Running head: JETBLUE MARKETING PLAN
JetBlue Marketing Plan
MGMT 250: Principles of Marketing
Alexandra McConaghy, Ashley Vitale, Karina Erickson, and Natalya Miller-Odum
Simmons College
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JETBLUE MARKETING PLAN
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Executive Summary
Situation Analysis
Industry Overview
Porter’s 5 Forces Analysis
See Appendix A.
Environmental Analysis
JetBlue Airways has always made a great effort to be sustainable and cater to its “green”
customers. Corporate sustainability has recently been an important topic in the company's longterm success, and JetBlue has incorporated energy efficiency into almost everything that they do.
Currently, JetBlue has an entire portion of their website dedicated to providing a detailed
description of how they are being sustainable. Some of these initiatives include and are not limited
to: recycling on all flights, building planes of lighter material to avoid offsetting significant
amounts of CO2, and building sustainable buildings and operational centers.
Key Success Factors
There are five important assets airlines need in order to remain successful: culture,
marketing and branding, technology, profit, and sustainability.
The culture of an airline is what the consumer sees, experiences, and remembers when they
fly again. Having a culture that caters and attracts consumers can allow an airline to stay relevant
amongst its competition.
Once a culture is established, it is important that the company is marketed and branded
properly to reach all possible consumers. Media should be used to increase brand and service
awareness as well as to drive revenue and profit.
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Since technology is continuing and becoming a large part of the world’s everyday culture,
it is important for airlines to follow this trend. Technology can help improve the flow of business
including the process of buying tickets, checking, including in flight activities. It is also important
that they are up to date with computer systems that can help enhance decision making and
management.
Creating profit in the airline industry is very important. Older companies usually have a
higher profit return that newer and regional airlines. Being a regional airline (especially a newer
airline) much of the revenue is used to improve the fleet and improve technology. This can cause
low net profits which can hurt the company financially. It is imperative for airlines to manage their
money, so they are able to have a high profit to survive in the industry.
Last but not least, sustainability is another asset an airline company must have to be and
remain successful in the industry. As the world moves to becoming more sustainable, many
consumers favor companies that value the environment and community. Airlines focusing on
emitting less harmful gases and using sustainable products will and can remain ahead. They will
retain consumers as well as attract new ones.
Company Description
JetBlue Airways Corporation is a well-known, low-priced airline in the United States based in
Long Island, New York City……… Our target market is middle-class Americans. We provide lowcost air fares with a vast number of amenities like roomy leather seats, free snacks and drinks, satellite
radio, television, and even in-flight Wi-Fi options. Our widely known brand has become among the
top 59 airlines worldwide and ranked 7 on the world’s best regional airlines (Skytrax, 2014). With
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over 170 planes in their fleet, JetBlue covers over 70 cities in the United States and has multiple
destinations, even flying to the Caribbean and Latin America. Our main hubs are Boston, Orlando, Fort
Lauderdale, Long Beach, California and New York City (JetBlue Airways Corporation, 2013a). We
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also have a significant amount of international partnerships. JetBlue has had great success over the
years and has continued to increase profits as well as customer loyalty. Our company’s “mission is to
bring humanity back to air travel” and keep customers coming back in the highly competitive airline
industry (United States Securities and Exchange Commission, 2013).
SWOT Analysis
See Appendix B for the SWOT analysis table.
Strengths.
Strong customer satisfaction and loyalty.
JetBlue Airways boasts an incredible amount of customer loyalty considering its relative
novelty in the airline industry. It was named “Airline of the Year at Skytrax Airline Awards”
(Skytrax, 2014) and scored very high in “Customer Satisfaction” in a J.D. Power and Associates
study (J.D. Power and Associates, McGraw Hill Financial, 2014). JetBlue’s TrueBlue loyalty
rewards program has been received well by customers who understand the importance of having
no expiry or blackout dates for rewards.
Long list of amenities.
