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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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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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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 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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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, 2008.
An analysis of the operations, growth, employee, and human resources and marketing strategies of Southwest Airlines.
1,306 words (approx. 5.2 pages), 4 sources, MLA, $ 44.95
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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."
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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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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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Southwest Airlines Co., 2008.
Presents a financial analysis of Southwest Airlines Co.
2,015 words (approx. 8.1 pages), 8 sources, APA, $ 63.95
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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."
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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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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' 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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Southwest Airlines, 2007.
An overview and SWOT analysis of Southwest Airlines.
1,898 words (approx. 7.6 pages), 13 sources, MLA, $ 60.95
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Abstract
Air travel remains a large and growing industry and facilitates economic growth, world trade, international investment and tourism. This paper looks at how Southwest is one of America's largest and best-loved commercial airlines and has been called one of the most successful airlines in history. It examines Southwest's impact and results on several economic indicators and provides a SWOT analysis of the company.
Outline:
Abstract
Industry Overview
History of Southwest Airlines
SWOT Analysis
Impact of the Real GDP
Impact on the Unemployment Rate
Consumer Price Index
Economic Indicator: Personal Income
Economic Indicator: Standard & Poor's 500
Economic Indicator: Dow Jones Industrial Average
From the Paper
"Major US airlines have established marketing alliances with each other as a result Southwest Airlines has recently begun code-sharing with ATA Airlines, which is due to the company's acquisition of certain ATA assets not an alliance. Alliances allow competitors of the company to expand the flight network available to their customers without having to invest as much capital as is required for an acquisition or for establishing a base at a new destination. Southwest's not being part of an alliance with other strong industry players could limit the airline's offering. (Southwest, 2005)"
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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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Southwest Airlines' Fuel Policy, 2008.
A look at Laura Wright's fuel price hedging program that has ensured financial growth at Southwest Airlines.
1,172 words (approx. 4.7 pages), 3 sources, APA, $ 40.95
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Abstract
The paper shows how Laura Wright, Senior Vice President and CFO at Southwest Airlines, has impacted the Southwest company significantly through her promotion of the fuel price hedging policy. The paper explains that this policy allowed Southwest to focus on its passengers and support their needs, with fuel prices locked in and fuel hedging contracts with fuel providers in place. The paper reveals that this policy has resulted in Southwest demonstrating consistent profits while other airlines entered bankruptcy.
From the Paper
"Laura Wright is Senior Vice President and CFO at Southwest Airlines, with her office based in Dallas, Texas. In this position Wright is responsible for all financial factors affecting the company, with an added focus on "accounting, investor relations, treasury/tax, fleet planning, insurance, and Employee compensation and benefits" ("Officer", 2007, sec. 1). Wright began her association with Southwest in 1990 and has progressively proven her value to the company through such positions as Director of Corporate Taxation, Assistant Treasurer and Vice President Finance and Treasurer ("Officer", 2007, sec. 1)."
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