*The airline must get its planes into the gate and back out within 20 minutes, which is about twice as fast as competitors. This quick turnaround enables Southwest planes to spend more time in the air, which has been key to its ability to keep costs 40 percent below those of other major airlines. But a quick turnaround is more difficult in badly congested airports.
*Not competing in major markets.
C.Opportunities.
*Expansion to other cities.
*Coast-to-coast flights.
*Pre-marketing blitz when entering a new city.
*Public relations when entering a new city.
3.
D.Threats.
*Turn times were increasing as SWA flew to more and more airport.
*Longer flights might require meals, other airplanes, etc., which would increase costs.
*Many of cost saving activities might be compromised if SWA grows too quickly.
*Entering a market where it can't service the demand quickly enough and hence it.
may tarnish its reputation, as customers may become unhappy.
*Retaliation from big airlines if SWA tries to compete in bigger markets.
Management.
Herb Kelleher, CEO Southwest Airlines.
Herb Kelleher is an outrageous, off-the-wall CEO that has built a unique organization and has been extremely successful in a very competitive market. Kelleher has an unorthodox style when compared to CEO's of other major corporations. This style is reflected in his organization's style.
Herb Kelleher's leadership style is the opposite of the many autocratic leaders that have thrived in business for centuries. He does not "rule" over his employees but rather, rules with his employees. Kelleher believes that leadership is the job of every employee, not just upper level management. Kelleher believes that every employee should have the ability to ascertain situations and be able to act on their own decisions. Employees should be able to lead other employees to make decisions.
Kelleher has been noted as saying that "people need to do more inductive reasoning: get out, look around, see things for yourself and experience them.