Southwest Airlines: Case Study

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Mission Statement: The mission of Southwest Airlines is dedication to the highest quality of Customer Service delivered with a sense of warmth, friendliness, individual pride, and Company Spirit. (source: Southwest.com website) Vision statement: Our vision is to expand our locations both domestic and overseas by being the largest and most profitable airline company to achieve both short and long-haul carriers efficiently and with low cost. Also to be an airline carrier that has the most productive workforce to guarantee the best flight possible for each and every passenger. (source:samples-help.org.uk) Values are people’s deep “sacred” convictions about how they must behave themselves – values are behavior guidelines. The SWA set of…show more content…
• The friendly attitude of the flight attendants during the flight. Southwest 's business strategy is to be the low cost provider with frequent service and no frills to customers who drive most of the time instead of flying. Southwest 's average trip is less than 500 miles and is 50 per cent less in length than its major competitors. Southwest devotes significant monies to training and development. Each major work area has its own training department – mechanics, in-flight activities, customer service, operations and reservations. Even though Southwest is the most unionized airline, their work environment is free of rigid rules. "The people" work together to make Southwest the low cost carrier. Herb Kelleher and his people have adopted a successful family organizational philosophy - Southwest 's people turnover rate is the lowest in the airline industry. Business model Southwest has a business model consisting of two parts: • Identify customers you want to serve. • Be the low cost provider. Corporate culture According to Herb Kelleher, the genesis of the Southwest culture was created in 1971 - the first year of operation for Southwest. Southwest was encountering cash flow difficulties in its first year of operation. Mr Kelleher and his management team faced the dilemma of either selling planes or laying off people to save cash so Southwest could meet their short-term cash obligations. Mr

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