JetBlue prides itself on offering the most legroom available in coach, and also offers a long
list of free amenities for passengers. The first checked bag is free on every JetBlue flight, as is inflight entertainment via satellite radio, digital TV screens, and Wi-Fi. A variety of snacks and nonalcoholic beverages are also free; many competitors charge for this service (JetBlue Airways
Corporation, 2013a).
In addition to these common perks of flying JetBlue, the airline offers supplemental
programs for particular markets, including JetPaws--an in-flight pet travel program--and the new
Mint seats, which include lie-flat seats, extensive legroom, 100 channels of TV on flat screens,
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and private doors which keep out the sounds and distractions of other passengers (Jones, June
2014).
Strong focus on corporate social responsibility.
JetBlue Airways is involved in philanthropic work and community programs which
support childhood development, public health, and environmental sustainability. We have erected
community playgrounds for underprivileged children, held flight simulations for autistic children
and their families, contributed to natural disaster relief efforts, and invested funds into green
initiatives (JetBlue Airways Corporation, 2013a).
Global recognition and partnerships.
JetBlue Airways is a global brand with destinations in multiple foreign countries and
partnerships with foreign airlines such as Emirates, Aer Lingus, Singapore Airlines, and Icelandair.
Most of their U.S.-direct foreign destinations are common tropical tourist locations (JetBlue
Airways Corporation, 2013a).
Weaknesses.
Low market share.
Due to the large amount of airlines in the industry, JetBlue’s share of the domestic airline
market is relatively low at only 5% of a market valued at roughly $196 billion (MarketLine, 2014).
With so many competitors vying for market position, this share limits JetBlue’s power at hub
airports which do not want to sell terminal space to us. It may also be a result of JetBlue’s lowcost flights and its newness in comparison to other companies.
High operational costs and dependence on New York market.
Due to the size and necessary capacity of its fleet of aircraft, JetBlue faces some significant
operational costs in order to successfully provide flights to domestic and international destinations.
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The company also depends strongly on the expensive New York market for its customers, which
further raises its costs (MarketLine, 2014).
Opportunities.
Further global and domestic expansion.
There are many additional opportunities to expand our market by seeking partnerships with
large international airlines to increase profits and to become even more globally recognized.
Developing in-flight technology.
One of the points of difference between JetBlue and other major low-cost airlines is its
array of free technology services to passengers. From satellite radio to cable TV to in-flight WiFi, advances in digital technology provide an opportunity for JetBlue to reach customers in various
segments of the market. The consistent availability of innovative technology will be highly
attractive on JetBlue flights.
Threats.
Fluctuating fuel and mechanical costs.
The enormous cost of aircraft maintenance and jet fuel threaten to severely impact
JetBlue’s bottom line. Although recently fuel prices have gone down after being up for several
years, this fluctuation is not helpful to the company’s business or financial plans and predictions
(Geier, 2014, October 23).
Intense competition.
More mature and established airlines than JetBlue are able to get terminal space at
successful urban airports when they cannot. Those competitors also have retained much of their
former customer loyalty.
Strict regulations.
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As JetBlue continues to grow, they face some setbacks with the constant regulations from
the local government that owns these airports. These regulations create bottlenecking for airlines
when it comes to access to runways and gates (Gowrisankaran, 2002). There is also a bidding
process to obtain a slot at an airport, and it is only granted access in the public’s best interest.
Competitive Analysis
Key Issues
One key issue for JetBlue is the number of flight destinations that they offer. JetBlue does
not offer flight service to every major city in the United States and has limited international
destinations. Because of this, JetBlue is potentially losing a large amount of revenue. Several states
do not have any access to JetBlue flights, which is cancelling out millions of possible customers.
By expanding the airlines flight radius, it allows a larger amount of customers to enter the market.
Another issue is the recently rolled out Mint program. JetBlue has grown their image by
offering a customer value proposition of first class amenities at economy prices. With the release
of this Mint program, their focus becomes contradictory since the airline is now pushing their new
premium first-class seating. By offering the new program, JetBlue does not stand out from other
competitors. It would be better to distribute the space used in the first class seating to improve the
existing economy style setting.
