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Southwest Airlines' Marketing Strategy, 2006.
A paper explaining the reasons why Southwest Airlines' marketing strategy has been so successful.
4,067 words (approx. 16.3 pages), 7 sources, MLA, $ 109.95
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Abstract
This paper discusses the strengths of Southwest Airline's marketing strategy by comparing it to United Airlines, an airline which has had considerably less success than Southwest. The paper also describes Southwest's short-haul, no-frills marketing strategy, the low-fares and larger number of short-haul departures the company offers, Southwest's carefully planned advertising campaign and high level of employee loyalty. The paper explains how each of these factors contribute to the company's success and suggests that Southwest's principle strength is its president, founder and CEO, Herb Kelleher.
From the Paper
"Flying on Southwest Airlines is not the most comfortable way to go. Usually, the planes are jammed full of vacationers and families including children, as well as business travelers. Seats are crammed together. There is no advance seat reservation system. The crowds at the departure gates are usually enormous. Yet, somehow, through it all, Southwest is tremendously successful. In TIME Magazine's issue of May 1, 2000, Southwest continues to be rated No. 1 in on-time arrivals and departures and in overall quality ratings. How does it do better than the large, established airlines? "Economic history shows that an airline based solely on lower airfares does not work...Customer service is the only strategic marketing tool a carrier can use to pull passengers from an established airline." (Donnelly, p. 53) Thus, calling Southwest merely a low-cost carrier would be doing its marketing strategy a disservice."
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Addressing Southwest Airlines According to Matrix Strategies, 2002.
This paper addresses the company of Southwest Airlines in terms of the effectiveness of the company's various strengths and weaknesses.
3,150 words (approx. 12.6 pages), 10 sources, $ 115.95
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Abstract
This paper addresses the company of Southwest Airlines in terms of the effectiveness of the company's various strengths and weaknesses. A series of matrixes are used.
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Continental and Southwest Airlines, 2006.
This paper explores the ins and outs of the airline industry, including marketing and business strategies, by focusing on Continental and Southwest Airlines.
1,623 words (approx. 6.5 pages), 10 sources, MLA, $ 52.95
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Abstract
The writer of this paper details Southwest's low-fare no-frills policy, which is just one of the reasons it's the most profitable airline in the U.S. This paper examines why Southwest was rated #1 in on-time arrivals, departures and overall quality despite the fact that flights are usually overcrowded, seats are crammed together and there's no advance seat reservation system. This paper contains a brief history into Southwest and Continental Airlines as well as the initial goals of both companies. This paper details Continental's less than impressive marketing and business achievements as well as the company's past financial struggles to stay afloat, which eventually paid off when it merged with Air Canada.
From the Paper
"In 1990, December 3 was a dark day when Continental slid into its second bankruptcy, but this time a white knight appeared. Continental and Air Canada became "partners", and Air Canada put some $450 million into rescuing Continental, allowing the airline to emerge from bankruptcy by 1993. Its marketing strategy- again concentrating on the business traveler, both domestically and overseas to more than 60 destinations- has made it possible for Continental to be profitable now for the last 24 reporting quarters. Its stock was named, by Business Week, as the "Best New York Stock Exchange Stock of the year in 1995." (Continental.com) The reason was obvious to see, from a low in January that year of $6.50 a share, by the end of December, the stock had risen to $47.50."
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Southwest Airlines, 2004.
An examination of how Southwest Airlines manages to compete in the deregulated American airline market.
1,012 words (approx. 4.0 pages), 5 sources, MLA, $ 35.95
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Abstract
An overview of the business and marketing strategies of Southwest Airlines in the current market. The paper explains what methods and strategies are needed in order for the airline to be able to compete in the industry.
