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Southwest Way by possessing a warrior spirit, leading with a servants heart, and
having a fun-LUVing attitude. Employee training is led by the Southwest Airlines
University which offers courses to new hires, employees, and managers. The
company believes that learning is a continuous process, thus the constant need for
training.
11. Promoting from Within. The management of Southwest Airlines believe that
employees who have already experienced and lived the Southwest Way would be
more fit and appropriate for new supervisory or other high positions offered in the
company. Promoting from within is advantageous because it is less costly, inside
hires have a higher performance level than outside hires, employees work harder to
be promoted, and job security is given to employees.
12. Employee Compensation & Benefits. According to Exhibit 12 in the case,
Southwest Airlines is the most competitive airlines company when it comes to
employee compensation and benefits. The company provides the highest amount of
compensation and benefits for their employees, especially that it follows its
employee-first principle. Southwests competitive compensation and benefits would
lead to higher employee motivation and retention.
13. Wide Job Classifications. Based on the contracts of Southwest with the employee
unions, the employees are not bound by limiting work rules and narrow job
classifications. Any qualified employee could perform any action. For example, flight
attendants could clean the inside of the plane to prepare for the next flight, thus
lessening costs and saving time for the company itself. This allows Southwest
employees to become more productive.
14. The No-Layoff Policy. Since Southwests birth in 1971, it has never laid off any
employee. This policy supports the employee first principle and the organizational
culture. Since the company is very selective in its employee selection process, it is
just appropriate for it to maintain its employees. The company believes that keeping
their employees builds trust, loyalty, and security.
15. Employee Empowerment. Following its employee-first principle, Southwest Airlines
empower its employees by giving them the responsibility to lead the company.
Employee-led initiatives are done and are encouraged in the company. Rather than
buying 800 new computers for the new reservations center in Albuquerque, the
employees just bought parts and formed the PCs themselves. The employees were
also responsible for the removal of company logos on trash bags and the introduction
of e-tickets. This employee-led initiatives greatly helped Southwest in trimming its
costs.
correct fuel hedging predictions as they had a huge amount of losses in late 2008
and 2009.
2. Heavy Dependence on a Single Aircraft Supplier. Southwest Airlines has been
heavily dependent on Boeing for its aircraft fleet. Although this is a good thing since
the two companies have already established a strong relationship between them, this
might also be a bad thing. If the products and services of Boeing deteriorates or if
their prices rise, Southwest would surely be affected. This could also cause
bargaining issues and if Boeing goes out of business, Southwest would surely face
big problems such as delays in looking for new suppliers.
3. Lack of Other Value-Adding Products, Services & Facilities. Passengers on
flights are only given snacks and beverages, no meals are served. Certainly there
are passengers, especially businessmen, who are busy and do not have enough time
to eat so later they would want to take meals during the flight. There are also no firstclass sections in Southwest planes and no fancy clubs where passengers could relax
at terminals. These lacking services could later become reasons why Southwest
Airlines might lose customers.
4. Integration of AirTran into Southwest. Southwest has a strong culture so clearly, it
would be difficult for AirTran employees to adapt to the Southwest Way. Integrating
the employees into the Southwest way is surely a big challenge to the company.
AirTran employees will be retrained by Southwest. It is also a challenge for the
AirTran employees to learn and live the strong corporate culture of Southwest.
5. Problematic Statistics. Based on Exhibit 13 in the case, Southwest Airlines has
problematic statistics compared to its rival companies. Southwests percentage of
scheduled flights arriving within 15 minutes of the scheduled time has declined from
78.7% in May 2000 to 76.7% in May 2013. The companys mishandled baggage
reports per 1,000 passengers increased from 3.08% in May 2012 to 3.72% in May
2013. Lastly, the complaints per 100,000 passengers boarded against Southwest
increased from 0.14% in May 2011 to 0.36 in May 2013.
The following are recommendations to address the problems and further improve the
performance of Southwest Airlines:
1. Continue the Good Things Theyre Doing. It is recommended that Southwest
Airlines shall continue with the good things theyre doing, those that were discussed
in the first part of this report, such as its strong can-do culture, low-cost strategy,
employee empowerment, and the bag free policy. The good things Southwest is
doing are the sources of its competitive advantage so the company should continue
doing or even improve them.
2. Improve Fuel Hedging Predictions. Southwest lost a great amount of money when
they were wrong in their fuel hedging predictions. To avoid great losses, the company
should further improve their fuel hedging predictions. Southwest Airlines can hire
professional risk managers that could surely help them manage their fuel risks more
efficiently and help them reach their financial and business goals. Southwest Airlines
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should also be always updated with the latest global news especially those that could
affect the prices of oil and fuel.
3. Look for Additional Reliable Aircraft Suppliers. Aside from Boeing, Southwest
Airlines could look for additional aircraft suppliers to lessen their dependence on
Boeing. Just like the recruiting and selection process of Southwest for new
employees, the company should also be selective and rigorous in its supplier
selection process. Southwest should be able to find new suppliers which are as
reliable and high-quality as Boeing, or even much better, if there is.
4. Add More Important Products, Services and Facilities. Southwest should
consider offering meals during flights for their passengers. First-class air travel could
also be introduced because it can increase the revenues of Southwest. First class
passengers are offered better food or menu options than the other passengers and
also enjoy wider seats and space. First-class air travel is suitable for tired and busy
businessmen who are part of the market served by Southwest. Offering a wider
variety of products, services, and facilities would surely improve customer service
and loyalty.
5. Prepare for the Integration of Southwest and AirTran. AirTran employees should
be given the opportunity to see and experience themselves the culture of Southwest
Airlines. They should also be trained under the Southwest University for the People
and be taught with the same courses the Southwest employees were offered to be
fair and consistent. Since AirTran has international flights, Southwest should study
international regulations especially in those locations which are served by AirTran to
avoid conflicts.
6. Improve Statistics. To improve customer service, Southwest should improve its
statistics (Exhibit 13) compared to its competitors. The company should focus on
customer complaints specifically regarding mishandled baggage reports and delayed
flights so that they would not lose customers and revenues. Since only a few
customers tend to voice out their complaints, Southwest could also survey their
customers to gather more responses about their customer service and other
important aspects. Southwest should be better at complaint handling to further gain
the trust and the loyalty of their customers.