Southwest Airlines : Strategic Focus

Southwest Airlines Co., established in 1971 by Rollin King and Herb Kelleher, began its operations with only three Boeing 737 aircrafts. It is headquartered in Dallas, Texas(Hawkins, Misra, & Tang, 2012). Southwest is well known as one of the largest low-cost carriers. With this strategy, the company has dramatically grown up and deeply rooted in the US airline industry. Now, Southwest Airlines Co. operates 633 aircrafts to 93 domestic cities and the highest number of passengers used Southwest Airlines to fly around U.S in Jan 2014 (Hawkins, Misra, & Tang, 2012). To accomplish more than 40th consecutive years of both profitability and competitiveness, Southwest Airlines Company is constantly trying to find the routes to differentiate itself from other domestic carriers (Hawkins, Misra, & Tang, 2012).

Southwest Airline’s low-cost fare structure and customer service has been its primary core-competency and has enabled the airline to maintain its market share while sustaining its competitive advantage over its rivals for over 40 years. This internal analysis will provide a review of the strengths and weaknesses of events that occur within the firm along with a financial analysis assessment and recommendation for future decisions.

Southwest Airlines shot out of the gates, much to the chagrin of their competitors as a short haul, low fare, and high frequency carrier. As SWA expanded and deregulation occurred, they had to decide what kind of airline they wanted to be and how they would adapt to the changing environment. The FAA reports that passenger numbers are expected to reach a billion passengers in 2023 (FAA, 2011). Most Airlines are responding to the increased demand by centralizing and consolidating their assets. This in turn creates a situation where capacity is maximized in some airports and congestion increases causing significant delay. Demand will continue to rise over the next few decades and these airlines must rely on regulators and policy makers to upgrade the very necessary infrastructure and technology. Southwest’s strategy is to remain a point to point carrier instead of the traditional hub and spoke carrier, satisfying their customer demand with lower congestion at underutilized airports with more flights. However Southwest continues to remain flexible looking forward as it adopts hub and spoke techniques, coordinates with the FAA and governing bodies, and invests heavily in its most important airports to stay ahead of the pack.

Southwest airlines began in 1971 using a strategy unlike any other airline at the time. Starting out in Texas, with only three planes, they flew between the Texas cities of Houston, Dallas, and San Antonio (Coulter, pg 250). Their primary goal was to get their passengers to their destinations, on time, at the lowest possible fares, and to provide a fun atmosphere for their customers. They focused on providing short-haul routes with fares that were competitive with driving. Today, Southwest serves 101 destinations across the United States, as well as eight additional countries, and operates more than 3,900 flights a day. (Southwest , 2017) They have achieved a record 44 consecutive years of annual profitability, while staying true to their goal of providing the highest level of customer service at the lowest fare. In 2016 they ranked number 1 in customer satisfaction according to statistics listed by the Department of Transportation, with and average passenger airfare of $149.09 one way trip. (Southwest , 2017)

Southwest's competitive advantage in providing low cost is of the primary reasons which their competitors couldn’t match. The airline has the lowest costs on a per mile basis among all the major airlines as they used single aircraft type and the highly efficient, high-frequency ad point-to-point route scheme. Due to this commoditization of the industry, passenger profiles have changed with business and first class seat demand in great decline. This correlates perfectly with Southwest's position of no assigned seats or class designations. Competing companies have been forced to introduce low fare options in attempts to regain lost market share from low priced air carriers. Because Southwest's strategy has always been low cost, and standardized travel, they have not had to change strategy. This has saved them what could amount to millions on restructuring costs. Also, some of the competitors tried to increase no of flights which resulted in operational ineffectiveness

Southwest has been projected as a low-cost airline and has been a source of inspiration to other low-cost airlines because of its successful pricing strategies. The company has targeted middle-class society as its potential customers and has adopted variable-price as another pricing strategy. The company has also introduced innovative programs and offer incentives along with discounts to attract a larger customer base under its variable cost pricing strategy (Bhasin,

Southwest Airlines was founded by Rollin King and Herb Kelleher and began in 1971 as Air Southwest, servicing Dallas, Houston and San Antonio (AvStop Online Magazine, n.d.). In its rich history, Southwest Airlines has had many “firsts” in the airline and transportation industry. The airline carrier was the first airlines to offer frequent flyer miles program, which is also the most generous program in the industry (Parnell, 2014). Alongside of the frequent flyer miles, Southwest also offer senior citizen’s discount, fun fare and fun packs, “wanna get away” discounts, no assigned seats, and the most popular two bags fly for free (AvStop Online Magazine, n.d.). One of Southwest major accomplishments is having consecutive profit years since its

