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Essay / Research Paper Abstract
This 7 page paper looks at the low cost carrier Southwest Airlines, considers the economic value added and then looks at the firm using a resource based view framework. Resources considered include the fleet of aircraft, the corporate culture and the brand. The paper is presented in the format of a report. The bibliography cites 5 sources.
Page Count:
7 pages (~225 words per page)
File: TS14_TERBVsouth.doc
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Unformatted sample text from the term paper:
is the foinder of the low cost carrier model. Despite gaining first mover advantages in the early years, the organization now competes based on a number of valuable resources. These
resources; these include a unique approach to operations utilizing only a single model of aircraft which facilitates economies of scope and scale and efficiency within the aircraft maintenance. Additionally there
is a unique, positive employee culture and strong brand name which has created an airline that has been able to provide positive results for shareholders; including paying dividends for 140
consecutive quarters. This research report demonstrates the way in which the organization has a large number of internal strengths. 2. Introduction Southwest Airlines is a well known,
low cost air carrier. Founded in 1971, this airline was the developer of the low cost model of airline travel, and was able to gain many benefits from gaining this
first mover advantage. The company has a history of success, the latest quarter was the 140th consecutive quarter in which the firm paid a dividend; the organization has a strong
financial performance, surviving well, even in the recession (Southwest, 2011). However, in order to consider the way in which the company can move forward it is necessary to look at
the company and its position. A useful approach is the resource based view (RBV). Within this model the organisation must be seen as more than its
final product or service. It may be argued that product/task approaches can mislead planners into inappropriate strategic decisions. Instead of focusing on the output, a resource based view strategy the
first looks at the core competencies and facilities available to the organisation, with a key focus on resources that are valuable, rare, inimitable and organizational (VIRO) and then determines a
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