JetBlue is quickly becoming one of the best examples of a succeeding business because of excellent costumer service. David Neeleman, pronounced (Nee – Le – Man), has been able to build one of the top grossing airlines in just 6 short years. This airline has been built around the idea that the customer always comes first and that if you treat an employee well then they will perform better, this all stems from their values and ideas to “bring the humanity back to air travel”. Although these are simple concepts Mr. Neeleman has been able to incorporate them so well in how he runs JetBlue that now he is becoming a known expert on the subject. His employees are not called employees they are all “Crew-Members” from the pilot to the reservationists they are all referred to as crew-member.
His ideas of motivation and leadership are inspiring and his style is shown most directly by what he does for his crew-members. The organizational environment of JetBlue is felt the minute you call 1-800-JetBlue and the experience doesn't end until you leave one of the 77 Airbus A320 aircraft.
[...] JetBlue has their own vocabulary to accomplish this and maintain the elevated image within its own organization; employees are crew members who can have their needs met in the ‘people' department rather than in HR, all crew members are part of a JetBlue city where good citizenship is cultivated, Captain's are To accomplish superb customer service: passengers are customers, overbooking is a sin, food carts are obsolete, and crew members help load customers baggage, and customers are awarded a free ticket in the True-blue program as a thank you rather than accumulating unredeemable, intangible or inconvenient air miles that was sold as an up charge many have buyers remorse over. [...]
[...] Every measurable piece of raw data and ever incident is recorded in the JetBlue Event Manager that converts this data into useful ratio's which managers has instant access to on their Black Berry's and use to increase their decision making ability on the fly. Group and Communication The company has long observed several practices that help keep it on track. For instance, numerous regularly scheduled weekly meetings monitor specific areas of operational performance, including baggage handling, the length of check in lines and on-time performances. [...]
[...] JetBlue places an emphasis on being known as the company of choice for their crewmembers according to their shareholders report. Planning JetBlue followed the text book definition of planning by setting goals, formulating a strategy, and implementing that strategy. Most company mission statements, if read can be impressive and if stated right even inspiring. However, Neeleman feels the same way about mission statements as you and so he kept simple by stating that his yet to be named company, which was referred to as only New Air would bring “humanity back to air travel.” Neeleman accomplished this by teaching others and following his own formula of setting ‘concrete goals that can be quantified to get through the day ahead.” While Neeleman openly shares his strategy: of starting with a lot of money, buying new planes, hiring the best people, and focusing on the service. [...]
[...] The best marketing for the company is when the CEO and the President of JetBlue will board a flight helping the travelers with their luggage in the overhead storage bins. During the flight both men are serving drinks and snacks talking with the travelers to get their suggestions and ideas about the company. The CEO is always asking for feed back if not in flight then through the internet at www.JetBlue.com on how the company is doing. So, set back in the leather seats and watch from the 24 different channels and enjoy your flight. [...]
[...] David Neeleman's ideas on leadership stem from his principals of leadership and JetBlue's 5 Core Values which are: Safety, Caring, Integrity, Fun and Passion. These core values and the principals of leadership are held in a pouch that hangs from David Neeleman's neck and stays close to his heart. The principals of leadership that Neeleman has adopted stem from his idea and willingness to help with any job that needs doing. He is consistently doing everything he can to help his crew-members and every crew-member recognizes this. [...]
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