Southwest Airlines The deregulation of the United States domestic civil aviation industry in 1978 saw airlines begin to compete freely. However, the capital-intensive nature of the business, along with undifferentiated products and services, has led to 120 airline bankruptcies since then. In the light of this context, Southwest's ability to compete is particularly interesting as it has not only continued to expand, but has been the only one to earn a profit every year since 1973 (Freiberg, 1998, p. 4-5).

Today, Southwest is the fourth largest major airline in America, flying more than 64 million passengers a year to 58 cities (Southwest Airlines, 2002). Southwest attributes its success to its unique business model of rock bottom fares, low costs, and outrageous customer service that entails getting passengers and their baggage to their destinations on time and ensuring that they have some fun along the way (Peters, 1998, p. xiv). This business model is the basis of the airline positioning itself as a low fare airline that is fun to fly.

Southwest does not assign seats on its flights in line with its business model of keeping its costs and fares low. Not assigning seats gives the airline the advantage of helping cut boarding time to twenty minutes and reducing costs by reducing ground time. The principle, here, being that lower unit costs per flight and higher revenues are achieved by increasing the number of hours that an aircraft flies (Freiberg, p. 82-82). Thus, the aforesaid and several other cost cutting measures have enabled Southwest to successfully occupy the position of a low fare airline. The airline fulfilled its second...

For example, a print ad promoting its high frequency flight schedules in 1971 was captioned "How do we love you? Let us count the ways." (Southwest, 2003) From 1971 to a January 20, 2004 press release that says, "Leap into Luv month.... Whether you need to surprise your sweetie with a weekend trip...fares are red hot and available only for a limited time," (Southwest, 2004) Southwest has consistently built on its 'luv' theme and reinforced its position as a fun, customer oriented airline.
However, the history of Southwest's 'luv' concept goes way beyond a mere advertising theme, extending as it does to its employee relations. In fact, Southwest believes that its employees are living advertisements for its message: "When people come in contact with Southwest's twenty-two thousand people, they experience the advertising." (Freiberg, 1998, p. 261) This corporate philosophy and Southwest's success in implementing it, as a culture, is reflected in the airline's hiring policy, employee team work with staff pitching in wherever required, and in outrageous customer service. The company is known to hire…