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Company Culture Drives Productivity
COMPANY CULTURE DRIVES PRODUCTIVITY: A STUDY ON HOW COMPANY CULTURE IMPACTS THE BOTTOM LINE By Matthew Imaizumi Submitted in partial fulfillment of the Requirements for Departmental Honors in the Department of Entrepreneurial Management. Texas Christian University Fort Worth, Texas 8 May 2017 COMPANY CULTURE DRIVES PRODUCTIVITY: A STUDY ON HOW COMPANY CULTURE IMPACTS THE BOTTOM LINE Project Approved: Supervising Professor: Homer, Erekson, Ph. D. Department: Dean of Neeley School of Business Stacy, Grau, Ph. D. Department of Marketing ABSTRACT This study of company culture and its impact on the bottom line of an organization begins with an analysis of the Service Profit Chain. The Service Profit Chain is a management theory that develops a quantifiable set of relationships that directly link profit and revenue growth to not only customer loyalty and satisfaction, but to employee loyalty, satisfaction, and productivity (Heskett 1997). The crux of the theory rests on the ability of a company to create a culture and workplace that is designed to satisfy and empower employees to perform at their highest ability. This study then progresses into a case analysis of Southwest Airlines to show how a company can benefit financially by successfully creating a culture that empowers its employees and follows the model set forth by the Service Profit Chain. The heart of this study is to show that culture is not an aspect of a business that should be written off, but rather, a momentous factor that can lead to more satisfied and productive employees -
Southwest Airlines 1996 Annual Report
1996 Annual Report TABLE OF CONTENTS Consolidated Highlights 2 Introduction 3 Letter to Shareholders 4 People and Planes 6 Southwest Spirit 8 THE Low Fare Airline 10 Productivity 12 Ontime Performance 14 Customer Satisfaction 16 Mintenance and Safety 18 What’s Next? 20 Financial Review 22 Management’s Discussion and Analysis 22 Consolidated Financial Statements 31 Report of Independent Auditors 49 Quarterly Financial Data 50 Common Stock Price Ranges and Dividends 50 Corporate Data 51 Directors and Officers 52 Ten Year Summary 55 CONSOLIDATED HIGHLIGHTS (DOLLARS IN THOUSANDS PERCENT EXCEPT PER SHARE AMOUNTS) 1996 1995 CHANGE Operating revenues $3,406,170 $2,872,751 18.6 Operating expenses $3,055,335 $2,559,220 19.4 Operating income $350,835 $313,531 11.9 Operating margin 10.3% 10.9% (0.6)pts. Net income $207,337 $182,626 13.5 Net margin 6.1% 6.4% (0.3)pts. Net income per common and common equivalent share $1.37 $1.23 11.4 Stockholders’ equity $1,648,312 $1,427,318 15.5 Return on average stockholders’ equity 13.5% 13.7% (0.2)pts. Debt as a percentage of invested capital 28.3% 31.7% (3.4)pts. Stockholders’ equity per common share outstanding $11.36 $9.91 14.6 Revenue passengers carried 49,621,504 44,785,573 10.8 Revenue passenger miles (RPMs)(000s) 27,083,483 23,327,804 16.1 Available seat miles (ASMs)(000s) 40,727,495 36,180,001 12.6 Passenger load factor 66.5% 64.5% 2.0 pts. Passenger revenue yield per RPM 12.07¢ 11.83¢ 2.0 Operating revenue yield per ASM 8.36¢ 7.94¢ 5.3 Operating expenses per ASM 7.50¢ 7.07¢ 6.1 Number of Employees at yearend 22,944 19,933 15.1 NET INCOME (in millions) $207 $179 $183 250 $154 200 $97 150 100 50 0 1992 1993 1994 1995 1996 2 NET INCOME PER SHARE $1.37 $1.22 $1.23 1.40 $1.05 1.20 1.00 $.68 0.80 0.60 0.40 0.20 0.00 1992 1993 1994 1995 1996 SOUTHWEST AIRLINES CO. -
Winning the Oil Endgame: Innovation for Profits, Jobs, and Security Oil Dependence
“We’ve embarked on the beginning of the Last Days of the Age of Oil. Nations of the world that are striving to modernize will make choices different from the ones we have made. They will have to. And even today’s industrial powers will shift energy use patterns....[T]he market share for carbon-rich fuels will diminish, as the demand for other forms of energy grows. And energy companies have a choice: to embrace the future and recognize the growing demand for a wide array of fuels; or ignore reality, and slowly—but surely—be left behind.” —Mike Bowlin, Chairman and CEO, ARCO, and Chairman, American Petroleum Institute, 9 Feb. 1999 1 “My personal opinion is that we are at the peak of the oil age and at the same time the begin- ning of the hydrogen age. Anything else is an interim solution in my view. The transition will be very messy, and will take many and diverse competing technological paths, but the long- term future will be in hydrogen and fuel cells.” —Herman Kuipers, Business Team Manager, Innovation & Research, Shell Global Solutions, 1. Bowlin 1999. 