From the Paper
"Southwest's strategy of the lowest possible fare and a fun experience has made the airline stand out among its competitors from day one. Key to Southwest's success, however, has been its prowess in keeping its costs low. The airline manages this through consciously adopting a strategy of: operating only shorthaul, high frequency, point-to-point flights; minimum aircraft turn around time; commonality in fleet (Boeing 737s); employee team work; and avoiding congested airports, hub-and-spoke models and interline agreements. By adopting such a strategy, Southwest is able to generate more revenues through flying its aircraft more, lowering unit costs per flight, and operating with reduced number of personnel (Freiberg, 1998, p.48-64). All in all, Southwest's innovative business model has significantly contributed to the advancement of the commercial airline industry by making air travel more affordable and thereby expanding the market. Further, it has also proven that it is possible for an airline to be profitable year after year in an industry, which is known to go through periodic cycles of boom and recession. "
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Southwest Airlines, 2007.
This paper discusses the history, SWOT analysis, strategy, structure and expectations for the success of Southwest Airlines.
1,830 words (approx. 7.3 pages), 7 sources, MLA, $ 58.95
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Abstract
This paper explains that Southwest Airlines' company-wide goal of excellent customer satisfaction resulted in the implementation of new ideas of the founders, such as pioneering "ticket-less travel". The author points out that the corporate strategy is to build consumer loyalty by creating a work environment that promotes passengers seeing employees who are truly happy and having a good time on the job. The paper recommends that Southwest Airlines should continue to follow its current marketing strategy with the lowest fares, on-time flights, routine replacement and service of its extensive fleet, the usual in-flight snacks and beverages and, most important of all, the continued promotion of Southwest Airlines current corporate culture.
Table of Contents:
Historical Overview of Southwest Airlines
SWOT Analysis
Analysis of Strengths
Analysis of Weaknesses
Analysis of Opportunities
Analysis of Threats
Corporate Strategy Analysis
Corporate Strategy & Marketing Plan
Recommendations
From the Paper
"In 1971, Rollin King, who owned and operated a small commuter airline, and Herb Kelleher brought their ideas together about starting an airline. Their plan was very simple: Focus on customer service, provide low, affordable airfares, and fly to smaller, regional airports that are missed by the larger airlines. Over the years, Southwest Airlines has built its airline empire from flying routes solely in Texas, then eventually to more southwestern regions, to destinations all over the United States. Today, Southwest Airlines is one of the top five major airlines, flies to more than 54 cities ..."
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SouthWest Airlines, 2006.
An overview and analysis of the mission statement, current strategy and vision of SouthWest Airlines.
2,202 words (approx. 8.8 pages), 8 sources, MLA, $ 68.95
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Abstract
This paper provides a case study analysis of SouthWest Airlines. It reviews the history of the company, their product line and their current strategy. The paper then analyzes their mission statement and vision. It presents Porter's five-forces model and a SWOT (strengths, weaknesses, opportunities, threats) analysis for SouthWest Airlines. Finally, the paper presents recommendations for the future of the company.
Table of Contents:
History
Product Line
Current Strategy
Mission Statement
To Our Employees
Revised Mission Statement
Vision of Southwest Airlines
Revised Vision
Competitive Profile Matrix (CPM)
Southwest and Porter's Five-Forces Model
Internal Factor Evaluation (IFE)
SWOT Analysis for South West Airlines
Strategic Position and Action Evaluation Matrix (SPACE)
Boston Consulting Group: BCG
The Quantitative Strategic Planning Matrix--QSPM
Conclusions
Recommendations
From the Paper
"Rollin King and Herb Kelleher are the founders of the SouthWest Airline (SWA). Based at Dallas Texas SWA is the third largest airline in the world (Wikipedia) providing low-fare, no-frills, air transportation to fifty-eight cities in the United States. The history of SWA dates back to June 18, 1971, with the maiden flight between Houston, Dallas and San Antonio taking off. Within five years SWA had successfully placed its sixth Boeing 737 in operations and transported over one and a half million satisfied customers to their destinations. The same year the airlines got clearance to operate flights to Austin, Corpus Christi, El Paso, Lubbock, and Midland/Odessa. Soon SWA went public with its stock being listed on the New York Stock Exchange."
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Southwest Airlines and Employee Loyalty, 2008.
A discussion of high employee loyalty at Southwest Airlines and how this can be maintained in order for Southwest to remain a market leader in the industry.