The final and most pressing issue facing JetBlue right now is our inability to entice
investors to invest in our company. Many factors of our new plan must focus on improving investor
relations by increasing revenue and returns.
Marketing Goals
JetBlue is approaching the crucial first quarter of the year, which will significantly
influence decisions to invest in our company. Currently, JetBlue's annual ROI is at 5.3%--too low
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to encourage investment. To compete for market share, retain and increase customer loyalty, and
drive future investment, we will relate prices for flights to amount of amenities. JetBlue believes
that our customers desire highest value more than lowest fare price.
Our annual goals for this marketing plan are as follows:

Increase ROI by 4.7% from 5.3% to 10% (JetBlue Airways Corporation, 2013a)—
stimulate investment of capital to increase long-term availability of destinations and
services for customers

Increase market share by 2 points from 5% to 7% (Jacobs, 2013, March 26 )—take
market share from direct competitors including Southwest and U.S. Airways

Increase customer growth rate by 3.84% from 5.16% to 9% (Office of the Assistant
Secretary for Research and Technology, 2014)—stimulate trial and create an opportunity
for adoption of our brand

Increase TrueBlue loyalty program membership by 5%
Marketing Strategy
Target Market Selection and Market Segmentation
For JetBlue, it is best to focus our new array of complimentary in-flight services and
policies to young professionals and families. These market segments represent the highest chances
of brand adoption and long-term customer loyalty. Young professionals want internet capability,
roomy comfortable seats, and prices that are still reasonable. They want a brand that strives to take
care of their individual needs. Young and older families want entertainment options, commitment
to safety, friendly customer service members for their children, and a price that is affordable
enough for multiple passengers.
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We want to make sure that we stay in the middle-class range but remain able to provide a
competitive level of comfort and amenities for the right price. Remaining in the low-cost market,
we will continue to expand programs that serve these specific market segments: free in-flight WiFi and spacious seats for professionals, along with entertainment options, 2 free checked bags, and
TrueBlue loyalty benefits for families. These features will be included in our marketing to gain
more customers in these target markets.
Points of Difference
A.
Most legroom in coach
B.
Unlimited free drinks and snacks
C.
Free entertainment and productivity options--in-flight Wi-Fi, movies, and satellite radio
We offer the “first-class service” experience to everyone without an unreasonable price.
Giving our customers free options makes JetBlue able to produce a valuable flight experience.
Positioning Statement
For young professionals and families, JetBlue is the type of airline that provides comfort,
entertainment and value through offering the most legroom in coach, unlimited snacks and
beverages, and limitless in-flight TV and music entertainment options at a low price.
Marketing Program
Service Description and Changes
JetBlue Airways Corporation offers one-way and round-trip fares to various domestic and
international destinations. Our hub airports are located in New York, Boston, Orlando, and Ft.
Lauderdale. JetBlue is known for providing superior customer service by treating them with
humanity and understanding. In order to maintain such a reputation, we currently offer 1 free
checked bag per flight, unlimited free snacks and beverages, and will soon launch in-flight Wi-Fi
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program that will be provided to all customers free. Many of our aircraft are equipped with
television screens, cable channels, and satellite radio available in every seat.
Feature
Low prices on fares and baggage
In-flight technology
Unlimited snacks and non-alcoholic drinks
Customer benefit
Saves money
Provides entertainment and productivity
Makes you feel at home and well-cared for
However, as of today, not all of these aircraft offer all of these amenities. The results of
our online airline survey indicate that there are several important factors involved in choosing
which airline to book travel with; some of these factors include affordable fare prices and
baggage fees, spacious and comfortable seats, and entertainment options including Wi-Fi and
television (see Appendix C). In addition, competition in the airline industry is fierce and we need
to offer at least every amenity our competitors offer. Currently, Southwest’s market share is 11%
higher than JetBlue’s as a result of having more destinations available to passengers and offering
2 free checked bags on every flight. To increase investment and gain market share, we will be
offering 2 free checked bags on each flight and introducing even more advanced technology
quickly. By doing so, we hope to gain enough of Southwest’s customers to increase investment,
which will allow us to expand our routes and offer more destinations to our passengers.
