Flying High E-Book

James Wynbrandt

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 408

Veröffentlichungsjahr: 2010

Beschreibung

Flying High traces the incredible career of the founder and chairman of JetBlue, David Neeleman, from his teenage ventures and beginnings in the travel industry., to his short stint at Southwest Airlines and the ultimate launch of JetBlue. In a series of interviews with Neeleman's friends, associates, and high-ranking officials in both business and aviation, this books tells the store of Neeleman and explores the rules of success he both lives and builds his companies by.

Leseprobe

Table of Contents

Title Page

Copyright Page

Introduction

CHAPTER 1 - The Journey Begins

FIRST LESSONS IN CUSTOMER SERVICE

NEELEMAN’S FIRST BUSINESS

CHOOSING BUSINESS OVER A COLLEGE DEGREE

CHAPTER 2 - Have I Got a Deal for You

TECHNOLOGY HELPS THE RAPIDLY EXPANDING MORRIS TEAM

MORRIS EARNS WHILE IT LEARNS

HIGHER STANDARDS, LOWER COSTS

FROM CHARTER COMPANY TO SCHEDULED AIRLINE

CHAPTER 3 - Morris Air Spreads Its Wings

TRAINING AND MOTIVATING STAFF

CAPITAL IDEAS

GOING TO MARS

THE BIRTH OF E-TICKETING

CHANGING RESERVATIONS

CHAPTER 4 - Off to Southwest

SELLING MORRIS AIR

TAKING A SOUTHWEST COURSE

NEELEMAN AND SOUTHWEST—NOT A HAPPY MARRIAGE

NEELEMAN’S ATTENTION DEFICIT DISORDER

CHAPTER 5 - Opening Up New Skives

NEELEMAN CONQUERS CANADA

WESTJET ENJOYS SUCCESS

CHAPTER 6 - A Different Kind of Airline

THE FUND-RAISING DRIVE BEGINS

HIRING THE RIGHT PEOPLE

A POTENTIAL PARTNERSHIP WITH RICHARD BRANSON

INVESTORS FOR THE NEW VENTURE

CHAPTER 7 - Preparing for Departure

SETTING UPIN THE BIG APPLE

A NAME FROM OUT OF THE BLUE

GETTING JETBLUE OFF THE GROUND

CHAPTER 8 - JetBlue Takes Flight

INAUGURAL FLIGHTS

A PEOPLE-FRIENDLY EMPLOYER

A FOCUS ON TRAINING

NON-UNION BUT WELL-COMPENSATED WORKERS

CHAPTER 9 - Making Air Travel Entertaining

TELEVISION IN THE SKIES

JETBLUE MAKES ITS FIRST ACQUISITION

CHAPTER 10 - Keeping Customers Happy

PAYING ATTENTION TO THE SMALL STUFF

OPERATING FOR SATISFACTION AND PROFITABILITY

CHAPTER 11 - The Technology Advantage

POWERED BY TECHNOLOGY

USING HIGH-TECH PLANES

OPERATING AT MAXIMUM EFFICIENCY

CHAPTER 12 - Getting the Word Out in Style

THE PR EFFORT TAKES SHAPE

A VISIBLE CEO

MOVING OUT WEST

CHAPTER 13 - Dealing with Disaster

COPING WITH TRAGEDY

TAKING THE RIGHT STEPS

GOING PUBLIC

FACING CHALLENGES

DOING WHATEVER IT TAKES

A BLOW TO JETBLUE’S IMAGE

CHAPTER 14 - Preserving the Culture

PRESERVING THE CULTURE

HELPING YOUR FELLOW EMPLOYEES

CHAPTER 15 - Looking to the Future

CONFRONTING THE CHALLENGES

BUILDING FOR THE FUTURE

CHAPTER 16 - David Neeleman’s Rules for Succeeding in Any Business

RULE 1. FOLLOW YOUR PASSION

RULE 2. THINK OUTSIDE THE BOX

RULE 3. WORK WITH AND LEARN FROM THE BEST

RULE 4. BE READY TO MOVE ON

RULE 5. BUILD A BETTER MOUSETRAP

RULE 6. BE WELL CAPITALIZED

RULE 7. TAKE GOOD CARE OF YOUR PEOPLE

RULE 8. RESPECT YOUR CUSTOMERS

RULE 9. ADMIT YOUR MISTAKES EARLY, BUT DON’T LET THEM SLOW YOU DOWN

RULE 10. PAY ATTENTION TO DETAILS

RULE 11. CONTROL COSTS—JUST DON’T LET IT SHOW

RULE 12. USE TECHNOLOGY TO THE FULLEST

RULE 13. ATTRACT LOTS OF ATTENTION

RULE 14. STAY TRUE TO YOUR CORE VALUES

JetBlue Timeline

Acknowledgments

Notes

Index

Copyright © 2004 by Literary Productions. All rights reserved.

