IntroductionJetBlue truly is a creative genius and a leader in its innovativeness in understanding its target market. With CEO and founder David Neeleman at helm it has had the right idea from the start, giving value to every customer by providing the best service and doing it while keeping the cost low. Since they started operating as of February 2000, JetBlue were able to offer attractive fare price, high frills services and frequent flights to various domestic points through embracing new technologies and operation practices. The purchase of Airbus A320 was clearly a wise investment as they are much more advanced, more fuel efficient, taking less training time and much more comfortab ...view middle of the document...
JetBlue's hedging program has protected them and will continue to protect JetBlue from profit erosion due to fluctuation in fuel price. Internally, we felt that JetBlue needs to continue to be innovative in coming up with services attributes that will attract customers. As well as creating valuable rewards for employees to help encourage productivities and company loyalties.In the face of fierce competitions, territorial invasion and predatory pricing, from rival airlines we recommended that JetBlue must continue to grow, internally and externally. From our ratio calculation, (Appendix), JetBlue is in perfect health to expand. For 2003 their current ratio of 1.75 showed that they are fully capable of meeting their immediate financial obligation by 1.75 times. And their ROE ratio of 15.5% showed that they have a positive return on their investment. Their ROA ratio for 2003, of 4.75% suggests that they have been productive and still has the capabilities to be more efficient. They need to increase in company size as well as in their existing market share in-order to be able to compete effectively with the major airlines and to reduce the chances of been bought out...