This presentation encompasses the classic case study of Southwest Airlines, USA.
Explaining why they have been so successful even in recession period.
It is a part of case-study based lectures at Symbiosis Institute of Business Management, Bangalore.
This presentation encompasses the classic case study of Southwest Airlines, USA.
Explaining why they have been so successful even in recession period.
It is a part of case-study based lectures at Symbiosis Institute of Business Management, Bangalore.
It describes the People Express Airlines, the founder Donald Burr, the Rise and Fall of People Express Airlines, the strategy followed by them, the human resources policy, the reason of the fall and the idea for which Donald Burr and People Express Airlines became a household name. A case study analyzed by five students of MDI Murshidabad. This presentation follows the rise of Donald Burr closely, the inception of People Express Airlines, the way he challenged the ideas of American business strategy to the point it was acquired by Texas Airlines.
Southwest Airlines in 2014: Culture, Values, and Operating PracticesTran Thang
This Presentation answer these questions:
1. Is there anything that you find particularly impressive about Southwest Airlines?
2. What grade would you give Southwest management for the job it has done in crafting the company’s strategy? What is it that you like or dislike about the strategy? Does Southwest have a winning strategy?
3. What are the key policies, procedures, operating practices, and core values underlying Southwest’s efforts to implement and execute its low-cost/no frills strategy?
4. What are the key elements of Southwest’s culture? Is Southwest a strong culture company? Why or why not?
5. What grade would you give Southwest management for the job it has done in implementing and executing the company’s strategy? Which of Southwest’s strategy execution approaches and operating practices do you believe have been most crucial in accounting for the success that Southwest has enjoyed in executing its strategy? Are there any policies, procedures, and operating approaches at Southwest that you disapprove of
or that are not working well?
6. What weaknesses or problems do you see at Southwest Airlines as of mid-2014?
7. Do you approve of the AirTran acquisition and the way that Southwest has gone about integrating AirTran
into its operations? Is the integration taking too long? Why go so slow?
This was a research project that our Business Strategy class completed in 2007. This is an evaluation of Southwest Airlines and its position in the market. We evaluated growth and future prospects with a heavily consolidating industry.
A low-cost carrier or low-cost airline (occasionally referred to as no-frills, budget or discount carrier) is an airline without most of the traditional services provided in the fare, resulting in lower fares and fewer comforts.
A low-cost carrier or low-cost airline is an airline that generally has lower fares and fewer comforts.
To make up for revenue lost in decreased ticket prices, the airline may charge for extras like food, priority boarding, seat allocating, and baggage etc.
The term originated within the airline industry referring to airlines with a lower operating cost structure than their competitors.
It describes the People Express Airlines, the founder Donald Burr, the Rise and Fall of People Express Airlines, the strategy followed by them, the human resources policy, the reason of the fall and the idea for which Donald Burr and People Express Airlines became a household name. A case study analyzed by five students of MDI Murshidabad. This presentation follows the rise of Donald Burr closely, the inception of People Express Airlines, the way he challenged the ideas of American business strategy to the point it was acquired by Texas Airlines.
Southwest Airlines in 2014: Culture, Values, and Operating PracticesTran Thang
This Presentation answer these questions:
1. Is there anything that you find particularly impressive about Southwest Airlines?
2. What grade would you give Southwest management for the job it has done in crafting the company’s strategy? What is it that you like or dislike about the strategy? Does Southwest have a winning strategy?
3. What are the key policies, procedures, operating practices, and core values underlying Southwest’s efforts to implement and execute its low-cost/no frills strategy?
4. What are the key elements of Southwest’s culture? Is Southwest a strong culture company? Why or why not?
5. What grade would you give Southwest management for the job it has done in implementing and executing the company’s strategy? Which of Southwest’s strategy execution approaches and operating practices do you believe have been most crucial in accounting for the success that Southwest has enjoyed in executing its strategy? Are there any policies, procedures, and operating approaches at Southwest that you disapprove of
or that are not working well?
6. What weaknesses or problems do you see at Southwest Airlines as of mid-2014?
7. Do you approve of the AirTran acquisition and the way that Southwest has gone about integrating AirTran
into its operations? Is the integration taking too long? Why go so slow?
This was a research project that our Business Strategy class completed in 2007. This is an evaluation of Southwest Airlines and its position in the market. We evaluated growth and future prospects with a heavily consolidating industry.