Pricing Strategy
The pressure on JetBlue to offer a higher return to investors is evident. Analysts and
investors are looking to higher-cost network carriers for returns (Jacobs, 2013, March 26; Carey,
2014, May 12). In response, JetBlue’s pricing strategy, beginning January of 2015, will follow a
combination of traditional yield management pricing and a target ROI strategy. While our prices
rise, standard amenities will increase as well. Though we will still be using yield management
pricing, we will factor the target ROI into the prices affected by demand.
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With the current capital of $5,628,000,000 invested in JetBlue, our average one-way fare
price will increase from $163.19 in 2013 to $180.16 in 2015 (JetBlue Airways Corporation, 2013a,
p. 33). This average price is based on the need to draw more investors to JetBlue with a 10% ROI,
instead of our current ROI of 5.3% (JetBlue Airways Corporation, 2013a, p. 33).
Target ROI Price (10%):
$163.19 + .10 x $5,628,000,000/33,166,012
= $180.16 per fare
When analyzing the trends, JetBlue’s total passengers have increased from 2010-2013.
Growth remained positive, but the rate of growth declined from 9.8% in 2012 to 5.16% in 2013.
In 2012, JetBlue carried 28,934,369 passengers. In 2013, the airline carried only 30,427,534
passengers (Office of the Assistant Secretary for Research and Technology, 2014). However, in
relation to the domestic and foreign airline industry, JetBlue is well above the average number of
passengers. The company has been financially healthy, but in order to thrive, will need to increase
revenue. Looking at the trend, because of the decrease in growth from 2012-2013, we will need a
total of 33,166,012 customers in 2015 to reach our goal of a 9% customer growth rate (Office of
the Assistant Secretary for Research and Technology, 2014). This 9% rate of growth assumes that
our number of customers will grow in roughly the same way it did before the significant drop in
2013.
2010-2011:((26,352,900 — 24,198,698)/ 24,198,698) x 100 = 8.9%
2011-2012: (28,934,369 — 26,352,900)/ 26,352,900 x 100= 9.8%
2012-2013:((30,427,534- 28,934,369)/ 28,934,369) x 100= 5.16%
(Growth Rates)
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Integrated Marketing Communications Strategy
A recent Business Insider article claimed that JetBlue has two options in the airline industry
“when [competing] on price: You cut economy class to the bone as far as the amenities go,
charging for everything and packing in seats; or you court first- and business-class travelers and
their ability to pay steeper fares” (DeBord, 2014, November 19). While DeBord’s message is
sensible from an industry standpoint, it fails to express JetBlue’s commitment to the customer. We
will lose the customers who love flying with us if we begin to treat them the same way as other
airlines who choose the first option. However, if we court higher-class passengers, we will lose
sight of our primary customer and have to alter our market positioning and CVP. We must find a
way to increase profitability without “burning brand equity…[and without] figuring out how much
like the rest of airline industry JetBlue can become without ceasing to be JetBlue” (DeBord, 2014,
November 19). The more we push our customers’ limits by conforming to the industry norms, the
faster we will lose them. It is essential that JetBlue takes the kind of risk that is most likely to
produce the greatest reward for our brand and our customers—only then will stockholders begin
to see the economic value of the JetBlue brand.
