This is a case paper on jet blue airlines. You will be writing this paper as a hired marketing consultant of Jet blue.

Chapter 2 - The Gaps Model of Service SERVICE QUALITY The quality of a service certainly impacts on purchases. Quality includes such dimensions as reliability, tangibles, responsiveness, assurance and empathy. See the text for definitions. Before a company can manage and control service quality, the firm must understand it. Service quality can be viewed in two ways, actual quality and perceived quality. ACTUAL QUALITY is the true, real quality of the service. Management tries to develop objective measures to use in determining the actual quality of a product. For goods, these measures might be how long it takes the product to breakdown or stop functioning (e.g. battery life), the tolerance in inches allowed for a good fit, color matching, etc. In services, objective measures might be the number of meals delivered to the right people in the restaurant last night; the number of completed tax returns that ended up being audited; and the average percentage gain on investments of clients taking a company's advice. Actual quality is not the whole story. Perceptions play a large part in what determines quality, especially in services (since services are mainly intangible). PERCEPTION is the process of selecting, organizing and interpreting information to form a meaningful picture of the world. Typically, new perceptions end up being consistent with an individual's current views. People like a consistent universe and often interpret information so that it fits into their current thinking. Therefore, PERCEIVED QUALITY needs to be assessed as well as using some measures of actual quality. The expression \"Beauty is in the eye of the beholder\" can also be said for service quality. An example of this is my primary care physician. I have been getting my yearly check-ups, etc. with the same doctor since 2001. I feel I can discuss my health concerns with her and receive knowledgeable, practical advice and proper referrals. I find her office employees adequate and the paperwork tolerable. I give her and the quality of her office pretty good marks. From this experience, I felt pretty confident in recommending her to two of my friends. My friends arranged appointments and went for physicals. Well, what a difference their perceptions of the doctor and her office were. They felt the doctor did not give them enough time to discuss their concerns, the waiting time was too long, the office staff did not seem to know what they should do, and the paperwork was inefficient and misdirected. Both rated the quality of care poor and never returned for a second visit. Subsequently, both of my friends chose other primary care doctors. What can explain the difference in quality perceptions? It may be that the service during my visits was actually better than when my friends visited. After all, services tend to be heterogeneous (see Chapter 1 lecture notes). Or, it may be that their expectations were higher than mine were, and their expectations were not met but mine were. Or, it may be that I am more tolerant of mistakes and do not mind waiting as much as they do (Ha! Ha!). Whatever the true reasons, they are researchable by the organization. Through market research, firms can find out how customers perceive their services and what is behind these perceptions. But, the story of perceptions is not over with the customer. Management's perceptions of quality may not be the same as frontline company employees (those that interact more directly with the customer). And, there may even be a difference between what the company perceives the customer is thinking about its service and what the customer is actually thinking. GAP ANALYSIS INCLUDED IN TEXTBOOK The textbook discusses service provider Gaps by listing the activities within a service such as the customer gap, listening gap, the service design gap, the service performance gap and the communication gap. The textbook is structured around the GAP analysis described in Chapter 2. Gap Analysis Gap Analysis explained Customer Gap - Difference between customer perceptions and expectations Chapter of text in Mkt4317 covering the Gap Chapter 2 Chapters 3 and 4 Provider Gap 1 - The listening gap Chapters 5, 6 and 7 Provider Gap 2 - The service design and standards gap Chapters 8 and 10 Provider Gap 3 - The service performance gap Chapters 13 and 15 Provider Gap 4 -The communication gap Chapter 14 OTHER WAYS TO INCORPORATE GAP ANALYSIS There are other ways of looking at Gap analysis besides that which is illustrated in the textbook. One other such analysis is to compare three sets of perceptions of the service: management's perceptions; employees' perceptions; and customers' perceptions. In determining gaps using this model, there are at least six gaps that can develop in either performance or perceptions when delivering a service. Gap 1 - management perceptions of customer needs versus actual consumer needs Gap 2 - management perceptions versus employee perceptions versus actual service design Gap 3 - translation of service design to actual execution that