Anatomie | January 06, 2022
Anatomie, the European-made luxury travel athleisurewear brand, has continued to reach new heights amid a challenging retail landscape that has seen more downs than ups. The company revealed its continued growth was a result of several instrumental programs and strategies, including supply chain security, strategic manufacturing, and a focus on omni-channel distribution.
Founded in 2006 by business partners and husband and wife duo Kate and Shawn Boyer, Anatomie is a luxury athleisurewear company designed for the modern traveler. Anatomie initially launched to market with high-quality athleisurewear staples, and has since evolved into a luxury lifestyle brand with functional designs for men and women. The brand continues to innovate the athleisurewear market thanks to its strong leadership team, where Kate serves as CEO, Shawn as Creative Director, and Tom Dietrich as President and Chief Operating Officer, an apparel industry veteran who joined the company in 2017. Anatomie experienced many successes throughout 2021 and reported 70% year-over-year growth with projections to reach a $30M revenue by 2022. The brand continued to increase its offerings and expand into new categories, launching its first-ever men's capsule in 2021 to meet consumer demand and trademarking "proleisure," a term that refers to its durable essentials build to last.
As a result of its continued growth, Anatomie started its official board in 2017, which has taken on new members and executive hires whose vast knowledge and experience will further cement the company as a leader within luxury fashion, including Tom Dietrich, Chairman of the Board and COO of Anatomie, Sandra Kim-Suk, Chief Financial Officer at Engine No. 1, and J. David Scheiner, a former Macy's and Perry Ellis executive. Anatomie has cultivated a team of high-powered customers-turned-investors and established female entrepreneurs, including Jill Granoff, former CEO of Vince and Kenneth Cole, and Sheila Johnson, Co-Founder of Black Entertainment Network. Anatomie plans to spend a significant portion of their marketing dollars on affiliate programs, direct mail and direct to consumer social media campaigns in 2022 to continue its impressive expansion.
"When we started this company over 15 years ago, we wanted to create a brand that was synonymous with timeless luxury, quality and craftsmanship,The fastest growing sectors of the women's fashion industry are travel and activewear, and Anatomie is perfectly positioned to intersect both. We're thrilled to have delivered on our promise continued growing Anatomie's offerings during a pivotal year for the retail landscape."
-Kate Boyer, Co-Founder and CEO of Anatomie
With their aggressive marketing plans, Anatomie is poised to have another record-breaking year for 2022 with continued retail experiences, regional pop-up stores, hotel and resort specialty shops, and more. During a time where many consumers are in need of high-quality essentials, Anatomie continues to pioneer athleisurewear trends and remain at the forefront of innovation to create the ultimate wardrobe for the modern man and woman on the go.
For more information about Anatomie, visit anatomie.com and follow @Anatomiestyle on Facebook, Instagram and Twitter.
Founded in 2006 by wife and husband duo, Kate and Shawn Boyer, Anatomie is a European-made luxury travel leisurewear brand that combines high functionality with the finest materials, centered on a contemporary style, innovative features and unique designs for the modern adventurer. With extensive fashion and sportswear experience, Kate and Shawn originally created Anatomie for the athleisure market, but evolved over the years to meet the unique and demanding needs of the luxury traveler with functional fashion that can be worn anytime and anywhere, offering a whole new world of comfort & style.
JetBlue | April 27, 2022
JetBlue (NASDAQ: JBLU) announced a series of investments that will set up the airline to reliably deliver the JetBlue experience during what is expected to be a record-breaking summer. JetBlue’s broad and comprehensive plan includes a reduction of its summer schedule, focus on hiring and training, efforts to reduce customer support call volume and hold times, proactive aircraft maintenance efforts, and facilities/infrastructure readiness.
“We want customers who love the JetBlue experience to have confidence we will deliver it to them this summer,We let our crewmembers and our customers down in April, and we must perform better. The investments we’re making will help reduce delays and cancellations during the busiest travel period.”
-Joanna Geraghty, president and chief operating officer, JetBlue.
As the aviation industry has rebounded from the historic impact of COVID-19, airlines have faced ongoing challenges this year from the Omicron wave, staffing ramp up, attrition, weather events, and air traffic control delays. JetBlue’s plan builds more flexibility into its schedule and crew staffing to recover from these events, and ensures its facilities and technology are equipped to handle increased demand, especially in New York where the airline is growing nearly 50 percent as part of its Northeast Alliance (NEA) with American Airlines.