JetBlue’s communication strategy will focus on marketing the three primary elements of
our customer value proposition (CVP): comfort, entertainment, and value. As we will be offering
a reimagined customer service and amenities lineup, we will view this as the growth stage of our
product life cycle. We will utilize print ads in popular magazines, billboards, TV ads, and online
ads on social media sites. These ads will demonstrate the comfort, space, and amenities available
on our aircraft, the wide variety of in-flight entertainment options for passengers on all JetBlue
flights, and our affordable prices on domestic and international fares. We will also market our
TrueBlue loyalty program to current customers and continue monitoring and enhancing our strong
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reputation for social responsibility and community relations. We will be sure that customers are
aware of our new Fly-It-Forward initiative and Blue Horizons by advertising them in our airport
terminals, and in PSAs found in our internal publications in seat pockets and on our website.
Advertising.
Print magazine ads will feature a film strip of images of four models representing the two
primary segments of our market: one African-American young man on his laptop holding a Dunkin
Donuts coffee, representing our young business class market; one Caucasian toddler girl watching
an animated movie and eating animal crackers, representing the young child in our family market;
one Asian middle-aged woman resting comfortably representing the parent in our family market,
and one Latino college-age boy drinking a Coca-Cola with large headphones in his hand with a
city view in the window behind him, representing the millennial generation in our family market.
On top of a background showing the late afternoon skyline of Boston, the large headline message
will read “Shopping around for just the right flight? Shop no further.” The current JetBlue logo
will be directly under the large text. Underneath the image strip in medium-sized font, the ad will
explain: “With 2 bags free, unlimited snacks and beverages, and free Wi-Fi, movies, and satellite
radio on every flight, we have what you are looking for. All of that, PLUS the most legroom in
coach and affordable fares from Boston to Brussels.” These ads will be included in magazines
targeted to women, young and older families, and young professionals—such as Good
Housekeeping, Family Fun, People, Family Circle, Travel and Leisure, Entrepreneur, and Boston
and New York’s business magazines.
Billboards will catch the attention of consumers with a brief checklist- “Free food and
drinks? ✓. 2 free bags? ✓. Free entertainment? ✓. Most legroom in coach? ✓.” Next to the list,
the JetBlue logo will be clearly seen with the phrase, “The answer is YES.” Online banner ads will
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use the same message highlights in a bullet point format overlaying a lined-paper graphic
background, so they can fit in smaller spaces.
Television ads will include the same text as the print ads: the first portion read by an
authoritative male voice, and the final sentence by an energetic female voice. Ten three-second
intervals will begin with a Boston skyline view and a bluesy-rock instrumental song in the
background, which will fade in and out throughout the 30-second spot. Then, the final nine
intervals will show each of the features mentioned in the ad being used by the same four actors
from the print ads. This will create continuity between advertising media.
JetBlue’s past ad campaigns have utilized a highly recognizable set of colors, fonts, and
geometric figures to market their brand; most recently, pigeons have been the face of the “Air on
the side of humanity” campaign (Mullen, 2013, September 17). See Appendix B for examples.
However, the lack of visual human representation may be causing the ads to lose relevance with
customers. These new ads will use a multicultural approach that reaches our customers of various
ethnic backgrounds in every stage of the family life cycle to reveal the universality of our CVP.
This approach will target all segments of JetBlue’s market, while upholding the historical
brand values that airline customers have long used to differentiate JetBlue from other high- and
low- cost airline competitors. Because one campaign is intended to reach all of our primary
segments, we will communicate to potential customers that JetBlue is an airline that has room for
everyone: enough productivity for the businessman, enough comfort for the vacationer, enough
entertainment for the young family, and low enough fares to keep even the broke college student
happy.
Sales Promotion.
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JetBlue’s TrueBlue loyalty reward program has won numerous accolades within the
industry (JetBlue, 2014, August 5). Our customers feel valued as a result of the rewards they
receive; however, the more customers who become TrueBlue members, the more profits we gain
in the long-term. Within the company’s airport terminals, at the gates, and in the airplanes, there
will be brochures advertising and explaining our TrueBlue program. These brochures will focus
on features, customer rewards, success, and recognition from the industry. The information from
those brochures will also be available in the “about” section of the TrueBlue program’s web page.
Policies will be listed in the fine print.
Public Relations.