employees perceive will get customers to buy company services Gap 4 - customer perceptions versus actual service delivery versus the delivery as perceived by employees Gap 5 - customer perceptions versus actual promotional promises versus those promises as perceived by management Gap 6 - customer perceptions of service versus customer expectations What a mess! You can get an inkling here why services can be difficult to market and manage - too many different perceptions and, typically, not enough objective measures. An objective measure is one that is quantifiable. A subjective measure is one based mainly on perceptions. Without appropriate objective measures of service quality and a means of determining customer perceptions, resolution of either GAP analyses described above can be difficult indeed. DATA As one can see, data is needed to market and manage services, sometimes lots of data. Not only do companies need to know the customers' perspectives, but the company needs to understand the perceptions of the company's management and frontline employees, too. There also needs to be some type of objective measure, an ideal or standard that needs to be developed for the service. Companies should continuously update this data and determine how these perspectives are affecting their revenue (sales). Thought of the day: Why might employees see service delivery differently than the customer? If you were a manager, how would you determine if a difference in perspective between the service employee and customer actually exists? Second thought of the day: Recall a service that you have experienced that you believe was poorly executed? Might part of this poor service delivery be a perceptual difference between that of the employee who delivered the service and your perceptions of the service? Copyright 2014 by Linda A. Hayes, Ph.D. All rights reserved. Portions of these notes are based on 'Services Marketing,' sixth edition, by Zeithaml, Bitner and Gremler, McGraw-Hill Irwin, 2013. Chapter 3 - Customer Expectations of Service Not all customers are alike from several viewpoints. Not all customers think alike. Nor do all customers act alike. Not all customers may want a company's services. But, then, not all customers are equally attractive to companies. Very few companies mass market anymore. Mass marketing is when a company treats every customer in the marketplace alike and delivers a similar service to each customer. This can be very costly and unproductive, especially if only a few customers in the marketplace need or want a particular firm's services or if there is a wide variety of customer service needs and wants in the marketplace. FOCUSING ON THE RIGHT CUSTOMERS So, what do firms do? Today's companies segment, target and position the market. You may remember these concepts in your basic marketing course. SEGMENTATION is dividing the market (current and potential buyers) into distinct groups of customers with different needs, wants, etc. who might require different services. A MARKET SEGMENT is customers who respond in a similar way to a given set of marketing offerings. (A marketing offering includes the service, the proposed price of the service, the promotional effort and the distribution). Most firms segment their markets. Firms usually segment the market into the business market and consumer market, first. The business market can be further segmented by such bases as geographic area, type of service and operating characteristics. The consumer market can be segmented by geographic area, demographics, psychographics and behavioral tendencies of consumers. To be profitable, segments need to be large enough, accessible to the firm and include a characteristic that will distinguish the segment for a long enough period of time for a firm to be able to act on that distinction. For example, an airline company would probably split the business traveler from the leisure (consumer) traveler, first. Then, the airline might divide the consumer market into type of travel (luxury/economy), frequency of travel (frequent/rarely), or age of traveler (adult/senior/child). The reason for the segmentation is that the company believes it can respond more effectively to the wants of specific buying groups rather than one group of all buyers. And, typically, the closer the service offering is to a customer's ideal service, the more money he or she is willing to pay. The company, then, can charge a higher price to cover the cost of segmentation plus additional profits. Remember, profit equals total revenue minus total cost and total revenue equals quantity sold times price. P = TR - TC TR = Quantity sold X Price Therefore, P = Quantity sold X Price - TC TARGET MARKETING is a process of evaluating each market segment for its attractiveness to the firm and selecting the one or more segments that the firm believes it can respond to effectively while making a profit. For example, Southwest Airlines targets the economy-minded traveler, not the luxury passenger. Southwest designs its entire flight service around thoughts of economy from its seating (no first class typically) to its onboard service (no meals on most