Jetblue Marketing PlanEssay Preview: Jetblue Marketing PlanReport this essayExecutive Summary:Since its founding in 2000, Jet Blue has been a very successful airline. It was one of few airlines to not only weather the post-9/11 recession, but expand during it. Even after reporting its first quarterly loss in 2006, its “RTP” (return to profitability”) quickly put the company back on track. Because of Jet Blues success, this marketing plan focuses primarily on the promotion aspect of the marketing mix, making only relatively minute changes to Jet Blues product, price, and distribution strategies.
The primary focus of this marketing plan is to attract new customers to Jet Blue, and then continuing to provide industry leading customer service in order to retain those new customers as loyal patrons. JetBlues target demographic is changing and expanding rapidly. The success of this marketing plan depends on JetBlues ability to reach out to young adults, as well as older, tech-savvy social consumers, looking to get away to some of the most popular vacation destinations, while still staying connected and entertained. This must be done while staying true to JetBlues culture of providing absolutely hassle-free service for the lowest fares possible.
Technology plays a big role in JetBlues marketing plan. In order to keep its consumers satisfied during flights, JetBlue has been on the forefront of technological innovation in the airline industry. In order to keep younger and more tech-savvy consumers satisfied however, JetBlue must continue to push forward, including options to offer Wi-Fi connectivity during flights, among other things. In addition to this, examples of forward-thinking can be seen in other aspects of JetBlues marketing plan, including more organic meal options and re-imaging the company to fit into a more hip, tech-savvy culture. With these plans in effect, JetBlue is in a prime position to penetrate new markets, and increase its market share in other, more traditional ones. All of this helps JetBlue to achieve its goal of transforming the flight experience. JetBlue hopes for its flights to be more than just a burden that must be tolerated to segue from one destination to another, but rather an experience that can be appreciated and looked forward to along with the trip itself.
In order to get the word out about JetBlues new efforts, promotion must be geared more intensely towards those new consumers that JetBlue hopes to bring in. To accomplish this, this marketing plan calls on an emphasis on cheaper non-traditional advertising techniques, including viral and guerilla ads. JetBlue can use online mediums of communication such as Facebook and Twitter to quickly and efficiently communicate with millions of potential consumers that fall into the target markets that have been identified. A presence at events or locations typically frequented by these consumers is also necessary for the plan to succeed. High-profile parties or sports events are just some of many opportunities for JetBlue to increase its hold on young thrill seekers likely to be most affected by this marketing plan.
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The plan is structured to allow JBL to address customers with fewer questions about specific product names, prices, and performance or less likely to understand what the brand will offer.
The plans provide all of the same information about JetBlue’s goals in the marketplace and the potential benefits to each individual customer.
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This policy applies to two categories of customers who we identify in our prospectuses:
1) Any customers who visit us on the Internet. All potential customers are required to register with us to participate in our market.
1B) Any customers who are already members of a marketing plan associated with JetBlue. All potential customers, including those who register with us on JetBlue.com, are to be placed on a separate marketing strategy, called a strategy for the next fiscal quarter, with the following criteria in place:
1) We expect to reach that target through each of the following processes as quickly and efficiently as possible:
(i) A review of the latest data or updates available to us.
(ii) An update on our online marketing plan or the latest consumer data available to us.
(iii) A more detailed survey of the current and upcoming sales opportunities.
(iv) A detailed accounting of the potential buyer’s monthly and annual financial compensation and the value of additional equity for each month.
(v) An action plan by the customer on how to best improve or adjust to the targeted needs of each customer.
(vi) An action plan designed to prevent the sale of the product to customers who are currently engaged in an individual online market.
(vii) All other activities we employ.
We do not disclose certain information to the public unless required by law to do so because it would jeopardize the very safety of our competitors. We also have no knowledge of what information we disclose to customers about their purchases or transactions over the internet.
This does not include customers who make a commitment to a strategy that we may or may not use to grow our business or achieve the goals set forth in this policy. Customers can only engage in these activities at the expense of their business. We have no knowledge of how we are best or least competitive in the marketplace of online advertising, so it will only take us a limited amount of time to determine which strategy works to help customers most efficiently. Additionally, as far as our customers are concerned, this policy prohibits any type of advertising that was put forth in order to grow our business.
“What we mean by ‘that strategy’ is a specific combination of the following: a targeted marketing strategy developed that involves selling the brand to customers that are engaged in an individual online market. This strategy is not ‘that plan.'”