A low-cost carrier or low-cost airline (occasionally referred to as no-frills, budget or discount carrier) is an airline without most of the traditional services provided in the fare, resulting in lower fares and fewer comforts.
A low-cost carrier or low-cost airline is an airline that generally has lower fares and fewer comforts.
To make up for revenue lost in decreased ticket prices, the airline may charge for extras like food, priority boarding, seat allocating, and baggage etc.
The term originated within the airline industry referring to airlines with a lower operating cost structure than their competitors.
CASE STUDY
Content of research
Data required and obtained
INTRODUCTION&HISTORY
IDEA GENERATION
BUSINESS PRACTICES
DISTINCTIVE CAPABILITIES
Inverted Pyramid Approach
Service Marketing, PPT on Kingfisher airlines. How they have been successed in Airlines Industry. Its a half part of the PPT it means, the failure is remaining will update the same as soon as posslibe.
For Management 452, my group and I did a project; that took the entire semester, over the US Domestic Airline Industry. Our focal firm was Delta. We had 64 slides for our project slides then had to minimize the slides down to 36 for our 40 minute presentation slides. We provided an introduction/history, internal analysis, external analysis, and our own suggestions.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
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Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
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Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
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Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
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Southwest Airlines
1. MARKETING MANAGEMENT
Southwest Airlines: In a Different World
Presented by:Avishek Bhattacharya
Achintya PR
Divya Marwah
Mukul Attri
Nayana Unni
Prasahant Patro
Siddharth Modak
2.
3. Company Profile
• Founded in 1967 by Rollin King, Herb Kelleher and
Lamar Muse
• Started operations in 1971 with three Boeing 737s
after winning the lawsuits against them
• Well known for its Low Fare policy and low cost of
operations
• ‘Airline of the Year Award’ – 2003
• Presently operating in more than 60 countries
with over 500 Boeing aircrafts
• Came up with a famous policy of ‘Employee First,
Customer Second’
4. Core Strategy
“If you get your passengers to their
destinations when they want to get
there, on time, at the lowest
possible fares, and make darn sure,
they have a good time doing it,
people will fly your airline.”
13. Hedging
A hedge is an investment position intended to
offset potential losses/gains that may be
incurred by a companion investment.
SWA used hedging for the following
objectives:
• Plan towards profitability.
• Plan cash flows.
• Lower overall fuel expenses.
18. Other Cost Leadership Strategy
•
•
•
•
•
Use secondary airports (Less congested)
Operates in mid-sized cities.
Low cost pricing strategy
No complementary meals
High utilization rate of fleet of aircraft.
24. Other Focus Strategy
• Frequent reliable departures
• Try to make air fares comparable to driving
expenses for shorter routes.
• Exploring North-East markets
• Code-sharing agreements for greater reach.
25. Bidding and acquiring slots and
gates at LaGuardia
• Airport La Guardia is used by low cost airlines for domestic,
international and transcontinental flights.
• One of the smallest airports in United States of America
• Southwest paid US$7.5 million to acquire certain assets from
bankrupt ATA Airlines in 2008.
• Reason: To acquire the operating certificate and New York’s
LaGuardia Airport landing slots formerly controlled by ATA.
• Southwest got 14 slots, enough to operate seven takeoffs and
seven landings per day at LaGuardia.
• New York's LaGuardia landing slots are the company’s first
entry into the major market.
28. Strengths
•
•
•
•
•
•
•
•
•
Strong fleet operations
Dominant market position in North America
Friendly Staff
Best low fare carrier
Largest airlines in the world in terms of highest number of
passengers per year
Recognized as a great value and excellent services
Flexible working hours even though 82% of employees are
unionized
Strong brand image
Highest daily domestic departures than any other
commercial U.S. airline
29. Weakness
• Declining profits and margins
• Heavy dependence on passenger revenues
• Heavy dependence on a single producer –
Boeing
• Conservative growth strategy
• Limited to cities domestically
• Operates its own booking service
• Does not offer segmentation (business flights,
first class, etc.)
30. Opportunities
•
•
•
•
•
•
Recovery of US Airline Industry
Acquisition of Air Tran Holdings
Recovery of US tourism
International Expansion
Longer flights are being introduced
Traveller traffic is expected to grow by 3.5%
through 2019.
