Abstract
The paper investigates the construction of a low‐cost airline network by analyzing JetBlue Airways' entry decisions into non‐stop domestic US airport‐pair markets. Adopting duration models, we find that JetBlue consistently avoided concentrated airports and targeted concentrated routes; network economies also affected entry positively. For non‐stop entry into routes that have not been served directly before, our analysis reveals that the carrier focused on thicker routes and secondary airports. Non‐stop entry into existing non‐stop markets, however, shows that JetBlue concentrated on longer‐haul markets and avoided routes already operated by either other low‐cost carriers or network carriers under bankruptcy protection. Copyright © 2012 John Wiley & Sons, Ltd.
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