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Southwest airlines final
1.
âSouthwest Airlines just
plane smartâ A Case Analysis of Southwest Airlines 12 April 2012 â Longview Hall, LeTourneau Univeristy CONTACT US 2100 S Mobberly Ave Phone: 123-456-789 Email: entre@domain.com © 2012 Entre- All Rights Reserved. ENTREKiya Gage, Cullen Griffin, Josh Puryear
2.
01. Overview and
Current Performance 02. Key Issue Identification 03. Analysis of Vision, Mission and Objectives 04. Corporate-Level Strategies 05. Functional Strategies 06. Evaluating the External Environment 07. Marketing Analysis ENTRE Items to Discuss 01 © 2012 Entre - All Rights Reserved.
3.
08. Financial Analysis 09.
Evaluating Companyâs Resources 10. Ability to Compete 11. Competitive Strength Assessment 12. Core Competency 13. Organizational Efforts for Good Strategy Execution 14. Ethics and Social Responsibility ENTRE Continued⊠02 © 2012 Entre - All Rights Reserved.
4.
15. Culture 16. Analysis
of Strategic Alternatives 17. Recommendation 18. Justification 19. Christian Leadership Distinctives ENTRE Continued⊠03 © 2012 Entre - All Rights Reserved.
5.
ENTRE Overview of Southwest
Airlines 04 2 Scores and 6 years ago âŠ.1966 2 Scores and 1 year agoâŠ.1971 © 2012 Entre - All Rights Reserved. Lamar Muse was hired as CEO to begin the operations of Southwest Airlines. June 18, 1971, Southwest flew out their first flight. The primary goal of Rollin King was to begin A low cost and low fare airline that would Allow passengers to fly between San Antonio, Dallas, and Houston.
6.
ENTRE Overview of Southwest
Airlines 05 Profits since 1973 Expansion © 2012 Entre - All Rights Reserved. In 1981, the company expanded to 14 Destination cities. As of today, Southwest flies To 72 cities in 37 states. Southwest Airlines has continued to earn a Profit even through the crisis of 2008.
7.
ENTRE Key Issue Identification
06 © 2012 Entre - All Rights Reserved. Cost of Operations Varied Company Factors Social TrendsEconomic Conditions
8.
ENTRE Key Issue Identification
07 © 2012 Entre - All Rights Reserved. Cost of Operations Rising Labor Costs . In response to the war on terror this would induce special training, increased awarareness, passenger security upgrades, air marshals etc. Potential costs, such as anti-weapons systems will increase expenses to the airlines.
9.
ENTRE Key Issue Identification
08 © 2012 Entre - All Rights Reserved. Varied Company Factors Competitive factors that impact Southwest Airlines are fare sales, and capacity decisions made by the company and its competitors.
10.
ENTRE Key Issue Identification
09 © 2012 Entre - All Rights Reserved. Economic Conditions The economic downturn directly affects peopleâs will to travel by changing consumer ticket purchasing habits such as, visiting friends and family during the holidays.
11.
ENTRE Key Issue Identification
10 © 2012 Entre - All Rights Reserved. Social Trends The ability to eliminate the need for businessmen to make deals in person increases everyday. Skype, OoVoo, and Cisco have made it possible to interact , peer-to-peer or B2B to conduct sales, initiate and close contracts.
12.
ENTRE Mission Statement 11 ©
2012 Entre - All Rights Reserved. The mission statement of Southwest Airlines is dedication to the highest Quality of Customer Service delivered with a sense of warmth, friendliness, individual Pride and company spirit.
13.
ENTRE Mission Statement to
Employees 12 © 2012 Entre - All Rights Reserved.
14.
Best Place to
work Convenient Schedule Desirable Destinations Safest, Most Efficient, Most Reliable ENTRE 13 © 2012 Entre - All Rights Reserved. Objectives Do all in a way that that maintains a low cost Structure and the ability to offer low fares.
15.
