Jetblue Airways casestudy summary

JETBLUE AIRWAYS

This is an American low-cost airline with a headquarter in the Long Island City neighborhood of the New York City borough of Queens. Its main base is John F. Kennedy international Airport, also in Queens, and maintains a corporate office in Cottonwood Heights, Utah.

The airline mainly serves destinations in the United States, along with flights to places such as the Caribbean, The Bahamas, Bermuda and Colombia among others.

As of October 2013, JetBlue serves 84 destinations in 24 states and 12 countries in the Caribbean, South America, and Latin America. JetBlue has had two incidents involving its aircraft, although none have resulted in any casualties or hull losses.

In September 21, 2005: Flight 292 en route from Burbank, California, to New York City performed an emergency landing at Los Angeles International Airport following a failure of the front landing gear during retraction when it turned 90 degrees.

The only apparent damage to the plane upon landing was the destruction of the front wheels. The passengers were unable to see themselves landing despite the DirecTV service in each seat, as it was turned off well before landing.

Fares begin from as low as $599 each way. This is a ticket for the first class. The company deemed it fit to reduce the fares to pressure both carriers to respond, crimping profits on valuable transcontinental routes.

JetBlue airlines evidently cares for the public and with the wavering state of the economy, this is most certainly the best airline.

Panera bread executive summary

PANERA BREAD CASE

Panera bread is a chain of bakery-café casual restaurants in the U.S. and Canada. It was founded in Kirkwood, Missouri in 1981 by Louis Kane, Ken Rosenthal and Ronald M. Shaich. Its headquarters are in St. Louis, Missouri. As at April 2014, its number of locations was 1800 with 4,746 full time employees in December 2005.

Panera bread is the newer name for St. Louis Bread Company. In 2005, it ranked 37th on BusinessWeek’s list of “Hot Growth Companies” earning $38.6 million with a 42.9% increase in profits. In a 2008 Health magazine study, Panera Bread was judged North America’s healthiest fast casual restaurant.

It expanded into Canada starting with Richmond Hill, Thornhill, Oakville and Mississauga in the Toronto area. It is 2nd in its industry to post calorie information voluntarily at all company owned cafes. Panera’s website includes a nutrition calculator. The percentage values are based on a 2000 calorie diet

By 2016, Panera Bread promises to remove all artificial additives from their food. It is moving toward more clean ingredients; a trend to replace processed foods with fresh and natural foods. Panera Bread offers a wide array of pastries e.g. bagels, cookies and brownies.

The menu for this section of the restaurant promotes items e.g. hot breakfast sandwiches and a Panera kid’s section. Hidden menu which is only advertised on social media includes a power breakfast egg white bowl with roasted turkey among others.

Each of its sites serves approximately 3,500 people weekly. With this type of customer base, Panera Bread has proved to be the best there is.

Euro Disney case study ppt notes

EURO DISNEY

It owns and operates Disneyland Paris in Marne-la-Vallee, France. 37.98% of shares held by The Walt Disney Company, 10% by Saudi Prince Alwaleed and 50.22% by other shareholders. Stock is traded on the Euronext Paris exchange.

Disneyland Paris comprises Disneyland Park, Walt Disney Studios Park, Disney Village and seven on-site Disney hotels. Since its opening on 12th April 1992, the resort has created more than 30,000 jobs in the region to the East of Paris.

Today, it is the number one tourist destination in Europe with 14.5 million visits recorded for financial year 2007. The resort is the second Disney Park to open up outside the U.S. following Tokyo Disney Resort. It was designed specifically to follow the model established by Walt Disney World in Florida.

The proposed location in France put the park within 4 hours drive for around 68 million people and 2 hours flight for a further 300 million or thereabout.

Figures however have not always been good. In August 1992, estimates of annual attendance figures were being drastically cut from 11 million to 9 million. Misfortunes progressed in late ’92 when European recession caused property prices to drop drastically.

Interest payments on startup loans taken out by EuroDisney forced the company into serious financial difficulties. The situation was worsened by the fact that the cheap dollar was persuading more people to forego Europe in favor of holidays in Florida at Walt Disney World.

In the summer of 1993, the New Indiana Jones roller-coaster ride opened, but disaster struck just a few weeks when the emergency brakes locked on during a ride, causing some great guest injuries. The ride was temporarily shut down for investigations.

By august 1994, the park was starting to find its feet at last, and all hotels were fully booked.