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 …