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Profitability in the airline industry can be pretty shaky, but it looks like JetBlue has found a way to make their airline more profitable than others if all goes according to plan. Susan Carey, in her article, “JetBlue to Expand Its High-End Service, Dubbed Mint, to More Routes” published in The Wall Street Journal on April 12, 2016, goes on to explain what JetBlue has planned for the near future. In order to increase profitability, JetBlue is going to expand its seasonal services, and more importantly, it is seeking to bring in Mint flights to more than one transcontinental route in the U.S. The airline industry itself is an example of an oligopoly, and making profits is not always simple, because companies, such as JetBlue, are competing …show more content…
American Airlines Group Inc., Delta Air Lines Inc., and United Continental Holdings Inc., the three …show more content…
The increase in the quantity of Mint flights that will soon be offered will undoubtedly stir up the market once more. This time around, not only are existing routes that have been exposed to Mint flights going to be affected, but JetBlue also wants to extend the luxury to other routes as well, where airlines, such as Alaska Air Group, Inc. and Virgin America Inc. (now merged to form one larger airline service), will experience a greater pressure from this competition. The demand for traditional first-class seating will more than likely decrease, as indicated by the fact that many Mint flights have already been sold out (Carey). As a result, prices for these traditional first-class tickets may decrease as more people turn to the more luxurious form of air travel. This decrease in the price of rival air tickets may cause the airlines to experience economic losses, forcing them to improve their services in order to attract more consumers. If this fails, airlines can look to forming mergers with other companies that are better
According to (Poole & Butler, 1998) “What deregulation accomplished was to transform a static, cartelized aviation market into a dynamic, continually changing market. This process has gone through several waves-and is still continuing.” Under regulation as previously discussed mergers would only happen to prevent a break in service due to a struggling airline. At that point nothing more than the strong airline would take over service on that particular route. Bankruptcies have taken a major toll on all the major airlines since deregulation. In a regulated airline high operating cost didn’t mater due to the CAB setting the price of tickets. In today’s deregulated market all major airlines are still battling high labor cost that were set during regulation. Competition is fierce between the “Legacy Carriers” and the LCC’s for market shares. The Department of Justice has became involved to make sure that the new entries are able to gain market shares and compete with the major airlines. As a result of deregulation the number of major airlines has fluctuated from the 16 original legacy trunk carriers to as high as 90 airlines of which 10 were considered major. Since that time the 10 major airline carriers have merged to create 5 super carriers (See table below). (Lawrence, 2004 p.
Spirit addresses “price” by attempting to get the lowest possible fair for their potential customers. They have instituted their “unbundling” strategy that essentially removes all the conveniences that other airlines afford. Fees for checked bags, fees for flight changes, and no complementary in-flight beverages are just a few of the cost-trimming techniques employed. This strategy allows Spirit to come up with impossibly low fares. It also conforms to customers who just want to get from point A to point B without paying extra for services they don’t use. This strategy, coupled with an in-your-face “promotion” ploy, has made Spirit Airlines “the most profitable airline in the U.S.” (Nicas, 2012).
The American Airline Industry The Airline Industry is a highly competitive industry with companies operating in domestic and/or international markets. Many airlines are stilled owned by their respective countries and have treaties between countries to allow airlines to land there. The industry has been taking a relatively shaky course as costs are rising and profits have been decreasing. This was further intensified with the recent terrorist attacks on US soil, which lead to higher costs as the need for more security arose. Recent financial statements of major airlines showing major losses reflect the problems that the industry is having.
Competing through cost leadership, jetBlue spreads fixed costs over a large number of flights and seat miles, operates their company’s fleet roughly twelve hours a day (the longest in the industry), applies state-of-the-art scheduling services to minimize aircraft ground time, and hedges fuel orders in an optimal fashion to incur less operating costs as a whole. Economies of scale exist through these proficiencies, reducing costs and driving profit margins, while the operation of only two jet models (A320 and E190) expands cost-based advantages from aircraft production and service from the well-developed learning curve. Combining this "efficient asset utilization strategy" (Datamonitor, 2011) with jetBlue’s core customer service competencies makes jetBlue a tough, sustainable competitor in the domestic airline industry (shown in Appendix A). In a recent letter to shareholders, President David Barger announced, “We will continue to build a low cost culture by maximizing asset utilization and running efficient operations” (Letter to ...