1,520 words (approx. 6.1 pages), 4 sources, MLA, $ 50.95
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Abstract
This paper analyzes how the idea of high employee loyalty has transcended Southwest's business model and has allowed the airline to become a market leader in a very volatile industry. The paper also examines how high employee loyalty can be maintained and the costs that are associated with it. Lastly, the paper provides a recommendation centered on a more strategic approach to human resource management.
Table of Contents:
Introduction
Achieving High Employee Loyalty at Southwest Airline: Recommending an Integration with Southwest Airlines' Strategic Model
Why Focus on the Strategic Development of Employee Loyalty?
Conclusion
From the Paper
"Southwest Airlines need to be able to explore other strategic practices that embody effective human resource management. Also, Southwest's human resource model should afford the company the luxury of risk-taking without putting the firm in jeopardy financially or otherwise. In wake of the present industry changes identified or speculated - possible merger between United Airlines and Continental Airlines, and the consolidation prompted by US Airways bid to acquire Delta Air Lines out of Chapter 11. If these trends continue, then employee loyalty will just not be enough, a profit sharing scheme will be inadequate, the fact is, Southwest Airlines, needs to be involved in more expansive programs; the recommendation from this analysis is one that is focused on strategic development."
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Southwest Airlines and Strategic Alliances, 2008.
A discussion of Southwest Airlines and its organizational weaknesses, especially its lack of strategic alliances.
960 words (approx. 3.8 pages), 4 sources, MLA, $ 34.95
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Abstract
This paper examines Southwest Airlines' many identified weaknesses, such as poor short-term liquidity, lack of strategic alliances, and declining revenue yields. The paper asserts that it is imperative that the firm forms more strategic alliances, especially in the airline industries. The paper contends that the advantage of this is that the Southwest Airlines will then have a larger market share and, when collusion takes place, it is tantamount to acting like a monopoly, resulting in more profits in both the long and short run for the airline. The paper also suggests that the firm incorporate technology in its operations. To summarize, the paper suggests that both strategic alliances and the implementation of recommended technology will improve the business.
Outline:
Introduction
Incorporating Technology in its Operations: Increasing Strategic Alliances for Southwest
Benefits from Technology for Southwest Airlines
Conclusion
From the Paper
"Southwest Airlines can incorporate this aspect of operations by using its exceptional profit margin to gain acquire more cost efficient and technologically advanced assets. The Airbus 380 landed in Los Angeles International Airport which is one of the biggest and cost efficient jets, Southwest Airlines should be at the forefront in debuting improvements in technology like this one to leverage alliances and increase the choices for consumers. Southwest currently uses Boeing 737s because it does smaller frequent flights from city to city. However increased technology can be achieved with upgrades to the current fleet or an introduction of fixed assets."
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Ethics in Southwest Airlines, 2005.
This in-depth paper profiles the corporate and business practices of Southwest Airlines while primarily focusing on the company's approach to business ethics.
7,288 words (approx. 29.2 pages), 17 sources, MLA, $ 161.95
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Abstract
The writer of this paper analyzes the on-going success of Southwest Airlines which continues to remain a leader in the industry during an era when more and more airlines are facing closure and bankruptcy. This paper delves into the numerous crises faced by Southwest Airlines which the company has successfully managed to weather. The writer delves into the history of the company which began in 1971 with only three aircrafts while also discussing the company's primary goals and vision. This well-researched paper analyzes the business ethics and corporate structure of Southwest which states that their employees are hardworking, dedicated and highly motivated and a significant contributing factor to the company's overall success. This paper also contains the results of published studies as well as statistics and data relevant to this particular topic.
Table of Contents:
Abstract
Introduction
An Overview of the Business Ethics of Southwest Airlines
How Southwest Airlines Handles the Various Crises
The Ethical Responsibility of Southwest Today and for the Future
Conclusion
References
From the Paper
"Donna Conover, the executive Vice President of Customer services, states that ever since she joined the company, more than twenty eight years back, she had always felt that the employees of the company were the greatest assets for the firm, and perhaps it is because of the policy that the company follows, which is that of never ever dictating pay cuts to its employees, that it has managed to keep all its employees happy and satisfied, and working hard at all times. This was seen in the fact that employees by themselves, during the Gulf War of the 1990's, when fuel costs skyrocketed, voluntarily reduced their pay for some time in order to cope with the escalating costs of fuel. In a similar manner, after the debacle of September 11, Southwest Airlines employees volunteered to take cut costs on their wages, so that the company may be able to cope better with its reductions in flying schedules. This type of loyalty for the company has as yet been unrivalled."
