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Belch: Advertising and
Promotion, Sixth Edition
IMC PERSPECTIVE 2-1
I. Introduction to Integrated
Marketing
Communications
JetBlue—the “Unairline”
At a time when most of the airlines of the world are
struggling, one carrier is seeing nothing but “blue
skies.” Despite the simultaneous problems of September
11, a recession, and war, the airline—aptly named
JetBlue—has continued to succeed where competitors
have faltered. For the second quarter of 2002, JetBlue
reported a net income of $14.6 million on operating
revenues of $149.3 million, while nearly all major airlines
reported record losses.
What’s the secret behind JetBlue’s success? It’s a
combination of successful branding, unique positioning,
and integrated marketing communications that
transcends seemingly every aspect of the “antiairline”
approach. JetBlue flies at about 80 percent full on
every flight (versus the industry average of 64 percent)
and attracts travelers from all segments—
students, grandmothers, and business travelers
(Everybody who likes low fares and a great flying experience).
JetBlue has adopted a unique positioning in
the industry, and takes every effort conceivable to
maintain that image and attitude.
First, there is the unique positioning. Initially positioned
as a low-fare, all-coach carrier, the airline has
evolved into what one writer has described as a cross
between Southwest Airlines (low price, all coach) and
Virgin Atlantic (hip and sassy). This means that fares
generally are lower than those of competitors flying
the same routes but the product itself is more attractive.
The planes are new and feature leather seats, each
of which offers free satellite TV on a personal video
screen. The pilots are efficient and honest about
delays, and the flight attendants offer excellent service
and go about with a “fun” attitude. JetBlue claims
to bring pleasure and style back into flying—and they
usually do.
JetBlue has also focused on branding. Its strategy
has been to emphasize the things that distinguish the
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2. The Role of IMC in the
Marketing Process
© The McGraw−Hill
Companies, 2003
brand from other carriers but cost little—things like
courtesy, comfort, and punctuality—while paying less
attention to those items that do not, like food. Service
is a top priority, including updates on flight status
every 15 minutes. Vanity Fair magazine named JetBlue
its top airline of 2000, and readers of Condé Nast Traveler
and Zagat rated it number 2 behind Midwest
Express—an all-business airline that charges much
higher prices.
The communication mix for JetBlue supports the
brand image and positioning. From the blue potato
chips to the stylish blue uniforms, all communications
attempt to appeal to its “aspirational audience”—frugal,
yet style-conscious consumers. For example, the JetBlue
website is simple, functional, and user-friendly. It
doesn’t look like other airlines’ sites, nor does it have the
same impact. (More than 60 percent of JetBlue’s customers
book on the airline’s website, while other airlines
average about 10 percent.) The original advertising message—“Somebody
up there likes you”—attempted to be
“un-airline,” focusing on big-city swagger and wit rather
than the typical “small-world” theme used by others. The
post-September 11 campaign—“reasons to fly,” which
included both TV and radio spots, featured sentimental
and nonsentimental reasons for flying—but did so in a
humorous style to maintain JetBlue’s personality.
The question in the minds of many travelers and
industry pundits is, How long can JetBlue keep this up?
With its strong identity, positioning, and brand image,
and consumers’ increasing hatred for other airlines,
the future looks pretty bright. Let’s hope so!
Sources: Amy Goldwasser, “Something Stylish, Something Blue,”
Business 2.0, February 2002, pp. 94–95; Sally B. Donnelly, “Blue
Skies,” Time, July 30, 2001, pp. 24–27; Scott Donaton, “Flying
Lessons: JetBlue Soars When Front Lines Value Brand,” Advertising
Age, Feb. 11, 2002, p.16.