Although JetBlue is involved in a number of community partnership initiatives and
programming, we will need to focus on the partnerships that are having the most impact on the largest
numbers of people. The company will also need to focus on the kinds of causes and issues that
customers care most about and tell them information that will help them trust our brand to deliver the
highest quality of service to both the community and the customer. Our public relations strategy will
focus on Fly-It-Forward and Blue Horizons events partnered with Autism Speaks.
Recently, the Fly-It-Forward program started by our staff has been a great success and should
be continued as another proof of JetBlue’s commitment to treating all of our deserving customers with
humanity and integrity. Fly-It-Forward free flight nominees are either “fulfilling a dream, joining a
humanitarian effort or making a meaningful impact on the world” and come from just about anywhere
(Marketwired, 2014, November 3). This initiative is perfect for our public relations communications
because it relies on the individual human element. There are names and faces with which people can
connect the brand; while we give back to people who truly deserve the flight, we are also revealing to
consumers that we are involved with them on a personal and relational level.
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We further reveal our commitment to the community and our customers through our Blue
Horizons events. These events allow families with autistic children to simulate the flying experience
on JetBlue aircraft while meeting captains and flight attendants and calming their fears of flight . These
events show our corporate social responsibility and our dedication to serving families, an essential
target market.
JetBlue will release a variety of press releases regarding current involvement with the Fly-ItForward campaign and Blue Horizons. They will be distributed to the press, posted on our website,
and made visible on signage within JetBlue terminals at hub airports in the Northeast.
Budget.
In the year 2013, $61 million was spent on advertising and $223 million was spent on total
sales and marketing costs (JetBlue Airways Corporation, 2013a, pp. 48, 42). If we stay within $5
million of our 2013 budget, at $66 million, we will be able to focus our expenses on advertising to our
target markets along the east coast, particularly in the Northeast regional hubs of New York and
Boston.
(Advertising Age, 2013, December 30; Blue Line, 2014; Carter, 2014, February 19; JetBlue
Airways Corporation, 2013a; Vistaprint, 2014).
Distribution Strategy
Fares for JetBlue flights will be sold online at JetBlue.com, at various online booking agencies
including Travelocity, Expedia, Orbitz, and Kayak, and through sales representatives at selected travel
agencies and JetBlue ticket counters in our airports. This is a typical distribution strategy for airlines
and allows customers access to our service from a variety of sources.
Financial Projections
In order to break even and cover our projected overall operating expenses of $5.39 billion,
we will need to sell 29,923,291 one-way fares. In 2013, our operating expenses were
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$5,013,000,000 (JetBlue Airways Corporation, 2013a, p. 24); if we expect the increase of our
operating expenses to grow at a 1.3% lower rate each year, we can expect a 7.54% growth of
operating expenses for the year 2015.
Break-Even Analysis:
$5,390,980,000/$180.16
= 29,923,291 passengers
Monitoring and Control
We will implement our plan starting January of 2015. This will include the new amenities
and prices. We have calculated our prices and projections based on financial data from 2013, as it
was all the information available to us. In order to determine our success, JetBlue will have a
quarterly financial evaluation in March of 2015, when we will look at the four aspects of our
profitability discussed in our key marketing objectives.
We will first examine the amount of revenue-producing customers we have during the first
three months of the new plan, compared to the 2014 first quarter. Then, we will evaluate whether
or not JetBlue’s market share has increased. We will then view current enrollment in the TrueBlue
loyalty program and conduct overall customer satisfaction surveys which will show us how to
meet all three objectives. A survey will be sent to all customers who purchased a flight during the
first three months, which will give us insight into whether or not the customers were satisfied with
the new amenities and prices. We will look at the amount of customers who purchased a second
flight after their initial purchase, in order to see if customers were satisfied with their first flight
and are interested in future purchases.
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Appendices
Appendix A—Porter’s 5 Forces
Porter's 5 Forces
Threat of New Entrants/Potential Competitors:
The entry levels for the airline industry are significantly low. Large corporations already run most of
the market. All the companies are fighting to provide to same amount of services and products for
flyers.