Reduced schedule offers more buffer and flexibility to recover from disruptions
Even though the industry continues to forecast robust demand, JetBlue is taking steps to reduce its flight schedule for increased reliability. A reduced schedule will add more buffer room throughout the day to make up for operational disruptions and put less stress on its crew resources.
JetBlue originally planned to grow capacity this year by 11 to 15 percent compared to 2019. Now, with its reduced schedule, JetBlue’s capacity will grow zero to five percent compared to 2019. Most importantly, JetBlue is reducing its summer schedule by more than 10 percent from its original plan, and scheduled aircraft utilization will be down 10 to 15 percent compared to 2019.
JetBlue is a growth airline, and we want nothing more than to bring our unique combination of low fares and award-winning service to more customers, Geraghty said. However, by taking a more conservative approach to growth, we can bring resiliency to our operation and ensure our crewmembers – who are the best in the industry – come to work each day set up for success.
JetBlue’s capacity cuts take into account the impact of higher-priced fuel and are distributed throughout its network. Even with the reductions, JetBlue will grow significantly in New York’s three major airports as part of the NEA – from 200 flights a day in 2019 to nearly 300 flights a day. JetBlue has trimmed some of its growth at Newark to ease congestion and ensure the terminal facilities can accommodate its schedule until construction is completed on the new Terminal A.
Accelerating staffing and training to support the schedule
Like many businesses across a range of industries, staffing resources have pressured airlines as customers returned. Even though it’s pulling down some flying, JetBlue is moving forward with hiring efforts to staff up for the summer, including 5,000 new crewmembers in New York. The airline’s recently expanded training facility in Orlando is operating at maximum capacity.
We are well aware of the staffing challenges that many companies are facing, but it’s been incredible to see how many job seekers want to work at JetBlue,” Geraghty said. “Our differentiated brand and culture continue to attract the best talent, and we have expanded our training facilities to get our new hires on the job as soon as possible.
In addition to general staffing, JetBlue is working through a backlog of pilot training and re-certification flights after delays from Omicron. Volatile pilot attrition is also creating a need for additional recruiting and training capacity. JetBlue has increased its pilot training team and simulator capacity to meet this demand.
“Ensuring we have a strong pipeline of pilots remains a focus, and we are expanding our innovative JetBlue Gateways program this year to support that effort, We are having incredible success attracting a diverse set of candidates to join our Gateway Select program, which trains individuals with little or no flight experience, and we launched new pathways for current crewmembers and their families to become JetBlue pilots.”
-Joanna Geraghty, president and chief operating officer, JetBlue.
Addressing customer call volume and hold times
Recent operational disruptions have led to a record number of calls into JetBlue’s customer support center and extended wait times. These disruptions, coupled with the greater number of customers taking advantage of ticket flexibility and calls regarding other COVID-related questions, have taxed customer service teams across the industry.
Since the fall, JetBlue has brought on board more than 1,100 new hires into customer support and continues to increase hiring and training while bringing on outside support to help manage call volume. By this summer, JetBlue expects to have its largest-ever customer support team ready to support customers as many embark on their first vacation or travel experience since the pandemic.
JetBlue is continuing to strengthen staffing for its suite of digital tools to help customers avoid waiting on hold, including online chat capabilities and support via iMessage. In addition, JetBlue is improving self-service capabilities on its website to offer customers additional options to make changes without calling.
The best way to reduce long hold times is to eliminate the need to call us in the first place, and a more reliable schedule with fewer delays and last-minute cancellations will help improve that,” Geraghty said. “For those customers who do need individual support, we continue hire a record number of customer support crewmembers and are using technology to make it easier to chat with us. Long hold times are not unique to JetBlue, but they are simply not acceptable.
JetBlue is also working to proactively cancel flights on days when bad weather is forecasted or if it anticipates air traffic control delays due to congestion or air traffic control center staffing shortages. The dynamic nature of spring and summer weather, including thunderstorms, sometimes prevents this, but the airline is working to provide cancellation well in advance of arriving to the airport so customers have time to adjust their plans.
