First‚ you might want to read the one page article on Southwest Airlines. The focus on the paper tells us about the organizational culture at Southwest. Then you want to do a brief google search and look for Southwest/Air Tran merger. Develop a background on the merger. Mergers present opportunities and hazards for both the company and the HR manager. When one company merges with or acquires another‚ some changes to both organizations may occur‚ such as eliminating redundant positions or combining
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to travel instead of driving. Due to an increase in the price of gas and a decrease in the demand for driving due to the price of gas‚ there will be an increase in the demand for flying during holidays. Therefore‚ airlines such as US Airways‚ Southwest Airlines‚ and United Airlines can expect an increase in the amount of Americans trying travels by means of their airplanes. Due to an increase in the demand for flying over holidays‚ finding a cheap flight will be harder to come by. For instance
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Case study: The Muse/TransStar and Southwest Airlines BATNA Case Overview Muse Air was struggling amid the 1982 traffic controllers’ strike‚ a massive debt to service and shrinking cash reserves. By the end of 1984‚ they were looking for a merger to keep it afloat. In 1985 culminated the purchase of Muse Air by its long time nemesis and rival‚ Southwest Airlines. Southwest Airlines paid USD 60.5 millions in stock and cash for Muse Air when Muse Air was on the verge of collapse in 1985. After completing
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1977 “If the Wright brothers were alive today Wilbur would have to fire Orville to reduce costs” Herb Kelleher‚ Former President of Southwest Airlines‚ 1994 INTRODUCTION The low cost airline model (often called the “no frills” model in Europe – we tend to stick with the American vernacular) has been the subject of intense interest and study. The “Southwest effect”‚ basically the drop in fares that occurs when a low-fare airline begins serving an airport that had previously had no low-fare carriers
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Although Ryanair inspired its strategy from the low cost model Southwest has created‚ we can easily notice that there is now major differences between Ryanair and Southwest Airlines. 1. They are not targeting the same market. In 2009 Ryanair had over 850 routes across 26 countries in Europe‚ while Southwest is only focused on the domestic market (except from Mexico and the Caribbean‚ after its acquisition of AirTran Airways). Even if Ryanair considered the opportunity to go overseas‚ they dropped
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YourLastName University title Introduction When Kelleher Herb and King Rollin founded Southwest Airlines in 1971‚ they wanted to offer airline services which were low-cost‚ in busy markets of not more than 500 miles. The first flights were between Houston‚ Dallas and San Antonio. Today Southwest is one of the largest airlines in United States for its local passenger miles flown. Southwest has executed business models in an effective manner that distinguishes it from other US airlines which
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SOUTHWEST AIRLINES Southwest Airlines Co. is a major U.S. airline and the world’s largest low-cost carrier‚ headquartered in Dallas‚ Texas. It was established in 1967 that operates Southwest Airlines and AirTran Airways to fly among three major Texas cities – Dallas‚ Houston and San Antonio. It is the biggest operator of the Boeing 737 in the world. Flight distances ranged from 190 to 250 miles and flight time were about 45 minutes. Today Southwest operates nearly 400 Boeing 737 aircraft to 59 U
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Southwest Airlines in 2010: Culture‚ Values and Operating Practices 1. Has the AirTran acquisition make good strategic sense for Southwest? For the past 40 years Southwest Airlines has been known as the market share leader in domestic flight travel in the United States. The company has always been known for excelling in differentiating themselves among other low-fare carriers by providing a reliable product and an excellent customer service. Moreover‚ Southwest has also proven to be a profitable
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strategy did they use? Explain thoroughly. 2. What are the indicators used to measure quality and satisfaction in the airline industry? How did Jet Blue perform in terms of airline quality and satisfaction ratings through the years relative to Southwest and Air Tran Airways? 3. How did Jet Blue perform on important airline metrics such as “cost per available seat mile” relative to its competitors? 4. What do you mean by block time or block hours? a. How did Jet Blue and its pilots perform
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person. It involves specifying the objective of the business venture or project and identifying the internal and external factors that are favorable and unfavorable to achieve that objective. Table below shows the SWOT and TOWS matrices to analyse Southwest Airlines INTERNAL FACTOR STRENGTHS (S) WEAKNESSES (W) • Employee Satisfaction • Customer Service • Low fares • Stable profitability • Scheduled Service • Leadership • IT Superiority • Financially Fit • High capacity usage • The best low
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