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Threats to Southwest Airlines, 2008.
An analysis of the threats to Southwest Airlines and ways to combat those threats.
961 words (approx. 3.8 pages), 4 sources, MLA, $ 34.95
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Abstract
This paper discusses threats to the airline industry as a whole and to Southwest Airlines in particular. It analyzes the reasons for the threats and discusses how Southwest Airlines can combat those threats. The paper then looks at the increased opportunities that exist for Southwest Airlines, particularly due to technological advancements in the industry.
Table of Contents:
Introduction
Rising Fuel Prices: How Southwest Airlines can Use Technology to Lower Production Costs
From the Paper
"In conclusion, Southwest Airlines is within an industry that is now facing a significant amount of threats - some are economic, and some are structural. Fuel prices happens to be an issue that is in both areas, hence it is not easily rectified, however, technological advancements provide the necessary prerequisite to deal with this problem in a rather efficient way, by providing the necessary tools, to increase supply and simultaneous use less fuel, which lowers the input cost. Southwest Airlines has a successful model that uses a low pricing mechanism to retain and attract customers. Increasing fuel costs is a threat to this model, as such there has to be a remedy in place to alleviate the negative externalities associated with this. The use of technology is the optimal recommendation, with added benefits in other areas, which will help Southwest Airlines to regain efficiency."
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Southwest Airlines, 2008.
This paper looks at the weaknesses of the airline company 'Southwest Airlines'.
1,117 words (approx. 4.5 pages), 5 sources, MLA, $ 38.95
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Abstract
In this article the writer notes that Southwest Airlines is the premiere low cost airline. The writer points out that Southwest operates only in the US market and this restraint that kept it from making unregulated expansion a primary forward strategy is also the strategy that kept it from facing the severe financial difficulties all of the major airlines suffered following 9/11. The writer maintains that in spite of its low cost operating strategy and business model, Southwest has been also negatively impacted by cyclical forces in the airline industry. The writer notes that although Southwest's more recent problems include satisfying employee contract demands and in integrating new executive leadership while trying to manage growth from 500 employees to 35,000, it becomes clear the corporate culture was one more of a cult of personality than any documented and canonized set of operational policies. The writer concludes that operationally, a corporate culture based on the personality of a single charismatic leader, while laudable in many respects, is also difficult if not impossible to reproduce and often leads to human resource concerns as far as impropriety, discrimination and harassment issues.
Outline:
Industry Environment
Financing Sources
Sarbanes Oxley Compliance
Competitive Advantages as Weaknesses
Partnering Exposure
Conclusion
From the Paper
"Most major corporations, Southwest included, have at their disposal various financing strategies to fund ongoing operations and extraordinary expenses. In Southwest's case, its various financing strategies are mentioned periodically throughout its Form 10-K most notably in the Management Discussion & Analysis section. These financing options include: cash on hand, short term investments that total more than $2b, a $600m bank revolving line of credit, public debt securities, and various derivative strategies. This degree of leverage, in spite of the cash on hand is still significant and, if Southwest suffers any significant strategic missteps, this leverage can quickly become a negative."
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Leadership at Southwest Airlines, 2006.
A paper describing the paramount role that leadership has played in the success of Southwest Airlines.
1,370 words (approx. 5.5 pages), 3 sources, MLA, $ 45.95
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Abstract
This paper explains that leadership at Southwest Airlines means far more than the term typically implies. The paper points out that leadership is a way of life, culture, desire, and commitment at Southwest Airlines and then explains what sets the leadership style of Southwest Airline's CEO, Herb Kelleher, apart from average leadership styles.
From the Paper
"Herb Kelleher's leadership style is the opposite of the many autocratic leaders that have thrived in business for centuries. He does not "rule" over his employees but rather, rules with his employees. Kelleher believes that leadership is the job of every employee, not just upper level management. Kelleher believes that every employee should have the ability to ascertain situations and be able to act on their own decisions. Employees should be able to lead other employees to make decisions."
