Jetblue
JetBlue Airways “Before” & “After”
JetBlue Airways “Before” & “After”
Project Outline
Group A/Academic Group 10
Project Outline
Jet blue – Competitive advantage
Use of IT by JetBlue IT to create competitive advantage a. Ticket sales moved to online system through user-friendly website (www.JetBlue.com) or electronic ticketing (kiosks at the airport) led to: * Decreased costs required for on-call reservation and * Saved on enormous amount in travel agency commissions * Lesser burden at the airport. b. Paperless business process that save time and money– Industry’s first paperless cockpit c. Automated systems that could calculate Point to point routes in high volume corridors and thereby saving costs and business complications associated with hub-and-spoke system used by others in the industry. d. Integrated electronic ticketing, internet booking and revenue management tool (taken from open skies) that : * Allowed tracking operational data nearly real time * Allowed fetching reports for the management as required enabling quick decisions. * Sharing of data with all the crew via intranet integrating the work teams. e. Reduced on-call reservation costs by moving on-call reservation system to home-based remotely located agents connected through VoIP lines f. All IT development was in-house leading to saving costs on IT. g. Stabilized IT network, enabling it to handle high volume of internet reservations traffic. h. Moved away from legacy systems. i. IT projects were measured per CASM (Cost per Available Seat Mile) before a GO-NO GO decision. j. Included incident management through JEMS (JetBlue Event Management System) for reporting and responding to all irregular operations thereby improving customer experience targeted at repeat customer footfall. k. Targeted innovations – lowered average checking time,
JetBlue Airways “Before” & “After”
Project Outline
Group A/Academic Group 10
Project Outline
Jet blue – Competitive advantage
Use of IT by JetBlue IT to create competitive advantage a. Ticket sales moved to online system through user-friendly website (www.JetBlue.com) or electronic ticketing (kiosks at the airport) led to: * Decreased costs required for on-call reservation and * Saved on enormous amount in travel agency commissions * Lesser burden at the airport. b. Paperless business process that save time and money– Industry’s first paperless cockpit c. Automated systems that could calculate Point to point routes in high volume corridors and thereby saving costs and business complications associated with hub-and-spoke system used by others in the industry. d. Integrated electronic ticketing, internet booking and revenue management tool (taken from open skies) that : * Allowed tracking operational data nearly real time * Allowed fetching reports for the management as required enabling quick decisions. * Sharing of data with all the crew via intranet integrating the work teams. e. Reduced on-call reservation costs by moving on-call reservation system to home-based remotely located agents connected through VoIP lines f. All IT development was in-house leading to saving costs on IT. g. Stabilized IT network, enabling it to handle high volume of internet reservations traffic. h. Moved away from legacy systems. i. IT projects were measured per CASM (Cost per Available Seat Mile) before a GO-NO GO decision. j. Included incident management through JEMS (JetBlue Event Management System) for reporting and responding to all irregular operations thereby improving customer experience targeted at repeat customer footfall. k. Targeted innovations – lowered average checking time,