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Essay / Research Paper Abstract
A 9 page paper identifying and discussing points of the strategy that took Southwest to its leadership position followed by assessment of their relevance for other low-cost airlines in today's market. The paper concludes that it appears that the Southwest approach of the past will not be sufficient for building and maintaining competitive advantage in the future. One of the older airlines emerging from bankruptcy protection conceivably could adopt the Southwest way to find a measure of success, but a new airline likely would have less success. Bibliography lists 6 sources.
Page Count:
9 pages (~225 words per page)
File: CC6_KSstratSthwest2.rtf
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Unformatted sample text from the term paper:
drive. Founded in 1971 in response to deregulation of the airline industry, Southwest Airlines struggled with competitors in the early years but won many loyal customers in the process.
Southwest eschewed the frills that other airlines lavished on customers, choosing economy over attempts at luxury. As other airlines supplied full meals to give passengers something to complain
about, Southwest offered up a package of peanuts and smiling faces. The company gave minimal attention to items passengers had no interest in so it could give full attention
to those qualities passengers look for in air travel: arriving at their intended destinations on time and on the same schedule as their luggage.
Southwest continues to lead its industry in these qualities, along with providing some of the lowest fares available. The purpose here is to identify some of the major
points of the strategy that was successful for Southwest and assess their applicability for other low-cost airlines in todays market. Original Position 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.
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
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