anyone in the airline industry that was cool," says Johnson. "Being different, being cool became important to the universal message of the brand." One challenge is that cool means different things at different times to different people. Some JetBlue fans like the humor; some like the efficiency; some like the value. It is the combination that gives the brand its unique position in the minds of customers. For example, in the tough economic climate of 2003, frugality was in; rather than being embarrassed about looking for deals, people saw it as a way to show their shopping savvy and prowess. And companies that can appeal to that need and attitude in such times without making con- sumers feel like they are buying something cheap may capture their loyalty. JetBlue does this with leather seats, DirecTV, and top-notch service for low prices, showing customers that they dont have to sac- rifice quality when they fly with JetBlue. Just as Elton John has chosen to cobrand with other performers to remain relevant but also cool in the marketplace, JetBlue has chosen to partner with Crunch gym to develop a series of yoga exercises de- signed to help passengers relax, loosen up, and feel invigorated. The     significance of partnering with Crunch may escape some customers, but those with an affinity for coolness know that though Crunch doesnt necessarily try to be cool, it is. The two brands have very sim- ilar messages and core values, which focus on fun and not taking things too seriously. But ask any rock star and he or she will tell you that being cool is tough to attain and even tougher to maintain, because the minute someone claims to be cool, they begin that slide toward uncoolness. "Being cool stems from that lack of self-consciousness and a trueness to the brand promise," explains Johnson. "JetBlue simply followed the notion of making an airline that people would want to fly. And they instituted an attitude that flew in the face of traditional airlines, and inherently that honesty of the brand came forward, and it remains there. It is not a contrived coolness; it is one that stems from the honest intent of the company to be different and appeal to peo- ples emotions." Like Elton Johns music, the JetBlue brand appeals to a transgen- erational group of customers. Its universal brand message and prod- uct appeal to people who are hip and style-conscious and who think of JetBlue along those lines. Yet 65-year-olds like the company and appreciate the friendly service. A common thread among a majority of JetBlue fans is that they write and call the company with ideas for how to paint the jets and improve the product. They also send fan mail to Neeleman and his company. And most important, they love to spread the word about the airline. A high proportion of JetBlue customers become avid fans because of the strong emotional content of the brand. They appreciate the humor that JetBlue tries to inter- ject into the increasingly stressful activity of travel. They relate well to Neeleman, who has given the brand a very human touch. Ulti- mately, they end up smiling when they think of the brand-it creates an emotional response before many of them formulate the words to express their feelings. So, is JetBlue catching on? You bet. As Neeleman explains, "You can begin to hear people say, I took JetBlue to Florida instead of I flew to