Published by John Wiley & Sons, Inc., Hoboken, New Jersey. Published simultaneously in Canada.

No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400, fax [phone], or on the Web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, 201-748-6011, fax [phone].

Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor author shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.

For general information on our other products and services, or technical support, please contact our Customer Care Department within the United States at 800-762-2974, outside the United States at 317-572-3993 or fax [phone].

Wiley also publishes its books in a variety of electronic formats. Some content that appears in print may not be available in electronic books.

For more information about Wiley products, visit our web site at www.wiley.com.

Library of Congress Cataloging-in-Publication Data:

Wynbrandt, James.

Flying high : How JetBlue founder and CEO David Neeleman beats the competition—even in the world’s most turbulent industry / James Wynbrandt.

p. cm.

Includes bibliographical references and index.

ISBN 0-471-65544-9 (cloth)

1. JetBlue Airways—History. 2. Neeleman, David, 1959- 3. Airlines—United States—History. I. Title.

HE9803.J48W96 2004

387.7’0973—dc22

2004003670

Introduction

New York’s John F. Kennedy International Airport was long past the days when it served as a chic gateway to the Jet Age. Often resembling an overcrowded immigration detention facility more than an airport, it was the last choice among travelers in the know looking to get in or out of the city by air. But on this February morning in 2000, one gate area in the otherwise dormant and deserted Terminal 6 was filled with some of New York’s most prominent and powerful figures, all appearing thrilled at having made the trek out to JFK. Among the attendees: Mayor Rudolph Giuliani, Senator Charles Schumer, and Governor George Pataki. There were also members of Congress, representatives of the Federal Aviation Administration, and a host of other local, state, and national officials.

But, all eyes were on the tall, lanky man at the podium who had just received the key to New York City. His boyish features and gee-whiz earnestness were offset by a full head of prematurely gray hair. Wearing his trademark khaki pants, striped tie, and blue blazer, David Neeleman paused while delivering a litany of thank-yous to the assembled guests and colleagues. Perhaps he was taking a rare moment to savor the achievement this event marked. After all, this ceremony heralded the beginning of what he was confident would be a new era in air travel. Yet it also signified an end of his own unique journey—one that stretched some 20 years. It was an incredibly successful and satisfying period by any reckoning. Neeleman had already launched two successful airlines, had a heartbreaking relationship with a third, brought e-ticketing to the airline industry, and created the world’s first virtual call center. But this was all just a prelude, a preamble to the statement he was about to make with the unveiling of his latest venture, which he called JetBlue.

In preparing for this day, Neeleman had raised a record amount of money for a start-up airline, assembled one of the greatest management teams in the industry, worked his way through numerous logistical hoops, and stirred up incredible media buzz. He had pledged to bring “humanity” back to air travel, with a fleet of brand-new aircraft fitted with leather seats and individual live television that passengers could watch throughout the entire flight. What’s more, he insisted that JetBlue would be customer-focused, while offering fares that would be about two-thirds lower than what the competition previously charged.

He further promised that his company would demonstrate the right way to treat customers and employees, deliver service in an industry that had forgotten the meaning of the word, use technology to streamline operations, and cut costs in a way that would yield a competitive advantage. It was no wonder that with all of these promises, some members of the press reported on events leading up to the launch with an air of skepticism. But Neeleman had never been deterred by the doubts of others before, and this time was no different. He was about to make all of New York, and soon the rest of the country, pay attention—not necessarily to him, but to the right way of doing business.

At precisely 8:55 A.M. on February 11, 2001, cheered by celebrity dignitaries and all of the company’s initial crewmembers (the airline’s term for employees), JetBlue Flight 1 pushed back from the gate, bound for Fort Lauderdale, Florida, its cabin filled with invited guests. Less than three hours later the brand-new airplane, the smell of its leather seats still fresh, landed at its destination to the sounds of applause and celebration. Not a bad accomplishment for a soft-spoken Mormon whose attention deficit disorder affliction once made him doubt he’d ever be able to find a job of any kind; whose first business went bankrupt; and who rubbed so many people the wrong way at a previous job that he was fired in less than six months.

The airline industry has had more than its share of larger-than-life figures since World War I ace Eddie Rickenbacker helped launch Eastern Airlines. From Howard Hughes and Juan Trippe to Neeleman’s own hero, Herb Kelleher of Southwest Airlines, the aviation industry has been driven by colorful and innovative characters. While Neeleman holds true to this mold, he’s cut from a decidedly different cloth. Unassuming, caring, low-keyed, and outwardly egoless, he’s managed to thrive in one of the world’s most cutthroat businesses.