flights). POSITIONING is attempting to develop a clear, distinctive and desirable place for a company's service relative to competing services in the minds of the target market segment. Remember perceptual maps. These maps are graphic presentations of how customers view the service of one company versus the services of competitors on important (to the customer) service dimensions. UNDERSTANDING CUSTOMER NEEDS AND EXPECTATIONS One of the major mistakes many companies make is to believe they understand how the customer perceives the service being provided without actually checking with the customer. This is especially true with services that need technically skilled people to correctly evaluate them. The company hires employees who are expert in a field to provide a service to the customer. But, these experts often forget that the customer may not be as knowledgeable as they are in that particular field. (Hey, maybe that is why the customer hired the company in the first place, because they are not expert!) One of my favorite examples is Y2K and all it entailed. Many U.S. businesses hired software consultants to \"fix\" their software to avoid any year 2000 problems. But, the question is how much of a problem was Y2K, anyway? To this day, most experts do not really know whether the threat was as great as the over $100 billion the U.S. spent to fix the potential problem. After all, Italy started its fix in September 1999 and spent less than $1billion. Italy did not shut down on January 1, 2000. Who was more correct, the Italian service consultants or the U.S. ones? If the experts cannot agree what was really necessary, how can companies (as customers) who are currently evaluating their hired software service companies going to evaluate this service? The result is that some U.S. companies felt that their software consultants ripped them off by exaggerating the problem and spending too much money \"fixing\" the problem. At the same time, other U.S. companies felt the same software consultants did a much needed service, spending the right amount of money to make sure no major problems resulted. Who is right? Trouble shooting, in general, is a service category difficult to evaluate. It is much easier to evaluate a service performed to fix an existing problem than to evaluate a service being conducted to fix a potential problem in the future. By the way, to keep the record straight, 2000 was not the millennium year. 2001 was the millennium year. But, since many people in the U.S. insisted that the millennium year was 2000, we celebrated the millennium in 2000. This is a true example of customer demand and meeting customer demand. We changed and reinterpreted the calendar just to satisfy the consumer, voter, worker, etc. A company providing a service must go out of its way, make a concerted effort, to understand the perceptions of its customers. In the U.S. economic system, the customer determines the value (worth) of the service (through the customer's perceptions of the service). Since services are intangible, perceptions are particularly difficult to make. Customers could be thinking just about anything concerning a company's service. But, how is a company going to know without making the effort to find out. EXPECTATIONS AND HOW THEY ARE FORMED We all have heard about customer satisfaction. One definition of customer satisfaction is expectations realized. Along the way, we develop expectations about the services we buy. If we receive from the service what we expect, we usually are satisfied. If we do not receive what we expect, we are often dissatisfied. EXPECTATIONS are individual standards which customers use to judge the quality or performance of a service. Individual expectations are formed from past experiences, word-of-mouth, company advertisements, and so on. Individual expectations vary widely. I may have very few expectations about a new mystery show on TV whereas my friend may have many expectations. In this case, if the show is just mediocre, I may be satisfied but my friend may not be since my friend expected so much more than I did. The relationships of customer expectations, purchasing and satisfaction can be very complex. From the above example, one can see that a Network Company's attempt to increase customer expectations may increase initial viewing of the mystery show but that same increase in expectations may cause viewer dissatisfaction if the mystery show does not come up to viewer expectations. Customer expectations and fulfilling these expectations can be very complicated and confusing. Therefore, hyping new movies or TV shows can be a two-edged sword. On the one hand, it gets potential viewers interested in the show. But, at the same time, viewer expectations could be heightened to the point where the new show ends up being a disappointment (not meeting expectations) and viewers stop watching it. I always wonder why firms puff-up (exaggerate) their products so much. If satisfaction is expectations realized, higher expectations make it more difficult to generate satisfied customers. Yes, it is true that providers want to convince customers to purchase their services for