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Southwest Airlines, 2004.
An examination of the reasons that Southwest Airlines has been so successful.
4,757 words (approx. 19.0 pages), 20 sources, APA, $ 122.95
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Abstract
This paper presents a thorough analysis of the business practices and policies of Southwest Airlines and why they have made the company so successful. The paper discusses the leadership skills of Southwest Airline's CEO, labor relations in the company, its business strategy and operations, its safety and security policies, and its fleet management methods. It relates how these attributes have made the company the success it is today.
Reasons for Success
Current Status
History
Management Style
Operations
Routes and Planning
Fleet
Safety and Security
Strategy
Financials
Competition
Labor Relations
The Future
From the Paper
"Southwest Airlines is "free to move about the country," and it does so more than most. In fact, it is ranked as the fourth largest airline in the nation, despite that fact that it is the low-fare leader and doesn't actually land at all the major airports nationwide, as other major airlines and/or their partners do. In fact, it won't even transfer passenger luggage, not even on its own flights. And it doesn't participate in the online booking services-Expedia, Travelocity, etc.-relying completely on its own system to serve passengers. Its ground crew and flight attendants don't wear imitation military uniforms; they wear khakis and polo shirts."
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Southwest Airlines, 2008.
An analysis of the relationship between Southwest Airlines and its substitutes.
906 words (approx. 3.6 pages), 4 sources, APA, $ 32.95
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Abstract
This paper focuses on the idea that with the relationship Southwest Airlines has with substitutes, profits can be gained by pricing strategically across business and economy classes. The hypothesis examined is that Southwest focuses more on price discrimination, and has a clearer price difference between the two classes. It contends that by increasing airfare for the business class and continuing with the low price model for the economy class, Southwest would also be expanding its opportunity and increasing its revenue.
Outline:
Introduction
A Model of Price Discrimination: Opportunities Related to Substitutes for Southwest Airlines
From the Paper
"Price elasticity of demand refers to the percentage in quantity demanded due to a percentage change in price (McConnell, Brue, and Barbiero, 2002, p 145). If demand is highly elastic as it is for casual travelers, lower prices will cause total revenue for Southwest to increase. Look at Figure 1 below; even though price decreased by a smaller amount, movement from P2 to P1, the quantity demanded increased by a very large amount, Q2 to Q1 [compare the red and blue areas to see the difference]. So the recommendation based on the opportunity related to the closeness of substitutes is that Southwest Airlines continues to keep prices low for the casual travelers."
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Effective Leadership: Southwest Airlines, 2007.
An overview of Southwest Airlines and how the company's leadership techniques have contributed to its success.
4,719 words (approx. 18.9 pages), 21 sources, MLA, $ 121.95
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Abstract
The paper discusses how Southwest Airlines' co-founder and CEO, Herb Kelleher, is frequently cited as a perfect example of how a charismatic leader can inspire followers to achieve organizational goals in spite of challenges and constraints. The paper shows how his company has managed to flourish in spite of the terrorist attacks of September 11, 2001 and a shaky global economy. The paper provides a review of the relevant and peer-reviewed literature. The paper concludes that successful leadership is not as complicated as many might imagine. The paper emphasizes how Herb Kelleher took an infant airline comprised of three aircraft and transformed it into an industry leader that has managed to survive and prosper during some very difficult times.
Outline:
Chapter One: Introduction
Chapter Two: Review and Discussion
Organizational Behavior Today at Southwest Airlines
Leadership and Organizational Dynamics
Chapter Three: Conclusion
From the Paper
"Even more than some other industries, the global airlines industry was horsewhipped following the terrorist attacks of September 11, 2001, and some major carriers ended in bankruptcy as a result. One shining example that managed to remain viable and even show a profit during this period, though, was Southwest Airlines. The company did not achieve this level of performance by accident, though, nor has it maintained its enviable position in the airline industry without effort. According to its corporate literature, in May 1988, the company was the first airline to win the so-called airline industry "Triple Crown" for a single month: (a) Best On-time Record, (b) Best Baggage Handling, and (c) Fewest Customer Complaints."
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