continue to work together on a process they define as brand collaboration, in which they share ideas and creative thoughts on furthering the emotional attributes of the brand. The team refuses to adopt the philosophy of continually throwing money at problems; rather, they try to do the opposite and figure out ways to address issues without investing much, if any, new money. One of these ideas, designed to connect with frustrated travelers, was to install punching bags with humorous thoughts about travel written on them. With phrases like "I left the coffee maker on at home," passengers can read them or hit them-either way releasing a little tension and often end- ing up laughing. The beauty of something so simple is that in the case of JetBlue, it doesnt seem contrived, because of the history of the brand person- ality. The companys strong financial performance causes its name to be trumpeted in the first paragraphs of many business articles writ- ten about the airline industry-and now the world of branding. But all of the attention does bring the danger of overexposure. "JetBlue continuously walks the fine line of how much exposure it wants for the JetBlue story because they dont want it to become a trite brand image," explains Johnson.     A real challenge for brand managers is to understand how to keep telling a story to get into new markets, without becoming so ubiquitous that people tune out a brands nuances. This is one rea- son that most bands dont tour every year-they wouldnt be new or novel enough and often are too expensive to attract fans that often. The challenge also becomes how to replicate both the func- tional and emotional aspects of the brand in new and different markets. Spreading corporate culture, which is an important part of the most successful company brands-especially Wal-Mart-is a task that can trip up even stellar firms. Sam Walton was the most important ingredient in spreading the Wal-Mart culture within his company because he lived, breathed, and embodied the brand. After his death, the company focused on ways to keep his vision and passion throughout the organization and instill it in new hires who had never met him. Videos of him and old-fashioned tradi- tions became paramount in keeping as much of the original Wal- Mart culture alive as possible. Neeleman finds himself in a similar position as he becomes the evangelist of the JetBlue brand within the organization, to the financial community, and to its fans. By the end of 2002, JetBlue found itself 4,000 employees strong. JetBlue has stayed true to its core strengths, not allowing image to detract from its real value in the market. As with Elton John, the total customer experience will keep JetBlue focused on