the first time. But, if the higher expectations are not experienced, what are the chances of getting the customer's second and third purchases? Of course, companies operate in a competitive environment. As long as a company's promotional efforts are no more of an exaggeration than most other competitors, the company will get repeat purchases since the customer gets used to a typical amount of exaggeration by every company in the industry. For example, all fast food burger chains show thick, juicy burgers in their advertisements. When was the last time you got one of those burgers (as seen on TV) when you stopped at a fast food joint? My experience is that each year the burger gets drier and drier (I think because of worries over e-Coli and other bacteria in the meat). This illustrates the competitive game of expectations and satisfaction. A firm needs to make the product appetizing enough for consumers to want to buy the burger, but not exaggerate so much (especially beyond the industry average) as to turn out dissatisfied customers who will not come back. COMPONENTS OF CUSTOMER EXPECTATIONS Most measures of satisfaction/dissatisfaction start with expectations (satisfaction being expectations realized). Expectations are personal judgments as to what will likely make up the service provided; anticipated actions and end results. When a customer purchases a service, he or she anticipates that the service will meet a desired level. There is also a ZONE OF TOLERANCE where the customer may give the service provider some leeway that allows for just adequate service. And, customer expectations are influenced by the service provider's own promises (such as statements in advertising). My buying electronic equipment is an example of service expectations. When I go to Best Buy to buy electronic goods, I expect a helpful, knowledgeable salesforce. If I go to Wal-Mart to buy these same goods, I do not expect as much help. Therefore, if I am at Wal-Mart trying to pick out a TV and cannot find anyone to help me, I am less dissatisfied with the service than when I am at Best Buy and cannot find anyone to help me. I expect more assistance from the employees of Best Buy than I do from Wal-Mart, and my satisfaction with the store is influenced by these expectations. Of course, I also expect that Wal-Mart's TV will be priced lower than Best Buy's comparable TV (which is why I accept the lesser service at Wal-Mart). HOW CUSTOMERS EVALUATE SERVICE PERFORMANCE One major element of evaluating a service is how easy it is to actually evaluate the performance of a product. Obviously, physical goods are usually easier to evaluate than services. Does the chair hold together? Is it comfortable? Does its color go with the living room? Does the chair squeak? The chair has attributes that can be seen, felt, heard, etc. and can be evaluated by one or more of the five senses (seeing, hearing, touching, tasting and smelling). Many product attributes can be evaluated before purchase (such as the chair in the show room). Products with attributes that can be easily evaluated by the customer prior to purchase as high in SEARCH ATTRIBUTES. As you are searching the store for these products, you can determine a great deal about them and evaluate them prior to purchase. EXPERIENCE ATTRIBUTES are those that can only be evaluated during usage of the product. The customer must be personally acquainted with these products and their attributes in order to evaluate them. Examples of this would be taking a cruise, going to the rodeo, or flying in an airplane. Though someone may try to explain what an airline flight is all about, you really have to experience flight to be able to properly evaluate it. Situational factors, customer mood and emotions can greatly impact on the evaluation of these products. For example, being in a bad mood when you board a plane may impact on how you perceive the flight attendant's service with that first cup of coffee. Credence means mentally accepting something as true, partly because there is little tangible evidence. Therefore, CREDENCE ATTRIBUTES are features that customers may not be able to evaluate even after purchase and use. Customers may have to develop attitudes and opinions about these features through a belief system that cannot really be verified by any physical measure. For example, your lawyer gives you some advice not to pursue certain litigation. You take the lawyer's advice. But, you never know what would have happened if you did go to court. There is really no tangible evidence that the lawyer's advice was good or bad. You just believe it was one way or the other. This is the problem with many services, no tangible proof that the action was of high quality. Firms need to recognize that customers may have little concrete evidence to judge the quality or worth of a service. Thus, firms need to market the services accordingly. For example, many service providers keep testimonials of clients who have used their services. Check any Web site of a company that provides services (IBM and HP, for example). These companies include numerous stories of happy customers who have used the companies' services