It is as much the methods JetBlue’s leadership used to communicate its plan as the plan itself that makes me take notice.  True to JetBlue’s reputation, the response was innovative and focused on its customers. JetBlue announced a Customers Bill of Rights that uniquely states, “if we delay, we pay.”

I have met Dave Neeleman, JetBlue CEO as he has spent the better part of a JetBlue flight walking the aisle serving customers drinks and simply talking to them. I am sure Dave will keep that up but he also employed some innovative tools rather than standard corporate public relations ploys in his management of the crisis.

In addition to taking out large ads in newspapers (perhaps a few people saw those), more effectively, Neeleman employed new media tools to reach customers and investors alike.

• An email apology from Neeleman to JetBlue customers (myself included)
• A video apology on YouTube that has been viewed nearly 200,000 times and received 372 comments.
• An apology posted on its website
• According to Technorati, nearly a thousand blogs have discussed JetBlue’s Customers Bill of Rights and several hundred blogs have written about Neeleman’s apology

Like walking the plane to talk to customers, Neeleman has used these unique media channels to connect with customers and potential customers. PR professionals take note. On a Google search for JetBlue Apology, of 200,000 results, nearly half of the sources on the first page were blogs, one promoted by DIGG. That is some good Online Density.