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."

Tags:regional, carriers, large, domestic, international, frequent, traveler, houston, dallas, san, antonia

Abstract
This paper discusses the operations strategies of Southwest Airlines. It also looks at the growth strategy and employee strategy of the company, as well as the human resources (HR) strategy and marketing strategy that the company employs. The paper specifically focuses on the successes of Southwest Airlines and the track that it is going to take in the future.

From the Paper
"With the new challenging business environment characteristics, the company is seeking new ways to become more profitable on the market. One of the experiments it committed to was the assigned seats strategy. As previously mentioned, the company had successfully used the no-seat assignation strategy for all its history. The question that was being asked at this time was whether or not the company could save on the benefits coming from seat assignation, such as the capacity to speed up the boarding process and thus lower the time spent by the Southwest aircrafts at airports gates and overall costs. This was also in-line with its strategy of customers first, as the no-assignation policy was generally the number 1 complaint from the clients."

Tags:profit, carrier, passengers, low-cost

Abstract
This paper discusses the history and growth of Southwest Airlines Co. (SWA). Specifically, the paper discusses the strategic management of the company and its business plan. The paper provides both an internal and external analysis summary, discussing all aspects of the management, marketing and administration of this growing and profitable company.

Table of Contents:
Introduction
Current Mission, Goals and Strategy
Internal Analysis
Management
Marketing
Finance
Product
Internal Analysis Summary
External Analysis
Competitive
Economic
Target
Government
External Analysis Summary
Appendix

From the Paper
"The most important macro economical factor that affects SWA is the rise of energy costs. This leads to extra costs, reflected in the fare prices. Other cost increases have a similar effect: increases in aviation insurance costs or the new federal ticket tax (introduced with the support of big carriers). Another economical problem worth looking into is the downsizing trend of the aviation industry. This puts pressure on the company stuck between the necessity of cutting costs and the traditional commitment to employees, to good and bad."

Tags:marketing, profit, competitive

Abstract
This paper examines the strengths, weaknesses, opportunities and threats relevant to the economic and demographic dimension and the high degree of rivalry in the airline industry is also mentioned. The paper asserts that Southwest has considerable opportunity to grow and expand but should continue its methodical growth strategy due to the current global economic contraction as well as the ongoing spike in jet fuel costs. The paper discusses how Southwest's business level strategy is one based on cost leadership and this cost approach to the market should continue into the foreseeable future. The paper recommends that while the company might take advantage of the financial difficulties that other carriers are experiencing in order to expand its fleet of aircraft or purchase a smaller competitor outright, it should do so only in cases that these additions complement its low cost/low-fare approach.

From the Paper
"This research document discusses Southwest Airlines from a competitive market perspective. The strengths, weaknesses, opportunities and threats relevant to the economic and demographic dimension are examined and the high degree of rivalry in the airline industry is also mentioned. Southwest has considerable opportunity to grow and expand but should continue its methodical growth strategy due to the current global economic contraction as well as the ongoing spike in jet fuel costs. Southwest's business level strategy is one based on cost leadership and this cost..."

Tags:south, west, airlines

Abstract
The paper provides a detailed assessment of Southwest Airlines' current market position as well as an assessment of the supplemental and alternative strategies that should be considered in the future. The paper includes a thorough SWOT analysis, an assessment of the macro environment, an evaluation of industry factors and competitive environment and an internal environment evaluation. The paper also conducts an evaluation of the management culture and climate, an evaluation of critical factors and an identification of the internal strategy. The paper includes tables as appendices to the paper.

Outline:
Executive Summary
SWOT Analysis
External Environment
Internal Environment
Internal Strategies
Strategic Alternatives
Suggested Strategy & Support

From the Paper
"Southwest Airlines entered the airline industry with a splash in 1966 when Rollin King, an entrepreneur from San Antonio, TX, presented his plans to local attorney Herb Kelleher to start a low-cost, low-fare airline to shuttle passengers between Dallas, San Antonio, and Houston. The airline did not actually begin doing business until 1971 because rival airlines bogged the King and Kelleher with multiple legal and regulatory proceedings to try and keep the company grounded from the start. Much to the dismay of industry rivals, Southwest Airlines began to fly in 1971 with a fleet of just 3 Boeing 737 aircraft and 3 destinations in 1 state. After thirty-eight years in the airline industry, Southwest Airlines now has 544 Boeing 737 aircraft and 64 cities in 32 states."

Tags:industry, environment, competition, strategy, customers

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."

Tags:strategies, credit, domestic, flyer

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 ..."

Tags:deregulation, fun, employees, affordable, customers

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. "

Tags:deregulation, competitors

Abstract
This paper begins by providing brief background information about Southwest Airlines Co and notes that it continues to have one of the lowest operating cost structures in the domestic airline industry and consistently offers the lowest and simplest fares. The paper then presents an assessment of Southwest Airline's financial performance, which includes a discussion on the most important factors affecting the company's current performance. The paper also includes suggestions for financial strategies over the next five years.

Table of Contents:
Assessment of 2006 Financial Performance
Table: Operating Revenues
Table: Operating Expenses
Table: Other Income (Expenses), Net
Overall Assessment on Financial Performance
Most Important Factors Affecting the Company's Current Performance
Attracting Customers
Managing Its Fleet
Managing People
Managing Its Finances
Suggested Financial Strategies for the Next Five Years
Revenue Initiatives: Win More Business Customers
Manage Interest Expense
Fuel Hedging
Expansion: Enter New Markets
Continuing Productivity Development
Innovation: Advances in Technology

From the Paper
"Total revenues increased as revenue passengers carried increased due to new two destinations opened during 2006, the Denver and Washington Dulles and due to the passage of the Wright Amendment Reform Act in October 2006. Also average passenger fare increased from $93.68 in 2005 to $104.40 in 2006 to meet continues increase in jet fuel cost and to utilize increased demand on air travel as a result of the industry wide domestic capacity reductions."

Tags:revenue operating fuel, business customers, interest

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."

Tags:aviation, industry, business, marketing, applied, practice, finance, stock, market