Log JetBlue Boston-area cost carrier market in 2004 as a direct attack on Major airlines and offers American Airlines to decide whether or not to answer, and if so, how to react. American, already weakened financially, can not be compared with the prices of JetBlue and remain profitable. He must weigh the importance of the market in Boston's overall economic picture and the potential reactions of other airlines for any action it takes. This case is an overview of recent economic conditions affecting the airline industry, the business models of the three main types of airlines - Major, Low-Cost Carriers and Regionals - their strengths and vulnerable to the latest competitive market conditions and economic role played by airports. This case is divided into three parts: A, B, C. In the case involves an American counterattack - a free ticket offers from the U.S. on the day of JetBlue opens. Case C discusses responses of other airlines and JetBlue and preliminary analysis of Fallout: as a result of financial and market costs and benefits. See the relevant cases (cases: UV3906 and B case: UV3908). "Hide
by Ming-Jer Chen, Jason Anderson, Patrick Muller, Jeff Tolonen Source: Darden School of Business 2 pages. Publication Date: 08 Oct 2004. Prod. #: UV3909-PDF-ENG
Related Case Solutions & Analyses:
Political Risk in the Kaesong Industrial Complex
Smart Cities Sustainable Progress
The Park Hotels: Designing Experience
Greater Minneapolis-St. Paul: Building on a Diversified Base (Abridged)
Dacia Duster SUV
Water Funds: Financing Natures Ability to Protect Water Supplies
Bringing Open Innovation to Services
Beyond the Numbers: Building Your Qualitative Intelligence
Danaher-The Making of a Conglomerate
Decentralization Is the New Center of Command
