JetBlue and airline–airport partnerships

Richard Smyth

Journal of Airport Management, 2014, vol. 8, issue 1, 8-13

Abstract: In its brief 15-year history, New York-based JetBlue Airways has evolved from mere concept to a strong, viable, low-fare alternative to America's legacy network carriers and a survivor in an industry littered with the names of defunct carriers. JetBlue's successful evolution through one of aviation's most turbulent times, moving from a niche player in New York to a leading airline across the Americans and a member of the Fortune 500, was enabled in large part by solid working relationships with airport authorities and government officials that recognised the competitive value an airline like JetBlue could deliver to communities. JetBlue's experience at three airports outlined here – Boston Logan International Airport (BOS), New York's John F. Kennedy International Airport (JFK), and Ronald Reagan Washington National Airport (DCA) – is illustrative of the key role those positive relationships can play in creating conditions for success across three stages of the carrier life-cycle: market introduction, expansion, and long-term sustainability. These are among the countless examples in which airports have recognised the tremendous benefit the carrier can bring to their facilities in the form of lower fares and increased traffic – and have seized on those opportunities to create an environment where all parties can thrive.

Keywords: airport construction; JetBlue airways; JFK airline; Boston Logan; Kennedy; Washington; innovation; finance; travel; international (search for similar items in EconPapers)
JEL-codes: M1 M10 R4 R40 (search for similar items in EconPapers)
Date: 2014
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