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Essay / Research Paper Abstract
A 3 page paper in memo format discussing the strategy of the still-profitable Southwest Airlines. Southwest still has not had a losing quarter or year as of the end of FY2005, but maintaining that distinction becomes increasingly difficult as most of its legacy carrier competition operates from the protection of Chapter 11. From the beginning, it has been the strategy of Southwest Airlines to offer low fares, no frills service and an enjoyable work environment while seeking superlative levels of customer satisfaction. Traditional strategy remains the same at Southwest as it has been from the beginning, but the company appears to be positioning itself to expand into new markets and so increase profitability. Bibliography lists 4 sources.
Page Count:
3 pages (~225 words per page)
File: CC6_KSstratSWair.rtf
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Unformatted sample text from the term paper:
offer low fares, no frills service and an enjoyable work environment while seeking superlative levels of customer satisfaction. As management gurus were espousing customer satisfaction and approval as the
end goals of all business activity at the height of the quality movement, cofounder and former CEO Herb Kelleher was convinced that only happy employees would be able to deliver
truly superlative customer service over the long term and with consistency. In the time since Kelleher retired as CEO the company has retained
its basic stance on the matter, though replacement CEOs that the company has been through in the interim only grudgingly adhered to that original point of policy and seemingly permanent
personnel strategy. In 2005, the former Human Resources director for Southwest commented at an industry event that it was always Southwests policy to be honest with its employees, that
"through effective people management, the company had created the right type of culture, had seen profits rise for 33 consecutive years, and had never experienced any" (Strategy, 2005; p. 1)
layoffs. That remains true today, though maintaining its position and extending its profitability record is increasingly difficult. It is quite possible that
Southwest will need to alter policy in order to achieve the strategic position it wants and needs to occupy within its industry. A cornerstone of Southwest strategy since its
inception in 1971 has been to closely guard costs, being conscious of all costs and continually searching for ways to reduce costs without reducing its already-lean points of personal customer
service. It was a leader in online booking, and its offering of a package of pretzels as its inflight "meal" has been the brunt of jokes for years.
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