West Jest vs Air Canada Essay

• WestJet views its employees as its most valuable asset. Therefore, it aims to ensure that employees’ work experience is fun, challenging and rewarding. Encourages employees to interact positively with customers to try to earn repeat customers.

Valley was added, making WestJet the only scheduled carrier to operate at that airport. March 1999

Westjet’s business plan, since day one, has been focused on a distinct advantage over other airlines: lower costs and increased customer satisfaction. It executes this plan by investing in one type of aircraft to serve main cities in North America instead of investing in different aircrafts needed to reach all

Culture is imperative in any business. It separates the good companies from the great ones. As WestJet continues its goal of becoming a low fare international airline, it will face numerous obstacles. The problem addressed here deals with the people aspect. How can WestJet maintain its current people culture as the company expands? How can WestJet instill the culture into its new people? And how will WestJet meet the cultural differences in other markets? Answering these questions is essential to the future success of WestJet.

WestJet’s quick success posed an issue because even though it was centered on culture eventually its concept would fail; the airline was growing very quickly and that could only mean that it would be difficult to maintain the intimate focus while staying extremely profitable.

WestJet Airlines is a Calgary-based discount airline founded in 1996 by Clive Beddoe, Don Bell, Mark Hill and Tim Morgan. WestJet Airline began its business with only three aircrafts. The company is now “Canada’s leading high-value, low-fare airline.” WestJet established their company based on two main factors; low-cost structure and exceptional customer service. The airline’s founders believe that in order to be able to offer fares that are 50% lower than the average for industry you need to keep your operational costs low. The way that WestJet has managed to maintain its low costs was through an exceptional organizational culture which gives authority and acknowledges employees through the decision process. “It is the culture that

In this research scope, the operation management of WestJet and Air Canada is discussed in the context of their operation in Prince George Airport in 2011. In which, both WestJet and Air Canada have only one route, from Prince George to Vancouver, which operates nine times daily.

Marketing professionals have questioned whether WestJet’s roots as a leisure carrier and its reputation for subjecting passengers to groan-eliciting jokes and skits sits well with the corporate crowd. This marketing approach may not serve the company well as it attempts to expand into new markets and the company may need to revisit this marketing strategy.

Among many organizations there are few that seem to have what it takes to be deemed as a proper company. The organization to be discussed in this paper is Southwest Airlines, one that values customer satisfaction in a changing environment and manages its organizational culture so well that it is recognized as one of the best airlines in the world. Through analysis of Southwest Airlines, the goal of this paper is to address what makes this airline so different from its competitors in multiple key areas including its culture and environment, the mission and values it holds, the work setting employees have and how they are recognized, and the management of work and life all while being creative daily to ensure Southwest is the preferred airline among others.

This paper explores American Airlines pit falls that made it behind in the market and it imposes the three principles that are used to reinforce and bring up the bankrupted Walton Works 2 by Peggy Sinclair through advises from Andy in the book Gung Ho! Turn on the People in Any Organization written by Ken Blanchard and Sheldon Bowls. American Airlines concentrates only on acquiring most of the routes to establish themselves leaving no option to the customers in the market. American Airlines vision is to hold most of the passengers but not the productivity and service efficiency. To achieve utmost contribution of because of improved pride, possession and passion, American has to implement three principles as follows to increase the

One of the challenges in this merger is the implementation of Southwest Airline’s corporate culture to AirTran employees. The challenge in this merging process includes the seniority issue. According to Keay’s report, “Southwest pilots earn nearly 30% more than AirTran’s pilots, but that Southwest is likely to boost the pay of those coming in from AirTran to comparable levels” (Wharton, 2010). One problem with this management decision is that it creates a seniority issue. As David Jones explains, “there isn't much of a seniority ‘integration,’ as pilots of one carrier are added to the bottom of the seniority list of the other, typically larger or stronger, carrier. For example, pilots at Morris Air, a Salt Lake City, Utah-based 737 operator joined the bottom of Southwest Airlines' pilot seniority list when Southwest acquired Morris Air in late 1993” (Jones, 2005). Yet, AirTran’s seniority issues contradict with Southwest’s non-confrontational culture.

The work force owns 11% of the company, and this helps in aligning their interests to those of the airline. The company has managed tri achieve a team spirit which can only be an envy of others. The company provides their employees with enormous information aimed at enabling them to better understand the company, its mission, its customers and its competitors (Hallowell, 1996). The employees are made to understand that they must at all times comply with the company concept of never inconveniencing the valued customer. It’s by virtue of sticking to its formula of excellent customer service and a positive working environment for employees that the company has managed to remain profitable for over 30 years. The company has had only one strike in its history and has only three employees laid off in 25 years of who were rehired immediately. It is through this job security that loyalty to the company is enhanced. Efficient working practices and low employee turnover help to reduce Southwest’s costs, thereby making it much more successful competitively (.Slack, F. J., Orife, J. N., & Anderson, F. P. (2010).

Excellent customer service is all important at Pancontinental Airways (PA). A sense of fun pervades the Australian based company with the hope that this will spread throughout the organisation and impact the all important relationship with PAs customers. For PA central to the organisation/customer relationship is the recruitment, training and development and retention of staff based on a strong collegiate culture between the organisational leaders and followers.

Within the airline industry, Southwest is best known for their customer loyalty. Which is derived from staffing capabilities, as their hiring process is selective and training is highly regimented and rigorous yet, wages, benefits, and empowerment for incentivization are extraordinary. Additionally, every policy established has a centralized focus on the customer first, rather than the

The British Airways case study was a very interesting case to read. It proves that not all people can be leaders, especially the chairman, board and chief executives of British European Airways (BEA) and British Overseas Airways Corporation (BOAC.) According to the case study of British Airways, the life at the “old” British Airways was “bloody awful” (Changing the Culture of British Airways, 1990, p. 1).