JetBlue Airlines 2012 Annual Report Download - page 4

Competitive Costs
Successful execution of our network strategy demands lower costs relative to our legacy peers. Our success, unlike low-cost airlines, does not require
the lowest costs in the industry. Rather, we strive to maintain a relative cost advantage to support profi table growth with our differentiated product at
competitive fares.
We make investments designed to deliver future benefi ts, preserve our relative cost advantage and drive effi ciency. For example, we recently became
the fi rst carrier in North America to fl y commercial service with sharklet wing tip devices that improve the aerodynamic performance of our Airbus A320
aircraft. We believe the improvement in fuel effi ciency will provide signifi cant savings against our largest and most unpredictable cost.
Our Values
JetBlue’s success depends on our 15,000 Crewmembers, delivering the best customer service experience while staying true to our fi ve key values: safety,
caring, integrity, passion and fun. We created over 200 new jobs this past year and benefi t from a highly engaged workforce. We believe maintaining a
direct relationship with our Crewmembers is an important driver of our culture, brand and ultimately our ability to improve shareholder returns.
Our support of causes that are important to our communities has helped create a loyal customer base. After Hurricane Sandy, for example, we quickly
launched jetbluegives.org to engage customers and TrueBlue members in fund raising efforts for the American Red Cross. We are very proud our
customers donated $720,000 through this program to support the relief and recovery efforts of impacted communities.
A Look Ahead
When we fi rst took to the skies in February 2000, we did not anticipate becoming the sixth largest U.S. airline serving 75 cities. Nor did we envision we
would become the only major U.S. airline to begin operations after deregulation in 1978 to survive into a second decade of operation on a stand-alone
basis without having gone through bankruptcy or a change in control. Our plans to continue to grow organically are dependent upon our ability to adapt
to an ever-changing environment and enhance shareholder value. We believe we are well-positioned to do so.
Our 2013 outlook calls for a signifi cant increase in margin growth based on our ability to continue to successfully execute our network strategy and
contain costs. We plan to continue to pursue targeted, profi table growth opportunities in Boston, the Caribbean and Latin America while maintaining a
cost advantage versus our competitors. We will also take delivery of our fi rst four Airbus A321 aircraft in the latter part of 2013. We believe the Airbus
A321 will allow us to operate our valuable slot portfolio in New York more effi ciently, reduce unit costs and enhance the customer experience.
We are committed to growing profi tably at a sustainable rate. We believe our differentiated product and service offering combined with our competitive
costs enables us to fi ercely compete in high-value geography and continue to win over customers underserved by our competitors. We are more
optimistic than ever about our future.
On behalf of our 15,000 dedicated Crewmembers, we thank you for your continued support.
Most Sincerely,
Dave Barger
President & Chief Executive Offi cer