Jetblue Airways Case Study

Register to read the introduction… They feared, however, that these actions would not go far enough in reconnecting with customers like Patricia Fabricant, who told a New York newspaper, “This has been one of the worst experiences of our lives.”70 The corporate communications team at JetBlue’s Queens-based headquarters debated whether to put David Neeleman on the television news and talk show circuit. On one hand, JetBlue’s charismatic and affable CEO could explain to the public what exactly had gone wrong. Neeleman could also tell a broad audience what the company was doing to prevent a repeat occurrence of the crisis. On the other hand, his presence on major network news programs might draw additional unwanted attention to an episode nearly every JetBlue employee wanted desperately to forget. The biggest decision facing JetBlue’s leadership team concerned a proposal set forth by Neeleman himself just days earlier. He suggested a gambit that was likely to garner much-needed positive attention for the beleaguered airline, but would also commit the company indefinitely to millions of dollars in potential losses. Neeleman’s idea was a JetBlue Airways Customer Bill of Rights that would specify in no uncertain terms how passengers would be compensated if the company failed to meet certain performance standards. For example, customers would receive …show more content…
What image restoration strategies should JetBlue Airways employ to rebuild its reputation as a customer-centric company? 2. If you were in charge of JetBlue’s external communication effort, how would you try to make amends with customers who were delayed aboard planes or in terminals for hours? 3. How could JetBlue have better communicated with its internal stakeholders across the country on Valentine’s Day and during the days that followed? 4. When addressing the company’s stakeholders, how much blame for the crisis would you place on the inclement weather on Valentine’s Day? 5. What is the best way to publicly explain the hundreds of additional flight cancellations that were necessary because of JetBlue’s decision to “reset” its operations? 6. Should the corporate communications team at JetBlue arrange for CEO David Neeleman to appear on the national television news and talk show circuit following the crisis? What are the potential benefits and risks to the company’s reputation? 7. What are the financial and reputational risks of publicly committing to an initiative like the JetBlue Airways Customer Bill of Rights? 8. What concerns might JetBlue’s shareholders as well as members of its legal and finance departments have about a proposed JetBlue Airways Customer Bill of Rights? 9. Could JetBlue ever retract its Customer Bill of Rights once it is made public? 10. If implemented, how would you market the JetBlue Airways Customer Bill of Rights to