21 Nov. 2000 2 2. Kuipers 2000. “The days of the traditional oil company are numbered, in part because of emerging technolo- gies such as fuel cells....” 3. Bijur, undated. — Peter I. Bijur, Chairman and CEO, Texaco, Inc., late 1990s 3 4. Ingriselli 2001. “Market forces, greenery, and innovation are shaping the future of our industry and propelling 5. Gibson-Smith 1998. us inexorably towards hydrogen energy. Those who don’t pursue it…will rue it.” — Frank Ingriselli, President, Texaco Technology 6. -
Overview and Trends
9310-01 Chapter 1 10/12/99 14:48 Page 15 1 M Overview and Trends The Transportation Research Board (TRB) study committee that pro- duced Winds of Change held its final meeting in the spring of 1991. The committee had reviewed the general experience of the U.S. airline in- dustry during the more than a dozen years since legislation ended gov- ernment economic regulation of entry, pricing, and ticket distribution in the domestic market.1 The committee examined issues ranging from passenger fares and service in small communities to aviation safety and the federal government’s performance in accommodating the escalating demands on air traffic control. At the time, it was still being debated whether airline deregulation was favorable to consumers. Once viewed as contrary to the public interest,2 the vigorous airline competition 1 The Airline Deregulation Act of 1978 was preceded by market-oriented administra- tive reforms adopted by the Civil Aeronautics Board (CAB) beginning in 1975. 2 Congress adopted the public utility form of regulation for the airline industry when it created CAB, partly out of concern that the small scale of the industry and number of willing entrants would lead to excessive competition and capacity, ultimately having neg- ative effects on service and perhaps leading to monopolies and having adverse effects on consumers in the end (Levine 1965; Meyer et al. 1959). 15 9310-01 Chapter 1 10/12/99 14:48 Page 16 16 ENTRY AND COMPETITION IN THE U.S. AIRLINE INDUSTRY spurred by deregulation now is commonly credited with generating large and lasting public benefits. -
Doing the Right Thing
southwest cares Doing The Right Thing The 2008 Southwest Cares Report is dedicated to the Employees, Customers, Shareholders, and other Stakeholders of Southwest Airlines, who strive each and every day to do the right thing for Our Planet, Our Communities, Our People, and Our Suppliers. ABOUT THIS REPORT Gary Kelly: Chairman, President, and CEO oing the Right Thing. It’s not just a slogan at the stark bareness of the moon. Earth appears as a Southwest Airlines; it is our way of life. We welcoming lifeboat in the void of space. Doing the right Dpractice this concept in a million different ways, thing for our planet is not just “good business,” it is every day. Southwest is privileged to serve millions necessary for our survival. of Customers annually who have chosen to patronize It takes a lot of dedication, perseverance, and us with their hard-earned money. Southwest honors hard work to do the right thing for our Customers, our Customers’ patronage by doing the right thing for Employees, and Planet, and this report outlines them—providing Safe, comfortable, and reliable air our environmental efforts and our goals. We began transportation. Our Mission Statement puts it this operations in 1971 with a revolutionary idea that way: “The mission of Southwest Airlines is dedication everyone should be able to afford to fly instead of drive to the highest quality of Customer Service delivered and to enjoy the Safety, comfort, and convenience of with a sense of warmth, friendliness, individual pride, air travel. For the past 38 years, we have devoted and Company Spirit.” ourselves to meeting that goal. -
Redalyc.Engineering and Strategy: Returning to the Case of Southwest
