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Blue Streak: Inside jetBlue, the Upstart that Rocked an Industry
     

Blue Streak: Inside jetBlue, the Upstart that Rocked an Industry

by Barbara S. Peterson
 

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The definitive, behind-the-scenes story of the most innovative airline in America

A few years ago, an unknown entrepreneur named David Neeleman uprooted his wife and nine kids from Utah to New York, dreaming of a bold new company that would make jaded travelers fall in love with flying again. Barbara S. Peterson has been reporting on JetBlue since the

Overview

The definitive, behind-the-scenes story of the most innovative airline in America

A few years ago, an unknown entrepreneur named David Neeleman uprooted his wife and nine kids from Utah to New York, dreaming of a bold new company that would make jaded travelers fall in love with flying again. Barbara S. Peterson has been reporting on JetBlue since the “Jet who?” days when few outsiders believed in the company. Drawing on exclusive interviews with more than seventy-five insiders, from mechanics on the tarmac to the CEO, she weaves together a dynamic story of how JetBlue has blended outstanding customer service, inspirational leadership, savvy marketing, and disciplined financial management to come out on top.

“It's fun to read about simple ideas that change the way we do things . . . and it's always fun to watch the whoosh of good ideas hit the brick walls of habit and bureaucracy. . . .The smart, fast, little guy wins!”
—Los Angeles Times

“A quick, breezy read studded with mini-profiles, snippets of aviation history and amusing anecdotes.”
—The Wall Street Journal

“An engaging peek into the open cockpits of the airline industry, its foibles and pitfalls, written by someone who knows the industry, yet still loves to fly. This book is the chronicle of one little airline that could.”
—Book Page

“Peterson moves beyond personalities to detail how Neeleman crafted more of a branded travel experience than an airline.”
—BusinessWeek

“[Peterson] gets the inside scoop on JetBlue's quirky corporate culture and Neeleman's fresh approach to an antiquated business model.”
—Advertising Age

Editorial Reviews

In 1999, Utahan David Neeleman uprooted his family of 11 to move to New York. This unknown entrepreneur had a plan: He wanted to change America's travel habits. His new company, JetBlue Airways, initially attracted only media guffaws, but ticket buyers soon outnumbered skeptics. That early success was no fluke. The company has already reached $1 billion in annual sales and is consistently profitable despite the most severe downturn in aviation history. Condé Nast Traveler contributing editor Barbara S. Peterson has been reporting on JetBlue since its takeoff. In Blue Streak, she utilizes her full access to CEO Neeleman and his management team. Managers in every business can profit from their insights and experience.
Publishers Weekly
This compact and cogent study of JetBlue is also a biography of its founder, David Neeleman. Neeleman had experience with local airlines and Southwestern, as well as contact with Virgin Atlantic's buccaneering Richard Branson, when he decided in the late '90s to found his own discount airline, now the most successful low-cost carrier since Southwestern. JetBlue has had its ups and downs-9/11 was handled extremely well; on the other hand, a major breach of security put passenger data into the hands of government security investigators. The carrier has also been subjected to major and, the author says, not overly scrupulous competitive tactics from its leading rival, Delta. On the business side, Peterson, Cond Nast Traveler contributing editor, focuses on how ossified the traditional major carriers had become and how thoroughly they had tended to reduce their passengers (whom JetBlue calls "customers") into servants of existing regulations, rather than make regulations and procedures serve the customers. The book is also full of contextual snapshots, including the sad state of New York's JFK airport, which JetBlue is trying to make a significant domestic hub again. While not quite hagiographic, the book lauds Peterson for working hard to implement a more congenial solution to air travel's dilemmas; many readers will agree and relish the details. Agent, Joni Evans at William Morris. (Nov. 22) Copyright 2004 Reed Business Information.
Soundview Executive Book Summaries
Inside The Upstart That Rocked An Industry
Five years ago, entrepreneur David Neeleman moved from Utah to New York with his wife and nine children to start a company that would entice jaded travelers into loving the airways once again. Despite giant obstacles (a recession, 9/11, etc.) he has seen success beyond his wildest dreams: His company, JetBlue Airways, consistently makes a profit while growing rapidly and garnering great customer satisfaction ratings. In Blue Streak, editor and author Barbara S. Peterson follows the company from its inception to its current status as a role model for all other ambitious upstarts.