The domestic airline industry transports 711 million souls a year. That translates into a staggering $709 billion a year revenue flow (statista.com). One firm, named Southwest Airlines, accounts for 18.3 percent of that market. That 18.3 percent market share places Southwest at the number two spot, behind American Airlines. How does Southwest Airlines successfully compete and thrive in this environment? How do they differentiate themselves from the hoards of legacy carriers? Southwest Airlines encapsulates its strategy in a simple statement: “Meet customers’ short-haul travel needs at fares competitive with the cost of automobile travel (Grant, p.23). As a pioneer in low cost air travel, Southwest has successfully brought down airfares through its short route point-to-point business model, “no-frills” service, single flight strategy, and highly productive employees (Cederholm, 2014). In the following analysis we will investigate Southwest Airlines standing within the industry as a whole and their differentiation models driving success. We will also identify the firm’s competitive advantages as they relate to similar firms in the industry.

Good Evening board members and staff, I am Megan Wilson, the Chief Executive Officer (CEO) of your company, Southwest Airlines. We have gathered here this evening to take a look at the current position of our company, how we are measuring up to our competition, and what I am proposing we do to continue our success within our future. First I will start off with the mission of our airlines, as many of you know it is dedication to the highest quality of Customer Service delivered with a sense of warmth, friendliness, individual pride, and Company Spirit. Our mission to our employees is to be committed to provide our employees with a stable work

Southwest’s key strategies are to be low-cost, no frills strategy to provide low-cost transportation that is affordable especially for families. The low fares and free baggage caters to families to be able to travel with baggage without hidden fees. However, one area of the business that may have faltered is Southwest’s original frequent fliers – their business clients. CEO Kelly may need to consider business class flights to regain lost customers and strengthen this area of their market. Southwest was first to initiate special fare promotions when reservations were weak through their online reservations, therefore Southwest runs promotions to fill up available seats on the plane. This has become a more common practice industry wide.

This short paper is an overview of Southwest Airlines, its strategy, and what role Human

Southwest Airlines (SWA) is the world’s largest ‘low-cost’ air carrier that is headquartered in Dallas, Texas, and operates more than 3,400 domestic flights on a daily basis. The company provides scheduled airline service to 42 states and Puerto Rico, carrying the most domestic passengers of an airline based in the United States [9]. Founded in 1967, and commencing operations in 1971, Southwest Airlines has always had a unique and breakthrough business model which has allowed the airline to maintain its loyal customer base and profitability [2]. Over the years, Southwest has maintained one of the best customer service records, and its safety record is unmatched in the industry [9].

Southwest Airlines is a major passenger airline that provides scheduled air transportation in the United States and near international markets. For the 43rd consecutive year, the Company was profitable, earning $2.2 billion in net income (10K part 1 2015). SW started its service in 1971 with three Boeing 737 and as of 2015 has a total of 704 Boeing aircrafts. The company as of 2015 services 97 destinations in 40 states including seven near continental destinations. SW principally provides point-to-point service rather than the hub-and-spoke service provided by most other airlines. Southwest Airlines is a high-frequency short nonstop hauler; this is its diversification asset in the industry. The key component of its strategy has always been its low-cost structure. Moving forward the PESTEL-Analysis will be engaged to provide illumination into what makes SW a 43 times winner.

Southwest Airlines is a major passenger airline that provides scheduled air transportation in the United States and near international markets. For the 43rd consecutive year, the Company was profitable, earning $2.2 billion in net income (10K part 1 2015). SW started its service in 1971 with three Boeing 737 and as of 2015 has a total of 704 Boeing aircrafts. The company as of 2015 services 97 destinations in 40 states, including seven near continental destinations. SW principally provides a point-to-point service rather than the hub-and-spoke service provided by most other airlines. Southwest Airlines is a high-frequency, short nonstop hauler; this is its diversification asset in the industry. The key component of its strategy has always been its low-cost structure. Moving forward the PESTEL-Analysis will be engaged to provide illumination into what makes SW a 43 times winner.

This proposal addresses the needed steps to be taken in order for Southwest Airlines to see continued growth in the airline industry. Southwest Airlines has been able to remain one of the most profitable airlines in the industry for an extended period of time. Even with the hindrance of the 2001 terrorist attacks involving airplanes and the U.S recession of 2008, Southwest has continued to see strong revenue growth. Meanwhile, other companies were experiencing major losses and in some cases folding. Southwest Airlines has capitalized on the company’s strength of being the top low cost