{"version":"1.0","provider_name":"Technology and Operations Management","provider_url":"https:\/\/d3.harvard.edu\/platform-rctom","author_name":"t.c.","author_url":"https:\/\/d3.harvard.edu\/platform-rctom\/author\/tc\/","title":"Spirit Airlines: It\u2019s a love\/hate relationship\u2026 - Technology and Operations Management","type":"rich","width":600,"height":338,"html":"<blockquote class=\"wp-embedded-content\" data-secret=\"zS9qAtuSZb\"><a href=\"https:\/\/d3.harvard.edu\/platform-rctom\/submission\/spirit-airlines-its-a-lovehate-relationship\/\">Spirit Airlines: It\u2019s a love\/hate relationship\u2026<\/a><\/blockquote><iframe sandbox=\"allow-scripts\" security=\"restricted\" src=\"https:\/\/d3.harvard.edu\/platform-rctom\/submission\/spirit-airlines-its-a-lovehate-relationship\/embed\/#?secret=zS9qAtuSZb\" width=\"600\" height=\"338\" title=\"&#8220;Spirit Airlines: It\u2019s a love\/hate relationship\u2026&#8221; &#8212; Technology and Operations Management\" data-secret=\"zS9qAtuSZb\" frameborder=\"0\" marginwidth=\"0\" marginheight=\"0\" scrolling=\"no\" class=\"wp-embedded-content\"><\/iframe><script type=\"text\/javascript\">\n\/* <![CDATA[ *\/\n\/*! This file is auto-generated *\/\n!function(d,l){\"use strict\";l.querySelector&&d.addEventListener&&\"undefined\"!=typeof URL&&(d.wp=d.wp||{},d.wp.receiveEmbedMessage||(d.wp.receiveEmbedMessage=function(e){var t=e.data;if((t||t.secret||t.message||t.value)&&!\/[^a-zA-Z0-9]\/.test(t.secret)){for(var s,r,n,a=l.querySelectorAll('iframe[data-secret=\"'+t.secret+'\"]'),o=l.querySelectorAll('blockquote[data-secret=\"'+t.secret+'\"]'),c=new RegExp(\"^https?:$\",\"i\"),i=0;i<o.length;i++)o[i].style.display=\"none\";for(i=0;i<a.length;i++)s=a[i],e.source===s.contentWindow&&(s.removeAttribute(\"style\"),\"height\"===t.message?(1e3<(r=parseInt(t.value,10))?r=1e3:~~r<200&&(r=200),s.height=r):\"link\"===t.message&&(r=new URL(s.getAttribute(\"src\")),n=new URL(t.value),c.test(n.protocol))&&n.host===r.host&&l.activeElement===s&&(d.top.location.href=t.value))}},d.addEventListener(\"message\",d.wp.receiveEmbedMessage,!1),l.addEventListener(\"DOMContentLoaded\",function(){for(var e,t,s=l.querySelectorAll(\"iframe.wp-embedded-content\"),r=0;r<s.length;r++)(t=(e=s[r]).getAttribute(\"data-secret\"))||(t=Math.random().toString(36).substring(2,12),e.src+=\"#?secret=\"+t,e.setAttribute(\"data-secret\",t)),e.contentWindow.postMessage({message:\"ready\",secret:t},\"*\")},!1)))}(window,document);\n\/\/# sourceURL=https:\/\/d3.harvard.edu\/platform-rctom\/wp-includes\/js\/wp-embed.min.js\n\/* ]]> *\/\n<\/script>\n","thumbnail_url":"https:\/\/d3.harvard.edu\/platform-rctom\/wp-content\/uploads\/sites\/4\/2015\/11\/Picture11.png","thumbnail_width":916,"thumbnail_height":429,"description":"Spirit Airlines operates on a paradoxical paradigm. Despite high levels of customer dissatisfaction, it is the fastest growing and most profitable US airline. How is the \"most hated airline in the world\" able to pull this off?"}