and testify to the positive outcomes that resulted from these services. These stories provide a kind of \"hearsay\" evidence to potential customers illustrating that the service is worthwhile. Firms use other strategies to increase customers' positive attitudes to their services. This is where physical evidence comes. The more search or experience attributes the service appears to have, the more confidence the customer has in judging the worth of the service. PURCHASING PROCESS FOR Purchasing services is similar to purchasing goods in that the decision usually includes a process on the part of customers. Three major stages of the purchasing process, prepurchase, service encounter (purchase), and postpurchase stages. In the PREPURCHASE STAGE, customer needs are recognized, a search is conducted for information about the product, and purchasing alternatives are reviewed. In this stage, one of the major differences between goods and services is where customers typically search for information. With goods, a customer can find crash test information about a new car, test drive one, and even check out the CD player option on the showroom floor. For services, it is more likely a customer searches for word-of-mouth information in the form of referrals from friends, family and co-workers. Knowing that service customers often rely on referrals, the medical profession has mimicked a friend's referral by having 1-800-DOCTORS, for example. This service \"refers\" you to a doctor in your area. The service tells you if the doctor is male or female, how old the doctor is, how long he or she has been in practice, where the doctor is located, and so on. However, the service does not tell you quality information such as if there is any pending litigation against the doctor or how many patients died on his or her operating table. I was going to have minor surgery and called a hospital referral system. Trying to determine hospital quality, I asked which hospital had the better rating (e.g. rate of deaths per 1000 patients or number of affiliated doctors with litigation pending). The referral system said they \"did not have that kind of information.\" Of course the hospital has that kind of information. Hospitals have to keep some of these type records for the local and federal licensing and regulatory boards. But, they sure did not want to give that information to me. (Note, that more and more, state and federal governments are requiring companies such as those in healthcare to publish statistics on service quality so that the public, the consumer, can better evaluate the healthcare service being offered). In the prepurchase stage, customers also identify alternatives, weigh benefits and risks, and make purchasing decisions. There are many types of perceived risks that customers may consider when evaluating a service purchase. PERCEIVED RISK is the evaluation of jeopardy and the unknown as seen by the customer. The point is that perceived risk may be relevant for purchases of both goods and services, but risk is usually more difficult for customers to assess for services than goods. Just the fact that it is difficult to evaluate may make the perceived risk of a service appear even higher. In general, the higher customer perceived risk, the fewer services are purchased. Many people do not undergo surgery because they may perceive a higher risk of dying from the surgery itself than the ailment, which the surgery is supposed to correct. For example, most back injuries are not life-threatening. But, many people do not have recommended back surgery since there is a chance that the person could die of the surgery itself but not the back injury. And, on top of that, since one may not be able to find out how good a particular doctor is in the state of Texas, for example, it is a wonder anyone gets elective surgery. Service providers should measure customer perceived risk and determine how these perceptions impact on purchasing company services. Service providers should develop strategies to reduce customer perceived risk which will, ultimately, increase company sales. The doctor referral system is one example of a strategy to reduce perceived risk. Other strategies include testimonials, educating the customer about the service, provider certification, branding, trial purchases, samples, and so on. The SERVICE ENCOUNTER (PURCHASE) includes the interaction of the customer with the service provider during service delivery. For goods, we often use the term purchase stage or purchase encounter. In the POSTPURCHASE stage, customer evaluations of service quality and judgments of satisfaction/dissatisfaction with the service outcome are made. Also, future intentions to purchaseot purchase the service again are formed. MAPPING CUSTOMER'S SERVICE EXPERIENCE Given all that we have discussed in this Chapter concerning the customer's point of view, what further techniques can we use to develop services that meet or beat customer expectations? Many service consultants recommend that firms develop flowcharts of their services. A FLOWCHART is a step-by-step depiction of each piece involved in delivering a service to a