Why Jetstar Asia’s closure announcement failed to land with consumers

When Jetstar Asia announced it would cease operations from 31 July 2025, the message to customers was clear, formal, and immediate. But for many, it was also the first time they had heard of the decision. Framed as a response to mounting costs and competitive pressure, the announcement promised support and refunds, yet the timing and tone sparked more confusion than calm.

According to media intelligence firm CARMA, public sentiment dipped sharply after the news. Before the announcement, 15.1% of conversations were positive and 27.4% were negative. Afterward, positive sentiment dropped to 5.5%, while negative sentiment eased slightly to 19.5%, suggesting that concern, not clarity, took hold.

Online, two major themes emerged: Customer anxiety and employee fallout. Frustration mounted over refund processes and the loss of affordable routes to Bali, Bangkok and Okinawa. Others expressed empathy for laid-off staff and criticised the lack of advance notice, said CARMA.

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In conversation with MARKETING-INTERACTIVE, communications experts say the announcement lacked the hallmarks of responsible brand behaviour during an exit.

Missing empathy in messaging

"Transparency, empathy, a clear plan - these are the cornerstones of responsible communication during an exit, and Jetstar fumbled all three," said David Ko, managing director of RFI Asia.

“Customers crave clarity during uncertainty, but Jetstar’s short notice and undercommunication turned confusion into chaos. Exiting a market isn’t just a business decision — it’s a human moment. Jetstar forgot the human part," added Ko.

Crucially, responsible communication extends beyond the customer to internal stakeholders too. "Employees, who are the very embodiment of the brand, reportedly learned of the decision via a 7am announcement timed with Qantas’ ASX release. This highlights a disconnect where strategic messaging was controlled but internal empathy fell short," said Oliver Ellerton, director, Ellerton and Co. Public Relations.

"Exit communication must consider all stakeholders, especially staff, balancing strategic needs with genuine care for those who carry the brand's identity, as their well-being and clear understanding are paramount for both immediate transitions and long-term brand perception," added Ellerton.

Moreover, both Ko and Ellerton stressed that emotionally invested customers require more than facts. “When emotions are high, silence isn’t an option — it’s a betrayal. Service brands must over-communicate in moments of crisis. Speak first, speak clearly, and speak often. Jetstar’s exit showed what happens when you ignore emotional investment: customers feel abandoned. Empathy isn’t optional when trust is on the line. Jetstar’s quick exit lacked the emotional intelligence their customers deserved,” said Ko.

Manisha Seewal, group president, Redhill echoes similar sentiments, explaining that the lack of emotional intelligence only lead to distrust of the brand. “People don’t just buy flights; they buy the promise of reliability and care. When that’s taken away suddenly, especially in a transactional, opaque way, trust erodes quickly," she said, adding that:

The big lesson here is: Don’t go quiet. In crises, silence is interpreted as indifference. Brands must stay visible, acknowledge confusion, and offer step-by-step information for the end-user.

A sincere explanation, even if it’s uncomfortable, is better than a polished statement that says little, and if frontliners are bearing the brunt of backlash, they need to be prepared with the right messages and support to handle customer emotions on the ground, she explained.

For Jetstar and any service brand facing a market exit, reputation repair will take more than time. “Rebuilding trust begins with owning your mistakes. Accountability is non-negotiable. Apologise like you mean it, then back it up with actions that show you care. Trust isn’t rebuilt with words. It’s earned through consistent, meaningful effort over time," said Ko.

The road to redemption

Jetstar’s path to redemption starts with acknowledging the inconvenience it caused, and making it right for their customers, offering no-questions-asked refunds, and consider further compensation such as free miles with Qantas. In tandem, the recovery also depends on leadership visibility and long-term commitment.

“Rebuilding trust after a poorly handled exit is a long-term endeavor rooted in consistency, transparency, and accountability. It begins with sincere acknowledgement of any missteps and a commitment to treating all individuals — customers, employees, and advocates — with respect, empathy, and ongoing clarity, even after the final flight departs," said Ellerton, who added:

A brand may have exited one market, but its core values and commitment to customer dignity should remain consistent globally, as this consistency can actually increase brand equity.

For the brand to genuinely recover, the CEO must take ownership and spearhead a dedicated reputation recovery and rebuilding effort in the months following the exit. This involves more than just immediate crisis management as it requires a sustained commitment to addressing past issues, demonstrating a willingness to learn, and potentially investing in ongoing communication and support to demonstrate that the brand values its relationships.

As Seewal summed up:

Post-exit, there’s still a chance to leave a good impression, or at least, not a bitter one.

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