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Angel Newton, full time student at an Online University. Works full time as an Unix Operator. Senior scheduled to graduate in 2007...

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JetBlue, formerly known as "New Air" (Answers.com Business & Finance, 2007) an airline established in 1999 by David G. Neeleman, is well known for its discount flights and amiable or attractive advantages or perks such as "leather seats, satellite TV, satellite radio, and movies" (Answers.com Business & Finance, 2007) The airport itself has four major ports from which its flights depart and arrive: New York, Boston, Washington, DC and Los Angeles.

Although JetBlue has had its share of airline troubles, such as an emergency landing on September 21, 2005, fuel inflicted costs in 2005 and consequential lower than expected returns in 2006, as well as accusations of racial profiling in 2007, etc., its greatest dilemma was in February 2007, when "a JetBlue flight headed for cancÑŠn, Mexico was stranded on the tarmac for nearly nine hours as icing problems kept the plane from departing." (Answers.com Business & Finance, 2007) The repercussion of this action was that, at minimum, nine other flights were standard for a period of no less than eight hours. In conjunction with the mentioned actions, many of their passengers were scheduled for substitute flights which had also been cancelled. Even five days after the debacle, (February 18, 2007) JetBlue had not recovered from the previous upheaval and were still abrogating flights via specific airplanes. In the end, founder and CEO David G. Neeleman stated that there were "1,000 cancelled flights in five days..." (Bailey, J., 2007)

In March, the following month, JetBlue again "cancelled all New York flights" (Zappone, C., 2007) due to "Harsh winter weather." A total of two hundred and thirty was cancelled between Thursday evening and Friday, most of which "had been scheduled to arrive at or depart from the three New York-area airports" (Zappone, C., 2007)

Currently, as hurricane Dean lands in Mexico, the new CEO, Dave Barger has the not only the past to content with but the uncertainty of its consumers. Lauer Barger, while interviewing the newly appointed CEO injects the following question to him; "JetBlue cancelled 1700 flights during what we call the St. Valentine's Day massacre -what have you learned?" (Lauer, Matt, 2007) Mr. Barger responds with the suggestion or prospects of cancellations by stating, "When Mother Nature is going to win; we have to shut the airline down." (Lauer, M., 2007) Mr. Barger is challenged with making proper and sound managerial decisions in lieu of the predicted storm's projection.

JetBlue has already made major headway in the reconciling of itself with its faithful consumer base by one, apologizing and two, introducing a customer bill of rights that will ensure that the customer is recompensed for any inconvenience or less than full obtainment of the promised product or service and making those necessary rewards outlined available in retrospect of the February flight cancellation fiasco.

Of primary concern, to ensure that there is not a simulation of thee February situation, the managerial staff must be realistic in their customer service. JetBlue's newly appointed CEO, Dave Barger; himself insinuated that that in the wake of hurricane Dean that there would be upcoming cancellations, "however, it may be better than sitting in the gate waiting area for hours on end." (Lauer, M., 2007) His interview with Mr. Lauer gives insight to what went wrong initially. The company's flight to the top was quick because of "...its approach to customer service," (Beal, B., 2007) While this is fine in and of itself, the motivation to please their customer base could have also proposed to be the deterrent to canceling the flights initially or at the first sign of turbulence. Had JetBlue been more realistic in their prediction or approach to the storm (in February), the limited ability of their planes, and the consequences of not heeding each of these possibilities, then the "massacre" of February would not have existed; however in August, JetBlue has the opportunity to further right their wrong in conjunction with all the previous measures and to show their consumers that they are serious about ensuring the satisfaction of their consumers. The consultant group Boyd states that JetBlue "After February ... there's an expectation there should be no inconvenience to customers. 'JetBlue is giving them what they want.' " (Zappone, C., 2007)

Secondly, the administrative staff will need to be equipped to manage emergencies. The former CEO and founder of JetBlue, David G. Neeleman himself stated that "his company's management was not strong enough." (Bailey, J., 2007) Training, situation simulation and classes could provide the bridge from weakness to stalwartness. Simulations are an excellent way for management to perceive the dangers and even consider the possible challenges faced during the time of emergency.

Thirdly, ensure that the proper channels of communication is both understood and utilized. Again, David G. Neeleman stated that one of the problems identified after the cancellation in February was that many of the canceled flights "was the result of a shoestring communication system that left pilots and flight attendants in the dark..." (Bailey, J., 2007) The lack of communication between necessary employees caused the greatest amount of discomfort for JetBlue's passengers. As if a flight cancellation wasn't bad enough, because of the lack of communication between personnel, passengers were assigned to flights only to learn that those flights too, had been cancelled. (Adding to the already accumulation frustration.)

Ideally, the customer's goal is to receive a service or item of value at the most economical cost (in most instances) whilst

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