Revista Escuela de Administración de Negocios ISSN: 0120-8160 [email protected] Universidad EAN Colombia Berrío Zapata, Cristian Engineering and strategy: returning to the case of southwest airlines, an analysis in production and technology management Revista Escuela de Administración de Negocios, núm. 73, julio-diciembre, 2012, pp. 209-217 Universidad EAN Bogóta, Colombia Available in: http://www.redalyc.org/articulo.oa?id=20625032013 How to cite Complete issue Scientific Information System More information about this article Network of Scientific Journals from Latin America, the Caribbean, Spain and Portugal Journal's homepage in redalyc.org Non-profit academic project, developed under the open access initiative Casos empresariales ENGINEERING AND STRATEGY: RETURNING TO THE CASE OF SOUTHWEST AIRLINES, AN ANALYSIS IN PRODUCTION AND TECHNOLOGY MANAGEMENT Cristian Berrío Zapata 1. INTRODUCTION ome company cases let us see what was a network that makes every part of it shake, when any done to produce business model innovation component is touched. This network, immersed into Sthat creates ruptures in the market, changing the environment evolution, is a complete systemic the rules of competition. One of these cases is the unit, where paradigm changes must be supported with story of Southwest Airlines (SWA). This article tries to operational actions so innovation becomes a living demonstrate that engineering operational excellence is force that changes competing profiles. This virtuous fruitless without a compatible moving in other conceptual cycle between thought and action, when successful axes like service, finances, administration and human in producing adaptative and innovative competing resources. The areas of a company are bounded into structures, revolves the markets and generates new rules for competition. -
Essays on Strategic Behavior in the U.S. Airline Industry
Essays on Strategic Behavior in the U.S. Airline Industry Dissertation Presented in Partial Fulfillment of the Requirements for the Degree Doctor of Philosophy in the Graduate School of The Ohio State University By Kerria Measkhan Tan, B.A., M.A. Graduate Program in Economics The Ohio State University 2012 Dissertation Committee: Matthew Lewis, Advisor James Peck Huanxing Yang c Copyright by Kerria Measkhan Tan 2012 Abstract In my first dissertation essay, \Incumbent Response to Entry by Low-Cost Carri- ers in the U.S. Airline Industry," I analyze the price response of incumbents to entry by low-cost carriers in the U.S. airline industry. Previous theoretical papers suggest that airlines might respond to entry by lowering prices to compete harder for existing customers or they might increase prices to exploit their brand-loyal customers. This paper tests which effect is more prominent in the airline industry. I find that when one of four low-cost carriers enters a particular route, legacy carrier incumbents respond differently than low-cost carrier incumbents to new low-cost carrier entry. Legacy carriers decrease their mean airfare, 10th percentile airfare, and 90th percentile air- fare before and after entry by a low-cost carrier. However, low-cost carriers do not significantly alter their pricing strategy. The differing incumbent responses can be attributed to the finding that low-cost carrier entrants tend to match the price set by rival low-cost carriers in the quarter of entry and tend to enter with a lower price than that of legacy carrier incumbents. The results also suggest that entry does not affect price dispersion by incumbent carriers. -
A Free Bird Sings the Song of the Caged: Southwest Airlines' Fight to Repeal the Wright Amendment John Grantham
Journal of Air Law and Commerce Volume 72 | Issue 2 Article 10 2007 A Free Bird Sings the Song of the Caged: Southwest Airlines' Fight to Repeal the Wright Amendment John Grantham Follow this and additional works at: https://scholar.smu.edu/jalc Recommended Citation John Grantham, A Free Bird Sings the Song of the Caged: Southwest Airlines' Fight to Repeal the Wright Amendment, 72 J. Air L. & Com. 429 (2007) https://scholar.smu.edu/jalc/vol72/iss2/10 This Article is brought to you for free and open access by the Law Journals at SMU Scholar. It has been accepted for inclusion in Journal of Air Law and Commerce by an authorized administrator of SMU Scholar. For more information, please visit http://digitalrepository.smu.edu. A FREE BIRD SINGS THE SONG OF THE CAGED: SOUTHWEST AIRLINES' FIGHT TO REPEAL THE WRIGHT AMENDMENT JOHN GRANTHAM* TABLE OF CONTENTS I. INTRODUCTION .................................. 