Fiona Morrisson

Director, Corporate Communications JetBlue Airways

My career-path, especially the first ten years of it, has been one that text books never recommend, guidance counselors are paid to discourage, and parents fear the most.

I grew up in a small country town in Australia where it wasn't a given that everyone would graduate from high school and go on to university. I left school after grade ten and spent the next eight years of my working life in jobs that provided me with an extremely useful work skill: a typing speed of 120 words per minute. I held positions in everything from dental clinics to multinational computing companies, with a myriad of temporary jobs in between.

In my early twenties, I headed to Japan. My first real job in Tokyo was with a science publishing company where I worked "polishing" English language research papers submitted by Japanese scientists before the reports were sent for publication in Europe.

After leaving then returning to Tokyo, I was fortunate to find work in two industries that have since become the foundation for my career: media and travel.

Every morning I was employed by a travel tour consolidator to write English language marketing plans and proposals aimed at their U.S., Australian, and South East Asian airline and tour partners. Every afternoon, I worked in the International Relations department of Nihon Television (NTV), Japan's oldest network station.

At NTV, my job was to "culturally translate" scripts for programs that the station was hoping to sell overseas.

___While I loved living in Japan, I began to feel that there was something that school could offer me. I felt that a university degree would give me a theoretical base from which to understand and utilize the experiences and skills I'd gained.

Jetblue Fiona Morrisson

"A friend's recommendation and successful interviews landed me the JetBlue job."

I returned to Australia to earn a BA in Communications from the University of Technology in Sydney. After graduation, I was off to New York.

My first job in New York was with an Australian corporate finance company. I soon realized that I was not suited to the finance industry, so when the opportunity to interview at a public relations agency came along, I jumped at it.

Porter Novelli had just won the Australian Tourist Commission (ATC) account and was looking for an account executive with a knowledge of the country.Thanks to my nationality, my writing skills and my experience "translating" between two cultures, I got the job. Along with the ATC, I worked on the Princess Cruises, Bermuda Tourism,and Southwest Airlines accounts, learning media relations,co-ordinating major events,and organizing press trips.

I spent two happy years with Porter Novelli before landing the position of Manager of Corporate Communications with JetBlue Airways.

The first day with JetBlue I worked on the inauguration of new service to Orlando, Florida, the fourth city on the route network. By the end of my first year, we'd launched ten more destinations around the country. Since then JetBlue has gone from being an "upstart" to a successful low-fare competitor to being voted the Best US Airline by Conde Nast Traveler readers. Three of us handle all JetBlue's PR in-house—which means that we do everything, from media pitching to event planning to internal communications.

So while it might not have been as fast as the traditional route, my career path, with its roundabout ways and spontaneous detours, has brought me to a job and a company that I love, and given me some unique experiences along the way. I'm excited about where it could take me next.

marketing mix, a company must have a program to motivate the channel members. Programs designed to persuade the trade to stock, merchandise, and promote a manufacturer's products are part of a promotional push strategy. The goal of this strategy is to push the product through the channels of distribution by aggressively selling and promoting the item to the resellers, or trade.

Promotion to the trade includes all the elements of the promotional mix. Company sales representatives call on resellers to explain the product, discuss the firm's plans for building demand among ultimate consumers, and describe special programs being offered to the trade, such as introductory discounts, promotional allowances, and cooperative ad programs. The company may use trade advertising to interest wholesalers and retailers and motivate them to purchase its products for resale to their customers. Trade advertising usually appears in publications that serve the particular industry.

A push strategy tries to convince resellers they can make a profit on a manufacturer's product and to encourage them to order the merchandise and push it through to their customers. Sometimes manufacturers face resistance from channel members who do not want to take on an additional product line or brand. In these cases, companies may turn to a promotional pull strategy, spending money on advertising and sales promotion efforts directed toward the ultimate consumer. The goal of a pull strategy is to create demand among consumers and encourage them to request the product from the retailer. Seeing the consumer demand, retailers will order the product from wholesalers (if they are used), which in turn will request it from the manufacturer. Thus, stimulating demand at the end-user level pulls the product through the channels of distribution.

Whether to emphasize a push or a pull strategy depends on a number of factors, including the company's relations with the trade, its promotional budget, and demand for the firm's products. Companies that have favorable channel relationships may prefer to use a push strategy and work closely with channel members to encourage them to stock and promote their products. A firm with a limited promotional budget may not have the funds for advertising and sales promotion that a pull strategy requires and may find it more cost-effective to build distribution and demand by working closely with resellers. When the demand outlook for a product is favorable because it has unique benefits, is superior to competing brands, or is very popular among consumers, a pull strategy may be appropriate. Companies often use a combination of push and pull strategies, with the emphasis changing as the product moves through its life cycle.

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