Westjet Case Analysis
Case Analysis
WestJet is a Canadian low-cost carrier that provides scheduled and charter air service. Beddoe, Bell, Hill Morgan and David Neelman believed that there was not only a market for a low-fare carrier in Canada, but that they could succeed at bringing this service to the country. They became the founding team of the concept that became WestJet Airlines. WestJet has been very successful with their low-fare strategy. They believe that their culture was the key that helps their business grows. They focus on their culture and how to maintain their “fun” culture. All WestJet’s employees are treated equally no matter what their titles are. Beside all employees have respect and trust then they will feel happy and comfortable to work with WestJet and more loyal to the company. WestJet also believes in teamwork because this is the way can help them reduce their cost. Everyone works as a team will help each other out. Every employee can do any job so the company does not need to hire many people to work on a specific job. According to the WestJet case that I have read, the main problem is WestJet’s expansion plans. They want to expand more airline route networks in Canada but they do not want to change their culture. They will need to hire more people for their expansion plans. The more people are hired, the more difficult for the company maintain their culture. Because of diversity may change WestJet’s culture in the future if more new employees are hired. New employees maybe not familiar with WestJet’s culture because they are new, and they come from different background and experiences. For example, Steve Smith was hired as a CEO in early 1999 but it became apparent almost immediately that Smith did not fit with WestJet’s culture. He would override decisions and had a top-down management style which is not supposed in WestJet’s culture. In September 2000, he suddenly resigned and Beddoe had to take his seat back. WestJet
WestJet is a Canadian low-cost carrier that provides scheduled and charter air service. Beddoe, Bell, Hill Morgan and David Neelman believed that there was not only a market for a low-fare carrier in Canada, but that they could succeed at bringing this service to the country. They became the founding team of the concept that became WestJet Airlines. WestJet has been very successful with their low-fare strategy. They believe that their culture was the key that helps their business grows. They focus on their culture and how to maintain their “fun” culture. All WestJet’s employees are treated equally no matter what their titles are. Beside all employees have respect and trust then they will feel happy and comfortable to work with WestJet and more loyal to the company. WestJet also believes in teamwork because this is the way can help them reduce their cost. Everyone works as a team will help each other out. Every employee can do any job so the company does not need to hire many people to work on a specific job. According to the WestJet case that I have read, the main problem is WestJet’s expansion plans. They want to expand more airline route networks in Canada but they do not want to change their culture. They will need to hire more people for their expansion plans. The more people are hired, the more difficult for the company maintain their culture. Because of diversity may change WestJet’s culture in the future if more new employees are hired. New employees maybe not familiar with WestJet’s culture because they are new, and they come from different background and experiences. For example, Steve Smith was hired as a CEO in early 1999 but it became apparent almost immediately that Smith did not fit with WestJet’s culture. He would override decisions and had a top-down management style which is not supposed in WestJet’s culture. In September 2000, he suddenly resigned and Beddoe had to take his seat back. WestJet