customer. This flowchart can show the sequence of events in a service, highlight when the customer encounters the service, separate what is front stage versus backstage, and so on. Remember, a company cannot \"manage\" everything. What a company is trying to do with a flowchart is find those critical incidences (specific parts of the service that are particularly satisfying/dissatisfying to the customer) and moments of truths (point of the service where the outcome affects customer perceptions) in the service encounter. Increasing the positive perceptions of customers in these steps of the service may increase the customer's total positive perception (e.g. quality and satisfaction) of the service. In developing a service flowchart, the basic steps include: 1) define the purpose of your efforts 2) list the main activities in your customers' service experiences 3) chart these activities in sequence 4) chart supporting backstage activities and front stage steps 5) validate these activities and steps with customers and service personnel and note problem areas 6) add a brief narrative and identify all players clearly (both employees and customers) Thought of the day: Think about the last time you received advice from a professional (doctor, accountant, financial advisor, attorney, etc.). How did you evaluate this advice? What influenced your evaluation? Was there an outcome easily traced to the advice? Do companies who give advice want to make it easier for their customers to evaluate this service? Why or why not? Does it make a difference if the service is a necessity or a luxury? Copyright 2014 by Linda A. Hayes, Ph.D. All rights reserved. Portions of these notes are based on 'Services Marketing,' sixth edition, by Zeithaml, Bitner and Gremler, McGraw-Hill Irwin, 2013. End of case. The written paper is to use 12 point (mm) type. The assignment will have a word limit of Under 2000 words(1500-1800), 900 words for Part 1 and 900 words for Part 2. The case assignment will be graded based on the following criteria: 1) Scope and completeness - all questions assigned are answered and all parts and sections are completed. 2) Weaving course concepts(services marketing) into case analysis - 3) Critical analysis (with specificity) - student thoroughly analyzes situation, recognizes relevant issues and supports arguments and conclusions with sound and appropriate depth of evidence. 4) Recommendations and conclusions - logic and judgment are sound and conclusions flow plausibly from strong arguments with justification. 5) Consistency, clarity, grammar, spelling, on time, adheres to word limit, no typos, proper use of sentences and paragraphs, etc. - Much of business is communication and clarity and consistency of ideas and expressions along with proper grammar and spelling are very important. Written clarity also means no lists. Paper must have well written, descriptive sentences and paragraphs. And, much of business includes meeting deadlines and time/word limits. GENERAL COMMENTS ON DEVELOPING CASES I have reviewed many cases and projects and have found several trends concerning how students prepare these assignments. This commentary discusses how the case in Mktg 4317 should be approached and developed. For this case, no outside research is necessary. The case, as described in the text, is the situation students are to analyze. 1) Scope and completeness. Most students do a good job answering all questions and including all sections of an assignment in their papers. But, many students do not use appropriate subheadings. This makes it difficult for the reader to know exactly what part and section is being answered when. Please designate which part and section you are answering in your papers by including each part and section as an identifiable subheading(i.e. 1a, 1b, 1c, 2a, 2b, and 2c). 2) Weaving course concepts into the case analysis. Since cases are applications of course material (text and lecture notes), use the concepts presented in the course 3) Critical analysis. Do not restate what is in the case. Critically analyze the case by painting an appropriate picture of the current situation (what the organization is doing effectively and what it is not doing effective; what situational factors are positive and which ones are negative; and so on). Many students just rehash what is in the case. Few students do any real critical analysis. The audience, your instructor, is familiar with the case situation. A small amount of case summary is justified so that your audience (me) will know what you are basing your analysis upon. But, a summary of case information is not analysis. Typically, most submitted critical analyses are too general and not specific enough. It is true that for the case in this course students (you) take the present case situation as a given. But, you need not accept assumptions presented in the case as a given. Is there anything in the case you do not accept as valid? For instance, if the case says AT&T is developing a new service, you can take that as true. But, you do not have to agree that this new service will meet AT&T's goals. If you do not agree and it is relevant to the case, specifically say why. What is it in the case that leads you to believe this is not going to work? If you do agree, specifically say why you think the new servicewill meet AT&T's goals. A second example is that the case may state AT&T's goal is 20% growth per year. You can take as fact that that is AT&T's goal. But, given, for example, the case particulars that there is an economic recession in the world, you may feel that the growth rate goal of 20% is unreasonable given the case situation. In the paper, say that you think the goal is unreasonable, state the fact that the world is in recession to justify your thinking, and then state what you believe would be a more realistic, achievable goal for AT&T to establish. 