430 II. HISTORICAL BACKGROUND .................... 432 A. THE BATTLE TO ESTABLISH AIRPORTS IN NORTH T EXAS .......................................... 433 B. PLANNING FOR THE SUCCESS OF THE NEW AIRPORT ........................................ 436 C. THE UNEXPECTED BATTLE FOR AIRPORT CONSOLIDATION ................................... 438 III. THE EXCEPTION TO DEREGULATION ......... 440 A. THE DEREGULATION OF AIRLINE TRAVEL ......... 440 B. DEFINING THE WRIGHT AMENDMENT RESTRICTIONS ................................... 444 C. EXPANDING THE WRIGHT AMENDMENT ........... 447 D. SOUTHWEST COMES OUT AGAINST THE LoVE FIELD RESTRICTIONS ............................... 452 E. THE END OF AN ERA OR THE START OF SOMETHING NEW .................................. 453 IV. THE WRIGHT POLICY ............................ 455 A. COMMERCE CLAUSE ................................. 456 B. THE WRIGHT AMENDMENT WILL REMAIN STRONG LAW IF ALLOWED .................................. 456 1. ConstitutionalIssues ......................... 456 2. Deference to Administrative Agency Interpretation............................... -
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leading from the middle “It’s in the DNA” Infusing Organizational Values at Southwest John Lubans Jr. Since writing my first Southwest Airlines (SWA) column— innovating, and providing the best customer service among “Southwest: The Un-stodgy Airline”—I’ve flown on SWA the surviving airlines—seemingly always a step ahead of several times a year.1 Doing so, I’ve gotten up close to the the competition. Other businesses, including airlines, have SWA culture in practice: how they treat people, how they sought to emulate the SWA model, but a successful replica- deliver their services, and how they deal with crises. I con- tion of the SWA way remains elusive. Why not simply hand tinue to marvel at how SWA stays ahead of its competition, out Southwest’s core values and, voila, there you have it? how it keeps fares affordable and still makes a profit, how Or is it more complicated than that? One clue is that for most of their flight attendants respond to full planes with Southwest’s top leadership, the SWA way is “a matter of good cheer and obvious interest in passengers. Whenever the heart” rather than something formulaic. Herb tells of I read “Colleen’s Corner,” Colleen Barrett’s in-flight maga- an executive who wanted to adopt the SWA way for his zine presidential column, I am impressed by her unclut- company, but discovered to his dismay that his new open- tered, undefensive style, and Employee focus. Yes, the word door policy had a downside. He told Herb, “People were is capitalized at SWA. -
Skyteam: Caring More About You a Conversation with É Leo Van Wijk, Chairman, Skyteam Pg
A MAGAZINE FOR AIRLINE EXECUTIVES 2011 Issue No. 1 Taking your airline to new heights SkyTeam: Caring More About You A Conversation With É Leo van Wijk, Chairman, SkyTeam Pg. 10 18 Strategic commercial planning 46 Avianca-TACA merger changed Latin 63 Merchandising through GDS gives airlines increases airline revenues America aviation additional storefront © 2011 Sabre Inc. All rights reserved. [email protected] ASCEND I SPECIAL SECTION The Sports Car Southwest Airlines’ acquisition of AirTran Airways opens new opportunities Southwest Airlines’ purchase of AirTran Holdings gives the airline access to new markets that appeal to leisure and business travelers alike. By Mark Hess | Ascend Contributor and Lynne Bowers-Dodson | Ascend Staff Shutterstock Photos: 50 ascend ASCEND I SPECIAL SECTION ascend 51 ASCEND I SPECIAL SECTION uying a flashy sports car has long share at Boston Logan and New Y ork LaGuardia. fundamental changes that have occurred and will been held as a tell-tale sign that a Southwest expects the acquisition will generate occur in the U.S. airline industry over the next man is speeding toward a mid-life roughly US$400 million in annual savings by 2013. few years is the dramatic growth of low-cost crisis. The stereotypical event is “Combining with AirTran makes good business Southwest Airlines.” triggered usually when the man sense for Southwest; it can add 38 cities relatively Southwest grew organically and through acqui - realizes he wants to take a new quickly, and many of these new markets are on the sitions during the 1980s and 1990s. In the mid Bdirection in life rather than traveling down the East Coast, where Southwest has had weak cover- 1980s, it bought Dallas, T exas-based Muse Air . -
