Critical Analysis Of The Airline Southwest Airlines

Critical analysis of the airline Southwest Airlines

Southwest Airlines is the main low -cost airline in the world. And a clear example of which low cost does not mean poor service, but quite the opposite. Likewise, the airline owes much of its success to its founder Herb Kelleher who had a client -centered vision. It is a brand that has grown since its humble beginnings, in the late 1960. (Keller, 2016, p. 474) points out that "companies that offer the powerful combination of low and high quality prices are capturing the hearts and wallets of consumers around the world".

Since the beginning Southwest Airlines has preserved a solid objective in offering a client experience superior to its competitors. In fact, its mission is "the dedication to the highest quality of customer service delivered with a sense of warmth, friendship, individual pride and spirit of the company".

This company its main focus is people. Your customers and employees are the most valuable. Stories like UHLE are not isolated, nor are they part of experience marketing actions. They are the result of an effort to make a client -centered culture.

In addition, one of Southwest Airlines’ main concerns is that due to its great success in the market, many of the airlines seekbe in constant innovation of strategies to continue being one of the best airlines in the world. (Kotler, 2016, p. 488) points out that "companies must anticipate the price changes of their competitors and prepare contingency responses, including maintenance or price or quality change".

On the other hand, recognition is an important psychological need. Therefore, a way of strengthening ideal brand behaviors is to reward them. In Southwest the recognition programs make evident before all what are the desired behaviors.

In the book "Marketing address" of Kotler Keller it is mentioned that "a successful price increase can increase profits considerably. If the company’s profit margin is 3 percent of sales, an increase in a percentage point raises its profits in thirty -three percent, but as long as the sales volume is not affected."  

Anyway, in Southwest Airlines they make a sustainable competitive advantage through a work force capable of fulfilling its brand promise in each of its daily behaviors. Workers are an integral part of the airline customer experience strategy. And so the experience Southwest Airlines assures the airline to build a sustainable competitive difference in time, prepared to surprise when their customers really need it.