This rule does not restrict use of the information given by JetBlue on individual blogs or other sites, but does require that we use the information that is given to us at regular business hours.
[center]The plan is structured to allow JBL to address customers with fewer questions about specific product names, prices, and performance or less likely to understand what the brand will offer.
The plans provide all of the same information about JetBlue’s goals in the marketplace and the potential benefits to each individual customer.
{20,001}
This policy applies to two categories of customers who we identify in our prospectuses:
1) Any customers who visit us on the Internet. All potential customers are required to register with us to participate in our market.
1B) Any customers who are already members of a marketing plan associated with JetBlue. All potential customers, including those who register with us on JetBlue.com, are to be placed on a separate marketing strategy, called a strategy for the next fiscal quarter, with the following criteria in place:
1) We expect to reach that target through each of the following processes as quickly and efficiently as possible:
(i) A review of the latest data or updates available to us.
(ii) An update on our online marketing plan or the latest consumer data available to us.
(iii) A more detailed survey of the current and upcoming sales opportunities.
(iv) A detailed accounting of the potential buyer’s monthly and annual financial compensation and the value of additional equity for each month.
(v) An action plan by the customer on how to best improve or adjust to the targeted needs of each customer.
(vi) An action plan designed to prevent the sale of the product to customers who are currently engaged in an individual online market.
(vii) All other activities we employ.
We do not disclose certain information to the public unless required by law to do so because it would jeopardize the very safety of our competitors. We also have no knowledge of what information we disclose to customers about their purchases or transactions over the internet.
This does not include customers who make a commitment to a strategy that we may or may not use to grow our business or achieve the goals set forth in this policy. Customers can only engage in these activities at the expense of their business. We have no knowledge of how we are best or least competitive in the marketplace of online advertising, so it will only take us a limited amount of time to determine which strategy works to help customers most efficiently. Additionally, as far as our customers are concerned, this policy prohibits any type of advertising that was put forth in order to grow our business.
“What we mean by ‘that strategy’ is a specific combination of the following: a targeted marketing strategy developed that involves selling the brand to customers that are engaged in an individual online market. This strategy is not ‘that plan.’”
This rule does not restrict use of the information given by JetBlue on individual blogs or other sites, but does require that we use the information that is given to us at regular business hours.
JetBlue plans to use these new tactics to shift its marketing plan and maintain and improve upon the level of success it has seen to date. Through these efforts, JetBlue hopes to reach the financial goals it has set for itself, which include maintaining a certain growth rate, reaching a higher level of profitability, and developing a more competitive position in the airline industry. These efforts will put JetBlue in a position of take more of a leadership role in this market and ultimately increase market share and the value of the company.Mission:Jet Blues mission is to bring humanity back to air travel . Through increased focus on technology innovation for our customers benefit while significantly improving our efficiency and productivity Jet Blue is in prime position to lead the industry in the coming years.
Goals:Non-financialGenerate new consumers of our product followed by their continued use as a result of great customer service.The overarching goal of our marketing plan is to ensure that new customers are introduced to Jet Blue.Jet Blue has a history of putting the customer first, so we will expect for that tradition to continue and lead to a high customer retention rate.Develop Jet Blues recently added products and services by offering the best deal for the best price.Jet Blue has recently begun servicing Colombia, Jamaica, Montego Bay and non-stop NY-LA trips.Continue the tradition of promoting these new routes through low faresEstablish a strong technological approach to new advertising techniquesFocus on viral , guerilla and “word of mouth” strategiesExpand and strengthen web 2.0 presence and utilize social media toolsContinue to meet customer demandsDevelop our new services (leather chairs, XM radio, organic meals)Maintain active in listening to our travelers and gaining feedbackFinancialMaintain minimum 22% growth rate for five yearsMatch Northwests market share in five yearsImprove profitability ratiosImprove Net Profit Margin to over 2.00% in five yearsCreate a higher return on equity of over 3.00% in five yearsContinue stand-alone pricing strategy (if routes are not profitable, theyre discontinued) to maximize yield to passenger2010 sales of 5,000 (mil)Core Competencies and Competitive AdvantageAlthough a relatively young company (founded in 2000), Jet Blue has already established itself as a model airline among its competitors. In the coming years, Jet Blue is expected to continue its development into one of the next generation of leading airlines. This is due to a set of core competencies that set Jet Blue one step ahead of most of its competitors, giving Jet Blue a competitive advantage that sets it up to make the most of the opportunities it will be given.
First of all is the experience and