Reducing disruptions due to maintenance
The reduced schedule frees up aircraft time to give the airline additional opportunities to get ahead of planned maintenance programs. JetBlue is investing in additional preventative maintenance as well as reserving more aircraft as spares this summer to reduce the impact of maintenance-related cancellations and delays.
With COVID-19 supply chain challenges continuing, JetBlue has pre-purchased long lead parts, tools, and equipment as well as added additional inventory of frequently used parts, to mitigate potential delays.
Handling a record summer at JFK
This summer, JetBlue will operate approximately 190 daily flights from New York’s John F. Kennedy International Airport (JFK) as it continues to expand its footprint as part of the NEA. With its heavy concentration in the Northeast and major operation at JFK, ensuring that JFK runs smoothly is essential for the entire network.
In addition to hiring across workgroups, JetBlue is making a number of investments at JFK’s Terminal 5:
Redeveloping a portion of the lobby to add more kiosks and open additional space for customer throughput.
Retiming flights for the busiest international markets to ensure enough lobby space is available for COVID documentation checks.
Smoothing out some of the peaks in the schedule to ease congestion in the lobby, TSA checkpoint, and gates.
Dedicating ground staffing crews at gates across Terminal 5 and adding ground equipment.
While summer reliability continues to be the focus, JetBlue will also see a significant improvement in its airport facilities across focus cities this fall, as new terminals and space become available to support the airline’s growth. JetBlue will be consolidating or opening new or renovated terminal spaces in LaGuardia, Newark, and Orlando.
Many customers have been waiting for two years to travel again, and our goal this summer is to offer an incredible experience, Geraghty said. Unfortunately, weather and air traffic control delays will always be part of air travel, and we are doing everything we can to manage them better for our crewmembers and customers. Our plan makes responsible investments to prepare us for these challenges and restore trust in JetBlue.
About JetBlue Airways
JetBlue is New York's Hometown Airline®, and a leading carrier in Boston, Fort Lauderdale-Hollywood, Los Angeles, Orlando and San Juan. JetBlue carries customers across the United States, Caribbean and Latin America and London. For more information, visit jetblue.com.
Aggressor Adventures | December 23, 2021
Aggressor Adventures® is celebrating the end of a successful 2021 and looking back on the past 12 months with pride while looking forward with optimism and excitement. In 2021, the company launched its Consumer Travel Index, won numerous awards, reopened its Sri Lanka Safari Lodge and announced plans to offer new adventures to customers in 2022.
Return to Travel
Aggressor saw an increase in bookings for operating destinations of 123% in 2021 over 2020.
“I am incredibly proud of how our staff has persevered through the many changes in requirements from governments worldwide, updating protocols, destination reopenings, and more. The quality of our service never wavered; in fact, I’d say the past few years have made us even better than we were before Even through it all, we still saw tremendous growth this year compared to last. I believe that people were ready to make up for lost time and rebook the trips they had to cancel in 2020.”
-Wayne Brown, CEO of Aggressor Adventures.
Aggressor provided an adventure of a lifetime to more than 12,000 guests in 2021. The company’s top three most popular destinations were Socorro, which saw 240% growth in bookings, Red Sea RE, which saw 230% growth in bookings and Belize, which saw 182% growth in bookings.
Exciting for Aggressor, the future looks just as bright: “We are confident we can plan double digit growth in 2022,” Brown added.
Consumer Travel Index
Aggressor’s Consumer Travel Index provided insightful findings from a series of national surveys to track consumer sentiments. Topics from 2021 included interest and comfortability in traveling, motivations for traveling, how long consumers are planning trips for, what their budgets are, how remote working has impacted travel plans, and much more.
In 2021 Aggressor earned many awards, including Top Liveaboard Company in the World with 69 Readers Choice Awards from Scuba Diving Magazine, a Gold Travel Weekly Magellan Award for Cruise Safety for the company’s industry-leading Clean, Refresh, Sanitize program, and a Silver Travel Weekly Magellan Award for Cruise Podcast for the company’s Inspired by Adventure podcast.
