1n the first quarter of 2006. due to (upegatiixifnltcigfl::i fa]
letBlue executives announced turnaroun _ . _ (we 0L
"Return to Profitability." Items included mthts inma. m m
were revisions to fare structures, corrections to flig m
capacity, and reprioritizing offlight Segments (Show me’
- l .8"
dwr’l')h:ng(:d::fi 2:231:15 been slowed. The company 3"; g
pects to grow between 14 and 17 percent over the nix F
year versus the 18 to 20 percent originally forecasted. f -
letBlue plans to fuel this growth by adding a number 0 r
flights on existing routes, connecting new city palrS among I
the destinations already served, and entering new mar- I
kets usually served by highepcost, higher-fare airlines. To 1
determine which cities JetBlue should include in its flight
pattern, executives study information made available from
the Department of Transportation, which outlines the his—
torical number of passengers, capacity, and average fares
over time in all city-pair markets within North America?0
This information along with )etBlue’s historical data allows
them to predict how a market will react to the introduc-
tion of IetBlue’s service and lower prices.
IetBlue expects to use the new Embraer fleet to cre~
ate demand in many midsized markets that could benefit
from its point-to-point service.”
In addition, as mentioned previously, IetBlue is in the
midst of some discussions about creating a partnership
to enter the international market. Due to the limited type
of aircraft in IetBlue’s fleet, an alliance is the only way for
JetBlue to capitalize on the international market oppor
tunities, because its aircraft are not large enough to fly
overseas.