JetBlue Airways: Managing Growth Harvard Case Solution & Analysis

This case contemplates the situation facing David Barger, the President and CEO of JetBlue Airways, in May 2007 as he addresses the airline's need to impede its growth rate in the retort to escalating fuel costs and the belongings of foremost operational catastrophe for the airline in February 2007. In 2005, JetBlue-usually viewed as a low-cost carrier (LCC) - made a move that is certainly often considered antithetical to the LCC version.

Particularly, JetBlue transferred from an individual aircraft type (i.e., the Airbus 320, or A320) to a fleet with two kinds of aircraft by adding the smaller Embraer 190, or E190. Pupils are initially requested to contemplate the impact of this conclusion on JetBlue's operations strategy and business model. They're then requested to contemplate how the decreases in aircraft capacity growth should be spread across the two plane types. This discussion hinges on issues of aircraft efficacy but also on those of operational focus and the ultimate competitive priorities of the airline as a whole.

PUBLICATION DATE: October 10, 2008 PRODUCT #: 609046-HCB-ENG

This is just an excerpt. This case is about TECHNOLOGY & OPERATIONS

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