On Valentines Day 2007 Jet Blue, a company that was known for stellar customer service blew it. They blew it really. When a snow storm hit the East Coast of the United States, they were forced to cancel 1, 096 flights the full total result of which was that thousands of passengers and trip crews were stranded. In the first twelve hours JetBlue demonstrated it had no contingency arrange for this event.

People were stranded for nine hours on planes with nothing at all to do. Passengers were literally left out in the chilly for hours on end without food, proper bathroom facilities or basic essentials. People were unhappy and with today’s technology they vented that displeasure onto the internet and in the mass media.

Pictures from cell phones and weblogs from stranded people became immediately available for anyone who wished to commiserate. This blunder could have ushered in the final end of JetBlue. This paper discusses how JetBlue failed its customers and how it redeemed itself. In addition, it considers the techniques for problems in management and exactly how JetBlue could do better still.

On the basis of the Service Quality model (Parasuraman et al. JetBlue has been graded for the purposes of this paper on the five service quality determinants, as exhibited in the first hours of the snow-storm crisis. 1. Reliability: The business did not be capable of performing the promised service dependably. 2. Responsiveness: The business appeared to haven’t any willingness to provide help or prompt service in the early stage of the crisis. 3. Assurance: With out a contingency plan the front-line employees acquired no knowledge to talk about with their travelers plus they lost the trust and self-confidence of the passengers.

4. Empathy: While specific crew acquired and attempted to show great empathy, leaving travelers without information and without alternatives was regarded as indifference. 5. Tangibles: Insufficient appropriate physical facilities, equipment, personnel, and communication materials left passengers tended. One might argue that the situation was beyond JetBlue’s control. After all no one can control the elements.

However, David Neeleman never had taken that strategy publicly. Just when most CEOs would have been hunkering down nowadays or blaming others, Neeleman stepped up to the plate and said and did something surprising and very wise. He took responsibility. He took action and in a highly noticeable manner quickly.

He calmed the storm of controversy by doing something profound. He communicated center felt apologies on every major media. He diffused the situation with the basic human skill of clearly communicating that he ‘got it’, that he was sorry that he would make it right. David Neeleman wrote a public letter of apology to Jet Blue customers. The notice is at the response to what Neeleman identifies as the worst functional week in Jet Blue’s background.

It starts ‘ We are sorry and humiliated. But the majority of all, we are deeply sorry.’ The letter’s last paragraph starts ‘You deserved better – a lot better – and we let you down. The letter is short, direct, and sincerely remorseful. He promised to make it right. His activities would make it right not only because of this time but by presenting a customer’s bill of privileges he made it clear that his intent was to make it befitting all customers in the foreseeable future as well.

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He managed to get cement too. He announced an in depth list of the way the company would treat travelers in troubling situations including the monetary compensation for delayed plane tickets that escalated with the length of the hold off. Neeleman find the right way to diffuse mend and anger romantic relationships. Crisis management can’t be distilled into a detail by detail recipe. That’s because the first ingredient may be uncommon Perhaps. Winston Churchill said, “Courage is the to begin human qualities because it is the quality that guarantees all others.” Neeleman exhibited courage and he exhibited creative thinking. Every situation is exclusive.

Take for example, the Tylenol crisis that Johnson and Johnson had to bear, the snow storm that plagued Jet Blue and the Taco Bell e-coli incident. The thing these events appear to have as a common factor is they are crises. So Even, appropriate techniques must be developed predicated on certain core principles that underlie successful problems management for a meeting that cannot be predicted. This preparation allows an organization’s leadership to remain effective and focused as crises unfold. They are listed below with my additional comments added. Seven basic principles underlay an appropriate and effective response to a crisis. They are extremely much accustomed to the crisis environment in a way that executives are not.