in our employees, and make sure they feel they are being respected, he says. To monitor performance, JetBlue gives surveys for employees. Pre...
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We spent 4.5 years defining the customer experience, and we tried to put our money into things that mattered to people. Food is one example: I have never heard a single soul say that they haven’t had a good meal, and so they'll book an airline ticket. This year, we'll serve 10 million customers....
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Neeleman believes the success of JetBlue to this point is the company’s price points. I pray for the day our competitors can match our fares, he says. Currently, competitors are desperate to gain back market share and have been undercutting prices. The success of JetBlue is because of loyal cust...
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Neeleman points out that JetBlue pays employees more than standard wages at United Airlines. They use technology to be more efficient, to spend less money in other areas. Much of the pay that employees receive is incentives. For example, pilots and flight attendants who fly over 70 hours each mo...
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