The Airline Industry is a fascinating market. It has been one of the few industries to reach astounding milestones. For example, over 200 airlines have gone out of business since deregulation occurred in 1978. Currently, more than 50% of the airlines in the industry are operating under Chapter 11 regulations. Since 9/11, four of the six large carriers have filed for and are currently under bankruptcy court protection. Since 9/11 the industry has lost over $30 billion dollars, and this loss continues to increase. Despite the fact that the airline industry is in a state of despair, JetBlue has become the golden example, a glimpse of what the industry could be.
"Problems" in the airline industry have not risen due to too much competition within the industry. To the contrary, Washington regulators should turn the industry loose in any more ways that it can. Lowering restrictions to enter the market place, emphasizing private ownership of aviation matters, and encouraging open and free competition within the scope of anti-trust law should be the goals of the Clinton Administration. Instead of heading towards re-regulation, Washington should get out of the airline business for good.
In a dysfunctional time for the airline industry, most airlines, especially major carriers, are adapting the concept of "doing less with more." One low-cost carrier, JetBlue, is changing the domestic aviation landscape in this regard and is defying the odds. Here is a company that has examined each marketing mix elements carefully, has adapted them to its customer’s needs, and is succeeding because of this approach.
The airlines company operates an impressive range of fleet comprising of Boeing 767-300, and the Boeing Next-Generation 737-700, 737-600 and 737-800 aircraft. Additionally,
Eith largest airline carrier in US based on the number of revenue passenger mles fown.
The first initiative that they were able to gain in competitive advantage was the reduction of costs. They have been able to use an online system where consumers can reserve tickets avoiding which avoids using travel agents. Having this systems reduces costs for the company as well because they do not have to hire nearly as many as employees. Along with buying tickets, JetBlue has been able to use other systems to reduce costs which helps them with the maintenance of their planes and organizing information that involves every aspect of their business ranging from their planes to their employees and consumers. The second initiative that JetBlue uses is the creating of new services. By creating their new online services and systems they are able to gain competitive advantage because it allows easier and less expensive accessibility to their services. Not only have they created new services but they are able to differentiate these services from their competitors because of the easiness and quality of the services that they do provide. They not only focus on making their services the best but also the highest level of customer service that they can offer which other airlines struggle to do. Other competitors have realized that JetBlue is beating them in many aspects in the business that they have needed to adjust what they are doing to catch up. Even with the jumps in technology use with the other companies, JetBlue has still been able to enhance their services to continue to gain competitive
Before to select the proper alternative, three alternatives were analysed and evaluated under four decisions criteria: customer experience, cost, growth rate / market penetration and ease to implementation (See Exhibit 2: Factor Analysis). Between all the alternatives, it was suggested that Southwest Airlines enters to New York City by bidding the slots and gates at the LGA (See Exhibit 3: Alternatives Analysis). This alternative sustains the challenge of changing the customer experience which means adding more flights from and to the East; furthermore, entering to new markets will reinforce “the power of the network” through LGA. At the same time, this decision will allow signing more code-sharing agreements with other airlines flying to international destinations and offer new products and services to LUV customers as loyalty rewards, in-flight internet, onboard duty-free purchases, etc.; as a result of this, it will increase passenger’s insights and experiences by flying with Southwest Airlines. Nevertheless, there is potential risk by selecting this alternative, in the recent years the energy prices has had a huge increase affecting costs, fares and even capacity needed, however Southwest Airlines has been able to hedge fuel for decad...
Airline and travel industry profitability has been strapped by a series of events starting with a recession in business travel after the dotcom bust, followed by 9/11, the SARS epidemic, the Iraq wars, rising aviation turbine fuel prices, and the challenge from low-cost carriers. (Narayan Pandit, 2005) The fallout from rising fuel prices has been so extreme that any efficiency gains that airlines attempted to make could not make up for structural problems where labor costs remained high and low cost competition had continued to drive down yields or average fares at leading hub airports. In the last decade, US airlines alone had a yearly average of net losses of $9.1 billion (Coombs, 2011).
Alliance with Airbus: - May never be possible given their histories. Certainly isn’t good for the air travel industry.
When an airline does not have a sustainable competitive advantage, it does not have any properties of differences from there competitor and turns to a dangerous price war. The sustainable ...
The target market of JetBlue airlines is customers who along with low cost seek services. The services provided by JetBlue included in-flight entertainment, TV on every seat, satellite radio, extra leg room, free unlimited snacks, and leather seats. The target market of JetBlue is also the leisure traveler, the low cost ticket seeking traveler, and the cost conscious business traveler. JetBlue has actually, posed a threat to the other low cost airlines like the Southwest Airlines.