Indeed, JetBlue is not Neeleman’s first airline success. After healing the wounds suffered from the collapse of his initial entrepreneurial venture in college, Neeleman helped to launch Morris Air while still in his 20s. Starting as a charter operator, under Neeleman’s leadership Morris grew into a force so impressive that Southwest Airlines bought it out. After a failed stint as a Southwest employee, Neeleman went on to start a company that introduced e-ticketing, thus revolutionizing the airline industry. He then helped to create WestJet, a thriving low-fare airline in Canada, before setting the wheels in motion for the founding of JetBlue. And he accomplished all this before the age of 40.

How has Neeleman managed to prosper multiple times in an industry littered with failures? What is he doing right that so many others have done wrong? And how can you apply the lessons from his incredible achievements to your own business and life? These are among the issues we’ll explore in Flying High.

While Flying High tells the tale of JetBlue—from how it was founded to the way in which it operates today—this book is the story of David Neeleman. The events of his life leading up to that triumphant flight to Fort Lauderdale paint a fascinating portrait of arguably the most innovative figure in modern-day aviation. They also provide many insights into how he developed the groundbreaking strategies that propelled JetBlue to its fast start.

In the opening chapters of this book, you’ll learn more about Neeleman’s background—from his childhood and service as a Mormon missionary to the start of his first business, its ultimate failure, and his rise back to the top as president of Morris Air. Then, you’ll get the inside story of how Neeleman sold Morris Air to Herb Kelleher at Southwest Airlines, while learning about his brief career there and why he was fired in a matter of months. The book will next detail how Neeleman triumphed over this adversity, and show how he discovered and dealt with a mental disorder that contributed to both his tribulations and successes. It will continue with his co-founding of the company that introduced electronic ticketing, and his pivotal role in getting the successful Canadian airline WestJet airborne. And, of course, it will provide a comprehensive account of how Neeleman planned, created, and now operates one of the most successful airlines in history.

Throughout this fascinating journey, you’ll discover the management techniques that Neeleman has developed and used over the years, which most observers credit for JetBlue’s unparalleled accomplishments. The book concludes with a list of Neeleman’s 14 rules for success, as evidenced and shaped by the events and challenges faced throughout his life. While he applies these rules to running JetBlue, they are truly applicable to every business in every industry.

David Neeleman’s vision and passion have transformed the travel experience for not only the millions who have flown on JetBlue, but also those who fly on virtually every other airline. His innovations have changed the playing field and forced all other carriers to reevaluate the way they do business. Yet his life and career provide lessons for us all in how creativity, dedication, and teamwork can turn almost any enterprise into a winner, no matter what the industry or the obstacles in the way. I hope you will come away from this book confident that you, too, now know how to bring a greater degree of humanity, customer service, profitability, fun, and satisfaction to your own chosen field.

CHAPTER 1

The Journey Begins

David Neeleman claims he still recalls the moment from his second birthday. Whether he remembers the actual event, or only the ingrained impressions of early viewings of it captured in a family photograph, as his father, Gary, suggests with a chuckle, no one knows. But anyone looking for clues to the future course of this airline innovator’s life can’t ignore the significance of his recollection, imagined or otherwise. When the birthday cake was brought out, it wasn’t the glowing candles that caught David’s attention. There atop the confection sat a small red airplane. Something about the ornamental craft transfixed him, he says. This fascination followed him into adulthood, leading to a series of successful aviation businesses and eventually the founding of an airline that is transforming the airline industry, sparking copycat competitors, and forcing the old-line carriers that historically dominated the domestic skies to rethink their operating principles and practices.

The birthday was celebrated in São Paulo, Brazil, where Neeleman was born in October of 1959. He was the second son and child in a brood of seven, four boys and three girls. His father, Gary, a Salt Lake City native, was the Latin America bureau chief for United Press International (UPI), a high-profile position in the sophisticated city. His mother, Rose, had been Gary’s assistant before becoming his wife.

The Neeleman family (they pronounce their name in three syllables, Nee-le-man) had immigrated to the United States from Holland, where they’d been members of the Mormon church, around the turn of the last century. Gary’s father, John, was born a few months after the Neelemans arrived in Salt Lake City.

Gary graduated with a degree in fine arts from the University of Utah, but took up journalism because it offered more of a future. His fluency in several languages, including Portuguese, had served him well in his theater studies and helped him win the choice posting in Brazil. UPI’s Latin American desk—also known as Latam or the Chester desk (referring to either a radio transmitter in Chester, Pennsylvania, or a long-forgotten telex operator by that name, according to UPI lore)—was the heart of UPI’s Spanish-language wire news service. For much of the last century it was the preeminent international news organization in Central and South America. Latin America was also one of UPI’s most successful and lucrative markets.