2021 saw the reopening of the Aggressor Safari Lodge in Sri Lanka® and the announcement of a new liveaboard, the Red Sea Royal Evolution (RE) Aggressor, which will set sail in February 2022. In addition to these new destinations and reopenings, the brand also has major plans for several exciting new destinations for customers in 2022. Brown and his team have visited numerous adventure sites and are actively exploring new trips in Belize, the British Virgin Islands and several other exciting destinations.
About Aggressor Adventures
Since 1984, Aggressor Adventures® has offered travelers liveaboard scuba and snorkeling charters, luxury river cruises and exotic wildlife safaris. Worldwide locations the company explores include Bahamas, Belize, Cayman Islands, Cocos Island, Costa Rica, Cuba, Dominican Republic, Egypt, Galapagos, Hawaii, Indonesia, Maldives, Mexico, Philippines, Palau, Red Sea, Roatan, Sri Lanka, Sudan, and Turks and Caicos. The company’s Clean, Refresh, Sanitize safety standards are industry leading. For more information, visit www.aggressor.com
Leisure Hotels & Resorts | February 03, 2022
Stayntouch, a global leader in guest-centric cloud hotel property management systems (PMS) and contactless technology, announced a partnership with Leisure Hotels & Resorts, a leading comprehensive hospitality management company that specializes in upscale destination markets and unique independent brands. Stayntouch will now deliver their flexible PMS solution to four of Leisure Hotels' Midwest and Mountain properties, totaling 469 rooms.Representing a combined 175 years of hospitality experience, Leisure Hotels & Resorts is a proven leader in hospitality management, with 24 hotels, resorts and restaurants currently under management. Prior to Stayntouch, Leisure deployed a traditional desktop-based PMS, which was difficult to use and tied staff to the front desk. Leisure chose Stayntouch because they needed a flexible platform that delivered a digital welcome experience for guests, as well as an intuitive and mobile user interface to streamline operations and allow staff to engage guests anywhere on property.
Our previous platform was constrained by a lack of flexibility and we are pleased to add Stayntouch, which provides us flexibility, ease-of-use, and mobile accessibility," said Chrissy Marz, General Manager at Leisure Hotels & Resorts. "The PMS integrated seamlessly with our CRS, and the mobile design allows our guests to check-in using their smartphone, while delivering remote access to our staff both on and off property. Stayntouch's intuitive interface is also a major asset: We have a diverse team that includes people who are new to the business, as well as veteran hoteliers who spent their entire career with older systems. The fact that we can train everyone on a new module within a few hours allows our staff to execute across the board and maintain an elevated standard of service.
"Leisure Hotels & Resorts embodies a culture of impeccable service and guest focus that compliments the core values of Stayntouch and drives our offerings. We are delighted to partner with Leisure Hotels to deliver technology solutions that unburden hotel staff and reimagine the guest experience. We're happy that our PMS is able to amplify the service experience across Leisure Hotels by streamlining employee training, facilitating seamless on and off-property management and enhancing the guest welcome and departure experience."
-Michael Heflin, Chief Revenue Officer at Stayntouch
About Leisure Hotels & Resorts
Leisure Hotels & Resorts is an all encompassing hospitality management company; from hotel and resort management to distressed assets, homeowners associations, development, and restaurant management. We offer comprehensive management services for independent resort operations, proven management success across the country for major franchised hotel operations, professional receivership and OREO management services, specialized food & beverage management strategies, and guidance surrounding sophisticated EB-5 programs. We also leverage our extensive history in working with ownership groups that fund lodging operations along with our experience with a variety of outdoor recreation options, and the latest experiences with specialized RV resorts and glamping opportunities, to bring more value and success to our managed properties.
Stayntouch provides a cloud-native, guest-centric, and fully mobile hotel property management system (PMS) and over 1100+ integrations, enabling hotels to raise service levels, drive revenues, reduce costs, and ultimately captivate their guests. Backed by a team of professionals with deep roots in the hospitality industry, Stayntouch is a trusted partner to many forward-thinking hotels and resorts, including the TWA Hotel, First Hotels, Conscious Hotels, Margaritaville, Valencia Hotel Group, and Modus Hotels. Stayntouch is also a preferred PMS partner to some of the leading independent hotel collections around the world including; Design Hotels, an Independent Marriott Brand, and Curator Hotel & Resort Collection.