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Southwest airlines a strategic perspective
Strategic challenges facing southwest airlines
Strategic challenges facing southwest airlines
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Executive Summary
Southwest Airlines is competing with "Shuttle by United" head to head in about 9 routes. United has just announced that it is discontinuing its Oakland - Ontario route and hiking the fares in all the 14 routes by $10, which calculated to be 14.5% increase in the fare. Southwest has to respond effectively to these unexpected developments and has to act accordingly while maintaining their current low fare image and increasing their daily operating profits. We have considered the elasticity of the market to be 1.15.
In order to achieve these objectives, Southwest has the following alternatives to choose from in order to respond effectively:
?Maintain the current fare.
?Follow United by increasing the fare by $10.
?Follow United but increase fare by only $5.
After analyzing the alternatives, we conclude that it will be appropriate for Southwest to increase its fare by $5 so as to increase its daily operating profits while maintaining the low fare airline image.
Problem Definition and Statement of Alternatives
Problem definition: The problem in this case for Southwest Airlines is to workout a strategy to respond to the unexpected developments and changes made by the United Airlines in their services and pricing. United has increased its fare on all 14 "Shuttle by United?routes by $10 and is planning to discontinue its service between Oakland-Ontario effective April.
The Decision Objective: The decision objective is to regain the lost market share and to increase the daily operating profits while maintaining the low fare carrier image.
The Success Measure: The success measure is to maximize the daily operating profit and to gain market share.
Decision Constraints: The constraints are:
?Maintain the low-fare carrier image.
?Protect the current market share.
Alternative actions: There are three alternatives that Southwest Airlines could use to respond against the action taken by United Airlines. The alternatives Southwest could consider are:
?Maintain the current fares.
?Follow United by increasing the fare by 14.5% i.e. $10.
?Follow United but increase fare by only 7.5% i.e. $5.
Analysis of Alternatives
The Air Transportation Elasticity
In order to measure the impact of United's price increase, we would need the price elasticity of the demand. The main problem is that there is no agreement as to whether, generally speaking, air transportation is or is not relatively price elastic. There is ample evidence that the introduction of deeply discounted fares by the low cost carriers can be very price elastic, although, each type of traveler has its own price characteristics.
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Before to select the proper alternative, three alternatives were analysed and evaluated under four decisions criteria: customer experience, cost, growth rate / market penetration and ease to implementation (See Exhibit 2: Factor Analysis). Between all the alternatives, it was suggested that Southwest Airlines enters to New York City by bidding the slots and gates at the LGA (See Exhibit 3: Alternatives Analysis). This alternative sustains the challenge of changing the customer experience which means adding more flights from and to the East; furthermore, entering to new markets will reinforce “the power of the network” through LGA. At the same time, this decision will allow signing more code-sharing agreements with other airlines flying to international destinations and offer new products and services to LUV customers as loyalty rewards, in-flight internet, onboard duty-free purchases, etc.; as a result of this, it will increase passenger’s insights and experiences by flying with Southwest Airlines. Nevertheless, there is potential risk by selecting this alternative, in the recent years the energy prices has had a huge increase affecting costs, fares and even capacity needed, however Southwest Airlines has been able to hedge fuel for decad...
Airline and travel industry profitability has been strapped by a series of events starting with a recession in business travel after the dotcom bust, followed by 9/11, the SARS epidemic, the Iraq wars, rising aviation turbine fuel prices, and the challenge from low-cost carriers. (Narayan Pandit, 2005) The fallout from rising fuel prices has been so extreme that any efficiency gains that airlines attempted to make could not make up for structural problems where labor costs remained high and low cost competition had continued to drive down yields or average fares at leading hub airports. In the last decade, US airlines alone had a yearly average of net losses of $9.1 billion (Coombs, 2011).
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