Instant Feedback - Part 2

As a frequent traveler, I fear days like the ones JetBlue suffered in February. Nothing sets my teeth on edge like the prospect of being stranded for hours in an airplane. The lack of basic services -- not to mention information -- make such events unendurable. That said, it seems to me that David Neeleman nailed it. He connected with his customers' experiences, apologized, and is committed to fixing the problems. I don't live in a JetBlue area; if I did, I wouldn't hesitate to fly them again.

Tim Long
Atlanta, Georgia

As a human resource consultant who has been stranded by almost every airline at some point, it is refreshing to have the CEO apologize for doing so. And even more so for him to say we are learning from our mistakes. Now, if only, 10,000 other CEO's will follow suit.

John Beane
Leland, North Carolina

As a long-time PR and crisis management counselor, I can tell you Neeleman did the right thing -- he was in the public eye, accepted responsibility, offered solutions not excuses. While the brand is damaged, Neeleman's efforts are a strong start towards effective recovery.

Sally Behringer
Nicholson Kovac, Inc.
Kansas City, Missouri

As more time passes, the emotional sting which the JetBlue brand suffered will also pass if they continue to be more proactive. Perhaps they might consider moving their JFK hub to a different Northeastern location in order to remove the localized sting. This would be a great time for JetBlue to study best of breed airline practices to overhaul the entire JetBlue experience such as making flying more fun like Virgin has done by adding lounges and/or healthy food items and free beer and wine like Alaska Airlines.

How about creating a double decker airline to give everyone in coach more leg room?

How about free HBO or Showtime?

George Halo
Professional Media Group
Cranford ,New Jersey

At the beginning, I was confused with David Neeleman's abrupt behavior. I understand he is tired of discussing JetBlue's reaction to the February issue. The nagging question for me was, Why is Neeleman not taking this golden opportunity to apologize again, speak of what went wrong, and elaborate on how they have changed JetBlue's internal systems to make sure that they will react to a problem in a more humane and efficient manner. JetBlue's behavior during the event seemed very much like Neeleman's behavior with this author. Obviously he recovered from his irritation and spoke of the changes

David Gutzwiller
Rancho Santa Fe, California

Because it happened, the brand is damaged. Perhaps only tarnished, but unquestionably now under a question mark for the next big event. Nothing he can do makes that go away. But, it happened, and he did the best you could do in response with the bill of rights. Anything else might have faded into obscurity, but the bill of rights is visionary and much needed in today's jet travel.

Richard Prest
Emerald Hills, California

Because Mr. Neeleman immediately admitted the wrongs and publicly building the plan to fix them, he has changed the focus of public attention. We aren't discussing how JetBlue is like all the other airlines that don't identify their customers as people, only as income. We are discussing how JetBlue is different: developing new ideas instead of quick fixes, working with customers and continuously seeking to improve their service. I believe consumers are starving for honesty and trustworthiness. It is obvious Mr. Neeleman is connecting with both his employees, and his customers. JetBlue gained more ground than it lost in February.

Valerie Noll, CPLP
Crew Training International, Inc.
Bellevue, Nebraska

Cancellations happen. Delays happen. Keeping people stranded on planes for 10 hours should NEVER happen. Yes, JetBlue's brand has been damaged. But, Neeleman took preemptive steps immediately to start healing that damage. If JetBlue slows its growth while fixing its problems, it will recover nicely and once again be the darling of the airline industry.

Mike Levy
Cary, North Carolina

Confession of sins is good for the soul. An up front presence by the Chief is good for the reputation of the firm as well as for employee morale. Too much of it or another high visibility event can be fatal. The key is to take your licking in public (as you deserve) and move on.

Reputation is the sum of a series of trust deposits resulting from the behavior of the firm as described by Steve Covey; one withdrawal, even a major one like this may draw the account down but is not likely to bankrupt.

John Rollins
Industry, Texas