ENTRE Corporate Level Strategies
14 © 2012 Entre - All Rights Reserved. Broad Differentiation Love Campaign Ten minute turnaround Low-Cost 1971 - $10 fare Cut prices in half Best-Cost Regular priced ticket w/ Free gift
16.
ENTRE Weâd like to
match their new fares, but weâd have to raise ours! 15 © 2012 Entre - All Rights Reserved. $59 - 2 checked bags Fees total $37 Actual Price $22 Actual Price $49 Fees total $10 $59 â 1 checked bag United AirlinesSouthwest Airlines
17.
ENTRE Functional Strategies of
Southwest Airlines 16 © 2012 Entre - All Rights Reserved. Herb Kelleher Cofounder and longtime CEO Youâve got to take the Time to listen to Peopleâs ideas. Colleen Barrett President - 2001 Primary goal was to Ensure employees felt Good about what they Were doing. Gary Kelly Current CEO Continues managing the Company the same ways Previous.
18.
ENTRE Porters â 5
â Forces 17 © 2012 Entre - All Rights Reserved. Potential New Entrants Substitue Products And Services Bargaining Powers Of Suppliers Bargaining Power of Buyers Competitive Rivalry
19.
ENTRE Porters â 5
â Forces 18 © 2012 Entre - All Rights Reserved. Competitive Rivalry American Airlines United Delta US AIR Jetblue Southwest
20.
ENTRE Porters â 5
â Forces 19 © 2012 Entre - All Rights Reserved. Bargaining Power of Suppliers Aircraft Manufactures Aircraft Leasing Fuel Companies Airports Food Service Companies
21.
ENTRE Porters â 5
â Forces 20 © 2012 Entre - All Rights Reserved. Potential New Entrants Foreign Carriers Regional Startups
22.
ENTRE Porters â 5
â Forces 21 © 2012 Entre - All Rights Reserved. Bargaining Power of Buyers Travel Agents Business Travelers Pleasure Travelers
23.
ENTRE Porters â 5
â Forces 22 © 2012 Entre - All Rights Reserved. Substitute Products and Services Alternate Traveling Videoconferencing Private Transportation
24.
4 Pâs Price Product Place Promotion ENTRE Marketing
Analysis 23 © 2012 Entre - All Rights Reserved. Product: No frills airline service. Customer Service Place: Locations across The United States. Flying into Smaller airports. Price: Low fares, Free bags, Biggest Strategic Advantage. Promotion: Clever print and Advertisements. Runs promotions On certain flights. Rapid Rewards.
25.
ENTRE Financial Analysis 24 ©
2012 Entre - All Rights Reserved. Southwest Airlines Finacncal Analysis Year 2011 2007 2006 2005 2004 2003 Profit Ratios Operating Profit Margin 4.4% 8.0% 10.3% 9.6% 6.2% 6.4% Net Profit Margin 1.1% 6.5% 5.5% 6.4% 3.3% 6.3% Return on Stockholder's equity 2.6% 9.3% 7.7% 7.3% 3.9% 7.4% Earnings Per Share 0.23$ 0.84$ 0.61$ 0.67$ 0.38$ 0.54$ Luquidity Ratios Current Ratios 0.96 0.92 0.71 0.94 0.56 1.34 Working Capital (in millions of $) -188 -395 -826 -228 -1676 590 Leverage Ratios Debt-to-assets ratio 61.9% 58.6% 58.6% Debt-to-equity ratio 54.5% 30.1% 26.2% 29.9% 33.4% 30.4% Long-term-to-equity ratio 45.2% 29.5% 24.3% 20.9% 30.8% 26.4% Coverage ratio 3.57 6.65 7.30 5.94 4.59 4.16 Other Important Measures of Financial Performance Dividend yield on common stock 21% 17% 12% 11% 11% 11% Price-earnings ratio 37.22 14.52 25.11 24.52 42.84 29.89 Dividend payout ratio 7.8% 2.1% 3.0% 2.7% 4.7% 3.3% Free cash flow (in millions of $) -20 1,679 707 -173 -481 -93
26.