Threat of Substitute Products:
There are many options when traveling to a destination: By foot, train, car, bus or airline. People
may rely their choice on timing, expenses, comfort or even just personal choice. When looking at
just the airline industry, you need to look at other companies like Southwest that may be providing
certain services that Jetblue doesn’t. Flyers can choose to pick a different airline due to the price,
services provided and the efficiency of the plane.
The Bargaining Power of Buyers:
The buyer possesses the power to pick which transportation is best for them. They also have the
power to pick which airlines is best for their needs or economically best fit for them. The influence
how well JetBlue does as their main goal is to sell plane tickets to their customers.
The Bargaining Power of Suppliers: High Pressure
JetBlue relies on their suppliers due to the fact that they provide the actual aircraft and the food and
drinks that are given on their flights. Without their suppliers, they could not provide service.
Rivalry Among Existing Firms:
Currently, the main competitors for JetBlue are American Airlines and Southwest Airlines. They all
provide the same service of flying so they are always competing with their prices and the amount of
amenities that they give to their passengers. JetBlue has many other competitors and needs to
provide a level of service that is enough to stay competitive with the top airlines in the United States.
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Appendix B—SWOT Analysis
Strengths
Weaknesses
Opportunities
Threats
High-ranked TrueBlue loyalty program/no
blackout or expiry dates
Flight delays due to
congestion
New global destinations
available
Customer reactions to Mint
program
Very strong focus on social
responsibility/focus on children, families,
and public health
Recent flight scares and
news of poor
employee/customer relations
Increased competitor costs
Customer reactions to flight
delays
Focused on sustainability initiatives
Employees unionizing
Decreased competitor amenities
(points of differences)
Limited space in airports
Global brand
Limited international
destinations
Potential new aircrafts
Fluctuating fuel prices
High “Customer Satisfaction” ranking
Long-term debt for leasing
aircraft
Joint ventures with global
airlines
Competitors offer better
relationships with investors
Named “Airline of the Year” at the Skytrax
World Airline Awards
High cost for overweight
luggage
Expansion into the business class
market
Natural disasters and poor
weather conditions
Offers Customer Bill of Rights for
compensation and service
High cost of expansion when
flight costs are not raised
Developing in-flight technology
Strict and expensive
government regulations
Amenities: Most legroom in coach class,
complimentary snacks/beverages, first bag
free, leather seats, free TV service and
satellite radio
Strong customer service at
low price leads to increasing
costs to company
Consistently adding available destinations
Highly dependent on New
York market
Routine monthly discounts on specific
destinations
Key operations in expensive
cities
Low variety of aircrafts in fleet, reducing
maintenance costs
High maintenance costs on
Embraer 190s
Loyalty card program through American
Express
Only 5.1% mkt. share ($5.4
bil in 2013)
Automatic check-in
Limited destinations in
Midwest
No overbooked flights
Current return on equity has
decreased
Programs for kid-friendly flights
New Mint first-class flight options
Strong social media presence
Full travel and vacations packages
In-flight pets program (JetPaws)
31 commercial partnerships
Intense domestic and global
competition
JETBLUE MARKETING PLAN
Appendix C—Former and Suggested JetBlue Advertisements
(Mullen, 2013, September 13).
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JETBLUE MARKETING PLAN
Appendix D—Airline Survey Results
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Appendix E
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References
Advertising Age. (2013, December 30). Marketing fact pack 2014. Advertising Age. Retrieved
from http://gaia.adage.com/images/bin/pdf/MFPweb_spreadsv2.pdf
Blue Line Media. (2014). Airport advertising in 100 cities - Airport ads company. Retrieved
from http://www.bluelinemedia.com/airport-advertising#rates
Caba, J. (2013, October 1). JetBlue launches 'Blue Horizons for Autism': Program aims to make
flying easier for families with autistic children. Medical Daily. Retrieved from
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