4) Recommendations and conclusions. As you review the current case situation, you are to develop what you believe would be the best courses of action for JetBlue. It may be those stated in the case or it may not. Either way, you are to justify why you believe these are the best solutions. In other words, you do not have to accept any or all of the future actions being proposed in the case. You make up your own mind concerning what should be done (given the situation) and then justify this in your paper. Justification of future actions should not be just a few sentences but a large portion of the case write-up. 5) Consistency, clarity, grammar, spelling, submitted on time, adheres to word limit, sentences and paragraphs, no bullet lists, no typos, etc. most students do well in this category, but I will take off points for problems with any of these items in the case write-ups. Also, no lists are to be used in the write-up. Students are to use sentences and paragraphs to convince their audience what are the important issues and what are sound recommendations. In general, when you are writing your case paper, picture yourself as a consultant specializing in marketing who is hired by JetBlue to analyze the situation and make comments and recommendations. View this case write-up as practice in developing professional analyses and recommendations. Does your paper sound like one a marketing consultant would write? Would you hire a consultant who wrote a paper similar to yours? GRADING 1) Missing scope; not all questions answered and parts completed (5 to 50% off) 2) Paper does not include appropriate course concepts and material - only a few references to pertinent course content is included (5 -20% off). I Specifically read case papers and say 'does this paper read as if someone who has mastered the appropriate course material has written it?' 3) Critical analysis insufficient; paper fails to be convincing; little case analysis and mostly a summary of the case situation are included (5 to 15% off). 4) Paper does not include several thoughtful recommendations that are well justified and flow logically from the write-up and case material presented (5 to 15% off). 5) Paper is not well written, not consistent or clear; paper includes grammar and spelling errors, typos, etc. (5 to 20% off depending on extent). When answering the case questions, a bullet (list) format is not appropriate. This format rarely conveys to the reading audience the full message the author intends. Well-constructed sentences and paragraphs are necessary for clarity when writing (5 to 10% off depending on extent). Paper does not adhere to the word limit (5 to 15% off depending on severity). CASE ASSIGNMENT Read the 'JetBlue Answer the following questions by critically analyzing the situation, weaving course content into your answers, and developing convincing recommendations. As stated previously, assume you are a marketing consultant who JetBlue has hired to review their situation and make recommendations. Part 1 (900 words) As a consultant, convince JetBlue upper management what you believe are the important issues that JetBlue should address. Divide Part 1 of the paper into three sections as described below and label each section in the paper. The sections (1a, 1b, and 1c) need not be equal in word length. 1a) Important issues from concepts and material of Chapters 1, 2, 3 and 4 text and lecture notes. 1b) Important issues from concepts and material of Chapters 5, 6, 7, 8 and 10 text and lecture notes. 1c) Important issues from concepts and material of Chapters 13,14,and 15 text and lecture notes. Part 2 (900 As a consultant, recommend what JetBlue should do for each important issue brought up in Part 1. Recommend actions that should be taken in the next 6 months and within the next 3 years. Be convincing in your arguments. For Part 2, Divide your response into the following three sections and label each section in the paper. Again, the sections (2a, 2b, and 2c) need not be of equal word length. 2a) recommendations pertaining to issues discussed in part 1 of your paper from topics in chapters 1,2,3 and 4 text and lecture notes. 2b) Recommendations pertaining to issues discussed in part 1 of your paper from topics found in chapters 5,6,7,8 and 10 text and lecture notes. 2c) Recommendations pertaining to issues discussed in part 1 of your paper from topics found in chapters 13, 14 and 15 text and lecture notes