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Main Subject - JetBlue '07 Valentine's Day Crisis - The Case For Chief Reputation Officer (CRO)
JetBlue’s crisis response in the airline’s Valentine’s Day debacle has been superb. Because they are, by themselves, reactive, they miss crucial valuable elements: benchmarks and right timing to launch, creating uncertainty amidst too many unknowns.A proac
According to USFDA, a combination product is one composed of any combination of a drug and device; biological product and device; drug and biological product
tive crisis management stance delivers predictable solutions. A chief reputation officer or CRO, however, fiercely protects this invaluable, yet fragile company asset, suggesting that a kairos (well timed and measured) response would reduce uncertainty an
; or drug, device, and biological product and fixed dose combination would include two or more combinations of drug.
Examples of combination products may in
Examples of combination products may in
likely produce better, more predictable results.
What were they thinking?
The 2007 JetBlue Valentine’s Day crisis falls in the category: “what were they thinking?” Firstly, it was Valentine’s Day. Secondly, most of the travelers literally could not wait
What were they thinking?
The 2007 JetBlue Valentine’s Day crisis falls in the category: “what were they thinking?” Firstly, it was Valentine’s Day. Secondly, most of the travelers literally could not wait
lude drug-coated devices, drugs packaged with delivery devices in medical kits, and drugs and devices packaged separately but intended to be used together.
to get to their destinations to see their loved ones. Thirdly, and most importantly, any form of captivity for one, two, three, four, five, six, and in one case, nine hours on an airport runway was simply bad PR!
Six to nine plane-loads of stranded, hung
Six to nine plane-loads of stranded, hung
here is enormous increase in the number of combination products entering the market in the recent years. Combination products have proven advantages but fixe
y, tired and angry executives, men, women and children, for however many hours, was the wrong image to project no matter JetBlue pre-crisis stellar reputation. Because JetBlue built its reputation as a low-cost carrier, chances are financial considerations
d dose combinations are still in the process of convincing regulatory authority on their advantages over the single ingredient formulations.
Combination pro
Combination pro
dominated the company’s thinking during the crisis. However, more than its bank account, this debacle threatens to irreparably damage JetBlue reputation, an even more valuable and hard to replace company asset.
JetBlue crisis response
JetBlue founder and
JetBlue crisis response
JetBlue founder and
ucts have become life saving products for the pharmaceutical companies who doesn’t have many innovative molecules in their product pipeline and have been inc
CEO, David G. Neeleman, deserves an A+ in his crisis management efforts in the Valentine’s Day jetliners’ grounding. Underscoring his appreciation for the seriousness of the crisis and the danger of reputation damage, he has been front and center in the f
easingly used in the product life cycle management. Even the companies having product patents are trying to extend their product life cycle through the combi
ght. He has appeared on every form of media to communicate with JetBlue stakeholders. Contrite, direct and to the point, Neeleman’s well-crafted messages have been: “We learned a huge lesson.” “We made a mistake, we take full responsibility.” “I am humilia
nation products and maximize the revenues. But the companies involved in this practice are overlooking that they are burdening the patients both economically
ed and mortified.” – A refreshing change, according to the editorial page of February 22 Houston Chronicle. Evasiveness, pontification, shifting the blame would, in this case, only exacerbate the crisis, increasing the chance for further reputational damag
and physically. They need to rightly judge the benefits of the combination products and they have to even look at the risks involved when combining the produ
e.
A damaged reputation has far reaching, long term negative ramifications on a company’s good name, operations and bottom line. ExxonMobil still bears the scars from its 1989 Valdez oil spill environmental crisis; Houston based Enron Corporation is no mo
A damaged reputation has far reaching, long term negative ramifications on a company’s good name, operations and bottom line. ExxonMobil still bears the scars from its 1989 Valdez oil spill environmental crisis; Houston based Enron Corporation is no mo
ts. Some of the combination products were well accepted by physicians while others suffered. Companies involved in development of combination products are fi
e. The name ValuJet airline ceased to exist after its 1996 Florida Everglades crash, and its subsequent merger with AirTran. The cost of reputation neglect is simply too high to pay. Smart organizations, therefore, spare no expense and no efforts in their
ding difficulty in defining their combination products and facing various challenges from selecting a combination to marketing it.