Tracking JetBlue's improbable journey from startup to major player in the airline industry, Peterson presents the story of a company whose tight organizational culture often appears cult-like, and whose success is undeniable. As she weaves together interviews with more than 75 company insiders, from mechanics on the runway to CEO Neeleman himself, Peterson reveals the steps that were taken along the company's path to industry success.

Using her skills as a veteran reporter, Peterson digs into her subject by submerging herself in the company and even attending JetBlue's training for flight attendants. In her introduction, she describes the anxiety she experienced as she flipped through JetBlue's training manual for guidance: "Think in terms of difficult situations, not difficult people." She notes that there are no mentions of "passengers" throughout the manual because JetBlue prefers employees to refer to those who use its services as "customers."

Couch Potato Comforts
In mid-1999, JetBlue was a paper airline that had no planes, no name and no license to fly. At the end of 2003, Peterson reports, it was one of the most on-time and the most full airlines in the country. By mid-2004, the company had made a profit in more than sixteen consecutive quarters and was ranked among the top 10 airlines in the country.

Exploring the reasons for JetBlue's success in a business environment where other airlines were racking up losses of $20 billion since 2000, Peterson points to many of the differences between traditional airlines and JetBlue. For one, the language used by those in the company is unique: Employees are "crew members" and supervisors are "in-flight support specialists." Secondly, there are many elements of its flights that differ from its rivals and that add to the company's bottom line, including:

  • No meals. Serving snacks instead creates enormous cost savings.
  • No rolling carts. Carts clog the aisle and slow down the service. Also, the massive serving carts used by other airlines are one of the biggest causes of on-the-job injuries.
  • Seat-back TV screens. No fee is charged for their use.
  • Crew members help customers stow their carry-ons in the overhead bins. This improves punctuality by shaving about 10 minutes off the boarding time of each flight.

Peterson writes that it is with "this mix of couch potato comforts and solicitous service that JetBlue has upended an industry." Not only does Blue Streak describe how JetBlue beat sizable odds in one of the toughest businesses and during one of the worst periods in that business' history, but it also depicts how an unassailable brand was created in a business where brand loyalty no longer exists.

Throughout Blue Streak, Peterson returns to Neeleman's vision of figuring out what customers need, and giving it to them. By describing the ideas and culture of this unusual company, she provides a deeper understanding of why JetBlue is the first postderegulation airline to reach major airline status in only five years. While assessing how it got where it is today, she provides the basis for speculation about where it will go over the next five years.

Four Success Secrets
During her years of observing the company from its inception and interviewing many of its people, Peterson found four secrets that JetBlue has used to become the epitome of success. These are:

  1. Focus on customer service. While going through flight attendant training, Peterson learned that JetBlue trains its employees harder than anyone else.
  2. Keep prices not just low, but fair and easy to understand. Neeleman explains that customers "know we'll treat them fair and give them a fair deal."
  3. Don't abuse coach passengers. JetBlue crams fewer people into its coach section than any other airline.
  4. Minimize the really big hassles. JetBlue does not overbook its flights. If a passenger is delayed more than an hour, he or she will be compensated.

Why We Like This Book
Blue Streak offers more than the tabulated lists of strategies and tactics an organization has used to bring down costs and increase profits. Instead, Peterson's work explores the personality and methods of a company's founder while providing a wealth of details on which a complete story of the startup can be built. What emerges is the human story glowing behind a successful organization. By revealing the thoughts of the people at JetBlue, she taps into valuable business and customer service lessons Copyright © 2005 Soundview Executive Book Summaries

Product Details

ISBN-13:
9781591840589
Publisher:
Portfolio
Publication date:
11/18/2004
Pages:
288
Product dimensions:
6.28(w) x 9.36(h) x 1.07(d)
Age Range:
18 Years

Meet the Author

BARBARA S. PETERSON is a contributing editor at Condé Nast Traveler and the coauthor of Rapid Descent: Deregulation and the Shakeout in the Airlines. Her articles have appeared in The New York Times, New York Post, and San Francisco Chronicle.

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