Mapa conceptual
Tema: SOA
Por: Laura Romero Romero
Carnet: 200707506
|
2012
|
|
Tecnológico de Costa Rica
Administración de Función
de la Información
|
[
|
Laura Romero Romero - 200707506
|
Factores claves de éxito
|
Peso
|
Rating compañía A (JetBlue)
|
Puntuación de Peso compañía A
|
Rating compañía B (American Airlanes)
|
Puntuación de Peso compañía B
|
Mercado consumo constante
|
0,2
|
3
|
0,6
|
4
|
0,8
|
Ganancias durante el descenso agudo en viajes de línea aérea
después de los ataques del 11 de septiembre de 2001
|
0,07
|
2
|
0,14
|
1
|
0,07
|
Poder de negociación de proveedores
|
0,14
|
4
|
0,56
|
3
|
0,42
|
Poder de negociación de compradores
|
0,12
|
4
|
0,48
|
3
|
0,36
|
Solidez económica
|
0,15
|
3
|
0,45
|
4
|
0,6
|
Reputación
|
0,1
|
3
|
0,3
|
4
|
0,4
|
Personalidad exclusiva
|
0,1
|
3
|
0,3
|
3
|
0,3
|
Calidad de servicio
|
0,12
|
4
|
0,48
|
4
|
0,48
|
1
|
3,31
|
3,43
|
Factores Externos
|
Peso
|
Rating
|
Puntuación ponderada
|
OPORTUNIDADES
|
|
|
|
Incremento
anual de turistas a nivel mundial
|
0,1
|
3
|
0,3
|
Buena
aceptación por parte de los usuarios
|
0,12
|
3
|
0,36
|
Innovación
|
0,11
|
3
|
0,33
|
Aumentar
mercado meta
|
0,1
|
2
|
0,2
|
Uso
internet para reservas y compras de tiquetes
|
0,16
|
4
|
0,64
|
Mantener
y mejorar el producto
|
0,1
|
3
|
0,3
|
AMENAZAS
|
|
|
0
|
Crisis
económica
|
0,1
|
3
|
0,3
|
Competencias
|
0,1
|
3
|
0,3
|
Innovación
tecnológica superior
|
0,11
|
4
|
0,44
|
1
|
3,17
|
Factores Internos
|
Peso
|
Rating
|
Puntuación ponderada
|
FORTALEZAS
|
|
|
|
Exitosa
estratefia de bajos precios basada en reducción de costos
|
0,15
|
3
|
0,45
|
Productos
con Alta Calidad
|
0,11
|
2
|
0,22
|
Buena
reputación
|
0,12
|
3
|
0,36
|
Mayor
servicio de TV en vivo
|
0,11
|
3
|
0,33
|
Excelente
servicio
|
0,06
|
|
|
Pensamiento
estratégico Innovador
|
0,1
|
4
|
0,4
|
DEBILIDADES
|
|
|
|
Quejas
clientes
|
0,12
|
2
|
0,24
|
Reservas
sólo por internet
|
0,13
|
3
|
0,39
|
Flota
de un solo avión conun motor estándar
|
0,1
|
4
|
0,4
|
1
|
2,79
|
JetBlue Announces Third Quarter Results
|
NEW
YORK, Oct. 25, 2012 /PRNewswire/ -- JetBlue Airways
Corporation (NASDAQ: JBLU) today reported its results for the third
quarter 2012:
"We
are very pleased to report our tenth consecutive quarter of profitability,
which wouldn't have been possible without the hard work and dedication of our
14,000 crewmembers," said Dave Barger, JetBlue's President and
Chief Executive Officer. "We continue to execute on our profitable
growth strategy in Boston and the Caribbean& Latin
America, which drove record revenue performance during the third quarter. At
the same time, a continued focus on cost control and operational efficiency
were critical in delivering these strong results."
Operational Performance
JetBlue reported
record operating revenues in the third quarter of $1.3 billion, an
increase of 9.4% versus the same period last year. Revenue passenger miles
for the third quarter increased 8.9% to 9.07 billion on a capacity increase
of 8.6%, resulting in a third quarter load factor of 84.8%, an increase of
0.3 points year over year.
Yield per
passenger mile in the third quarter was 13.15 cents, up 0.8% compared to
the third quarter of 2011. Passenger revenue per available seat mile
(PRASM) for the third quarter 2012 increased 1.1% year over year
to 11.15 cents and operating revenue per available seat mile (RASM)
increased 0.7% year over year to 12.21 cents.
"We
are pleased with our performance during the peak summer travel months and
with our business-focused markets particularly in Boston,"
said Robin Hayes, JetBlue's Chief Commercial Officer.
"Our crewmembers' hard work and excellent customer service along
with JetBlue's award-winning product made these results possible."
Operating
expenses for the quarter increased 9.8%, or $108 million, over the prior
year period. JetBlue's operating expense per available seat mile
(CASM) for the third quarter increased 1.1% year-over-year to 11.16
cents.
Excluding
fuel, CASM increased 3.7% to 6.67 cents, driven primarily by higher
maintenance expense due to the aging of JetBlue's fleet.