Bibliography.Doc
BOOKS ABOUT SOUTHWEST AIRLINES Cohan, Peter S. Value Leadership. San Francisco: Jossey-Bass. 2003. Southwest Airlines is used as an example of hiring and promoting honest people. Hiring for values also contributes to its competitive advantage as well as combining fun with values. Davidson, Paul. Consumer Joe. New York: Broadway Books. 2003. Four letters from Southwest Airlines' Customer Relations department are included in this book of questions inspired by America's largest corporations. Freiberg, Kevin and Jackie. NUTS! Southwest Airlines’ Crazy Recipe for Business and Personal Success. Austin: Bard Press, Inc. 1996. The true tale of how the people of Southwest Airlines have created, nurtured and sustained a very special culture radically different from that of most other companies. Gittell, Jody. The Southwest Airlines Way: Using the Power of Relationships to Achieve High Performance. McGraw-Hill Trade. December 19, 2002. The key to Southwest Airlines' success is the high performance relationships based on shared goals, shared knowledge and mutual respect among all levels of management, employees, and suppliers. Goddard, Larry and David Brown. The Turbo Charged Company, Igniting Your Business To Soar Ahead of the Competition. The Parkland Group Inc. 1995. Southwest Airlines is featured prominently in this book that describes those companies that dramatically outperform their competitors and achieve superior returns for their stockholders. Harris Ph.D., Jim. Getting Employees to Fall in Love with Your Company. New York: AMACON, 1996. Mentions Herb Kelleher, Employee commitment, productivity, LUV, spirit, one of three best companies to work for. McConnell, Ben and Huba, Jackie. Creating Customer Evangelists. Wabash & Lake, Inc. 2002-2003. -
A Tale of Two Airlines: a Comparative Case Study of High-Road Versus Low-Road Strategies in Customer Service and Reputation Management
International Journal of Aviation, Aeronautics, and Aerospace Volume 6 Issue 2 Article 4 2019 A Tale of Two Airlines: A Comparative Case Study of High-Road versus Low-Road Strategies in Customer Service and Reputation Management Donna Roberts WW/Social Sciences & Economics, [email protected] John C. Griffith Embry-Riddle Aeronautical University, [email protected] Follow this and additional works at: https://commons.erau.edu/ijaaa Part of the Business Commons, and the Social and Behavioral Sciences Commons Scholarly Commons Citation Roberts, D., & Griffith, J. C. (2019). Aale T of Two Airlines: A Comparative Case Study of High-Road versus Low-Road Strategies in Customer Service and Reputation Management. International Journal of Aviation, Aeronautics, and Aerospace, 6(2). https://doi.org/10.15394/ijaaa.2019.1317 This Article is brought to you for free and open access by the Journals at Scholarly Commons. It has been accepted for inclusion in International Journal of Aviation, Aeronautics, and Aerospace by an authorized administrator of Scholarly Commons. For more information, please contact [email protected]. A Tale of Two Airlines: A Comparative Case Study of High-Road versus Low-Road Strategies in Customer Service and Reputation Management Cover Page Footnote We would like to acknowledge the support of Embry Riddle Aeronautical University for providing funding for travel and software in support of this research. This article is available in International Journal of Aviation, Aeronautics, and Aerospace: https://commons.erau.edu/ ijaaa/vol6/iss2/4 Roberts and Griffith: A Tale of Two Airlines: A Comparative Case Study of High-Road versus Low-Road Strategies in Customer Service and Reputation Management Introduction This research represents an in-depth comparative case study highlighting the differences in marketing strategies, and customer service models between American low-cost carrier Southwest Airlines and European low-cost carrier Ryanair.