Sensible Expansion Business Model
Effieciency Team Spirit ENTRE SWOT Analysis 25 © 2012 Entre - All Rights Reserved. Strengths No Frills Image Product Innovation Safety Record Customer Service Flexibility
27.
No Alliances Easily mimicked No
baggage transfer Small Room for Development ENTRE SWOT Analysis 26 © 2012 Entre - All Rights Reserved. Weaknesses Multi-country coverage
28.
Low-cost position Expansion Mergers or
Aquisitions ENTRE SWOT Analysis 27 © 2012 Entre - All Rights Reserved. Opportunities Societal Values Long-term industry growth Growth/smaller airports
29.
Cost of operations Weather Varied
comp factors ENTRE SWOT Analysis 28 © 2012 Entre - All Rights Reserved. Threats Terrorist Attacks Number of RivalsComp Economies of Scale
30.
ENTRE Value Rareness Imitability
Organization 29 © 2012 Entre - All Rights Reserved. Competitive Advantages Value: through low-cost initiatives Imitability: Highly Competitive. Rareness: One of the few companies That offer low-fares. Organization: Research and development VALUE RARENESS IMITABILITY ORGANIZATON
31.
Case Study 30
32.
ENTRE Competitive Strength Assessment
31 © 2012 Entre - All Rights Reserved. Rating Score Rating Score Rating Score Rating Score KeySuccessFactors Weight Advertising 0.05 3 0.15 3 0.15 2 0.1 2 0.1 CostStructure 0.2 3 0.6 2 0.4 3 0.6 2 0.4 ServiceQuality 0.1 3 0.2 3 0.3 2 0.2 1 0.1 ContractedAirports 0.1 3 0.3 3 0.3 2 0.2 2 0.2 PriceCompetitiveness 0.15 4 0.6 3 0.45 3 0.45 3 0.45 Management/Culture 0.2 4 0.8 2 0.4 3 0.6 2 0.4 FinancialPosition 0.15 4 0.6 3 0.45 2 0.3 3 0.45 MarketShare 0.05 3 0.15 3 0.15 1 0.05 1 0.05 Total 3.5 2.6 2.5 2.15 Therating4=majorstrength,3=minorstrength,2=minorweaknessand1=majorweakness. Rival3Rival2Rival1SouthwestAirlines
33.
ENTRE Core Competency 32 ©
2012 Entre - All Rights Reserved. Southwest Airlines has continued To make sure their employees are Happy which in return, keeps Customers happy.
34.
ENTRE Organizational Efforts for
Good Strategy Execution 33 © 2012 Entre- All Rights Reserved. Southwest Airlines is intereseted in people Who externalize. Southwest wants employees Who work well in teams, Have good judgement, and Who are not selfish. The Federal Aviation Administration training courses
35.
ENTRE Organizational Efforts for
Good Strategy Executiion 34 © 2012 Entre- All Rights Reserved. Employees who had been there And done that understand who Will be under them. Operation Kick Tail Managers are to spend At least 1/3 of their time Observing employees.
36.
ENTRE Ethics and Social
Responsibility 35 Named in the top 50 Southwest offers donations to organizations © 2012 Entre- All Rights Reserved. -Aid Families Facing Serious Illnesses -Provide Support for our Military and Families -Developing Youth Leadership Programs - Assist in Disaster Preparedness and Response Ranked number 7 in 2009 for the Performance of the company during the Crisis of 2008.
37.
Laid Back Employees Enjoyable Customers 2nd ENTRE The
Culture of Southwest Airlines 36 © 2012 Entre - All Rights Reserved. Culture
38.
ENTRE Recommendation and Justification
37 © 2012 Entre- All Rights Reserved.
39.
ENTRE www.entre.com © 2012 Entre
- All Rights Reserved. Thank You !
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