Following aspects would a
Following aspects would a
uest for survival when facing a threat to their reputation.
That’s the reason for announcing the $30 million dollars overhaul of procedures at JetBlue. That’s the reason for proposing a rather capitulating passengers’ bill of rights guaranteeing refunds a
That’s the reason for announcing the $30 million dollars overhaul of procedures at JetBlue. That’s the reason for proposing a rather capitulating passengers’ bill of rights guaranteeing refunds a
dd to the challenges in developing combination products:
Which markets to tap where the combination products can do fairly well?
Which combination prod
Which markets to tap where the combination products can do fairly well?
Which combination prod
nd vouchers for delays caused by the airline in the future. It remains to be seen, however, how effective JetBlue efforts are long term, based on the number of return passengers.
Though nearly flawlessly executed by David G Neeleman, crisis response strat
Though nearly flawlessly executed by David G Neeleman, crisis response strat
cts are meaningful and rational?
Which therapeutic categories to select?
Which Combinations can address unmet needs of the patients?
Do combin
Which therapeutic categories to select?
Which Combinations can address unmet needs of the patients?
Do combin
gies, by themselves, have inherent flaws. Firstly, they are reactive, missing two very crucial elements: benchmarks and right timing to launch. Secondly, they depend on too many unknowns for success: possible new damning revelations, misquotes, unexpected
tions increase the patient compliance?
What would be the developing cost?
How to tackle the risks encountered during combination product developmen
What would be the developing cost?
How to tackle the risks encountered during combination product developmen
awsuits, and so on. Thirdly, cynics are more likely to question JetBlue’s motives for such generosity after a potentially devastating crisis.
A proactive approach to crisis management, on the other hand, provides a better chance for survival. Imagine if t
A proactive approach to crisis management, on the other hand, provides a better chance for survival. Imagine if t
t?
As combination products don't fit into the traditional categories of drugs, medical devices, or biological products, the USFDA is in the process of devel
As combination products don't fit into the traditional categories of drugs, medical devices, or biological products, the USFDA is in the process of devel
he bulk of the same proposals from Neeleman were put forward before the crisis, by a duly appointed chief reputation officer of the company. Not only would the overhauling price tag be far less than $30 million, the proposed customer bill of rights would p
ping new procedures for reviewing their safety, efficacy and quality.
Professional from academic institutions, pharmaceutical industries, health care indust
Professional from academic institutions, pharmaceutical industries, health care indust
obably have been less conciliatory, yet be just as effective, possibly enhancing JetBlue already solid reputation. From a proactive stance, the chief reputation officer would have carefully monitored the situation for benchmarks and the all-important crisi
y and representatives from various regulatory agencies are working out to design the regulatory requirements for manufacture and sale of combination products
“tipping point” to launch a planned response, sparing passengers the nightmare; and the company precious time, embarrassment and money.
Chief reputation officer
Because JetBlue built its reputation as a low-cost carrier, financial considerations possibl
Chief reputation officer
Because JetBlue built its reputation as a low-cost carrier, financial considerations possibl
.
As there is an increasing trend of the combination products companies manufacturing such products should be able to tackle the problems involved in the de
As there is an increasing trend of the combination products companies manufacturing such products should be able to tackle the problems involved in the de
y dominated the company’s thinking during the crisis. More than its bank account, this debacle will dent JetBlue reputation, an even more valuable, and hard to replace asset to the company. Just as JetBlue has a chief financial officer in charge of financi
elopment. They need to be wiser in analyzing the market trends and the regulatory requirements.
Companies that provide selfless information through particip
Companies that provide selfless information through particip
l matters, it needs a chief reputation officer or CRO to take charge of company reputation. His or her core mission will be to create, shape and fiercely protect the company’s hard earned reputation. The cost of reputation neglect is simply too high to pay
tion in industry events and feedback to regulatory authorities would be able to face the challenges and will be successful in developing combination products
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