| How Does IT Differentiate JetBlue? | April 30, 2003 |
David Neeleman
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JetBlue |
Entrepreneurial Thought Leaders Lecture |
| Views: 1399 |
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| Video 20 of 23 from this talk |
- 02:09JetBlue: Life as a CEO
- 00:58Ticketless Travel
- 00:47High-tech, High-touch
- 01:29History of Travel Industry
- 01:00Neeleman on Southwest
- 06:23Seeing Failure as Opportunity
- 02:01Building a Company: Building a Legacy
- 01:54Take Care of Your Employees
- 02:08Creating A Customer Experience
- 00:52JetBlue: Defining Organizational Structure and Culture
- 02:12JetBlue: Employee Incentives and Rewards
- 02:19Training Employees: Defining Organizational Culture
- 03:03Training and Accountability
- 03:06Listening to Employees
- 03:19Establishing Organizational Values
- 02:09Examples of Great Companies: Role Models
- 01:13Customer Feedback
- 01:46Competition and Pricing
- 01:01Execution of Strategy is Key
- 02:08How Does IT Differentiate JetBlue?
- 03:40Defining the JetBlue Experience
- 02:17Does Your Company Matter?
- 07:11JetBlue: Establishing Organizational Structure and Culture
Description
How does IT differentiate Jet Blue? Neeleman on things they are doing well: We decided to roll out a frequent flyer program, but held on long enough to make sure it was completely implemented and managed online--we don't send anything out via mail. JetBlue has 10 or 15 people available via telephone to deal with problems, and 700,000 members online. Neeleman on things JetBlue should improve: checking people in using technology, increasing functionality on the web.
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