Fuel Expense and Hedging
JetBlue continued
to hedge fuel to manage price volatility. Specifically, during the third
quarter JetBlue hedged approximately 27% of its fuel consumption
and additionally managed approximately 18% of its fuel consumption using
fixed forward price agreements (FFPs), resulting in a realized fuel price of $3.17 per
gallon, a 2% decrease over third quarter 2011 realized fuel price
of $3.25. JetBlue's fuel expense reflects
approximately $2 million in gains on fuel hedges settling during
the third quarter.
JetBlue has
hedged approximately 27% of its fourth quarter projected fuel requirements
using a combination of collars, crude call options, and jet fuel swaps.
In addition,JetBlue has managed approximately 19% of its fourth quarter
projected fuel consumption using FFPs. Based on the fuel curve as
of October 19th, JetBlue expects an average price per gallon
of fuel, including the impact of hedges, FFPs and fuel taxes,
of $3.25 in the fourth quarter and $3.22 for the full
year 2012.
Balance Sheet Update
JetBlue ended
the third quarter with approximately $1.1 billion in unrestricted
cash and short term investments. Since December 31,
2011, JetBlue has increased the number of unencumbered A320
aircraft to seven and decreased the total debt balance by
approximately $213 million.
"Our
liquidity position remains strong, relatively unchanged from year end, while
we reduced our total debt balance and increased the number of unencumbered
aircraft," said Mark Powers, JetBlue's Chief Financial
Officer. "We believe we are on target to continue to generate strong
cash from operations, while making prudent investments in the business and
improving returns for shareholders."
Fourth Quarter and Full Year Outlook
For the
fourth quarter of 2012, CASM is expected to increase between 2.0% and 4.0%
over the year-ago period. JetBlue expects roughly half of
this year over year increase to be driven by maintenance expense.
Excluding fuel, CASM in the fourth quarter is expected to increase between
2.0% and 4.0% year over year.
CASM for
the full year is expected to increase between 1.5% and 3.5% over full year
2011. Excluding fuel, CASM in 2012 is expected to increase between 2.0%
and 4.0% year over year.
Capacity
is expected to increase between 5.0% and 7.0% in the fourth quarter and to
increase between 7.0% and 9.0% for the full year. [2]
|
|
|
|
David Barger
Director
Jens Bischof
Director |
|
|
|
Peter Boneparth
Director |
|
|
|
David Checketts
Director |
|
|
|
Virginia Gambale
Director |
|
|
|
Stephan Gemkow
Director |
|
|
|
Ellen Jewett
Director |
|
|
|
Gen.
(Ret.) Stanley McChrystal
Director |
|
|
|
Joel Peterson
Chairman |
|
|
|
Ann Rhoades
Director |
|
|
|
Frank Sica
Vice Chairman |
|
|
|
|
|
Eash Sundaram
Chief Information Officer |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Factores Estratégicos
|
Peso
|
Rating
|
Puntuación ponderada
|
Duración
|
|
OPORTUNIDADES
|
Incremento
anual de turistas a nivel mundial
|
0,13
|
2
|
0,26
|
Intermedio
|
Buena
aceptación por parte de los usuarios
|
0,11
|
4
|
0,44
|
Largo
|
|
AMENAZAS
|
Crisis
económica
|
0,08
|
4
|
0,32
|
Corto
|
Competencias
|
0,12
|
3
|
0,36
|
Intermedio
|
|
FORTALEZAS
|
Exitosa
estratefia de bajos precios basada en reducción de costos
|
0,12
|
2
|
0,24
|
Intermedio
|
Productos
con Alta Calidad
|
0,11
|
2
|
0,22
|
Largo
|
|
DEBILIDADES
|
Quejas
clientes
|
0,13
|
3
|
0,39
|
Corto
|
Reservas
sólo por internet
|
0,2
|
3
|
0,6
|
Corto
|
|
1
|
2,83
|
Perspectiva
|
Indicadores
|
Alarmas
|
||||||
|
|
|
||||||
Financiera
|
•Rentabilidad (R) sobre capital (C)
empleado
|
[108, 150]
|
[70,108]
|
[0, 70]
|
||||
•Crecimiento de ingresos
|
[1, 100]
|
[0,0]
|
[-1,-100]
|
|||||
•Crecimiento de ganancias
|
[1, 100]
|
[0,0]
|
[-1,-100]
|
|||||
•Crecimiento de ingreso por servicio
|
[1, 100]
|
[0,0]
|
[-1,-100]
|
|||||
•Rentabilidad de los fondos de los
accionistas
|
[100, 150]
|
[70,100]
|
[0, 70]
|
|||||
De clientes
|
•Índice de satisfacción
|
[80, 10]
|
[60,80]
|
[0,60]
|
||||
•Cantidad de quejas
|
[0,10]
|
[10,35]
|
[0,35]
|
|||||
Procesos internos
|
•Porcentaje de servicio truncado
|
[0,10]
|
[10,35]
|
[0,35]
|
||||
•Mejoras en la eficiencia
|
[0,10]
|
[10,35]
|
[0,35]
|
|||||
Aprendizaje
|
•Núm. de habilidades estratégicas
aprendidas
|
[50, 100]
|
[5,50]
|
[0,5]
|
||||
•I+D como porcentaje de servicios
|
[50, 100]
|
[5,50]
|
[0,5]
|
|||||
•Inversión en capacitación
|
[75, 100]
|
[25,75]
|
[0, 25]
|
|||||