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Case Southwest Airline (Take Home-1)

Case Southwest Airline (Take Home-1)

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Published by yosefprihanto

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Published by: yosefprihanto on Mar 10, 2010
Copyright:Attribution Non-commercial


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1. The Internal EnvironmentCost competitves
low cost structureQuality : safety is the priorityInnovation : - e-ticket instead of paper ticket- customer service : positively outrageous service(friendliness, caring,warmth and company spirit) and frill low fare flightsSpeed: - turn around time : rapid turn around time (10): - faster than substitution products (bus, train, etc)2. The External Environment
Substitute products include the train and bus which cover longdistances. While these alternates cannot offer the speed of travel,most of Southwest Airlines' customers are attracted to the low price.
Suppliers include those who provide service/products necessary forSouthwest Airlines to their business function. For Southwest Airlines,suppliers include mechanics (and other maintenance people),providers of fuel, food(the snacks that are offered). The suppliers donot have much bargaining power. Customers include both residentialand commercial sectors. There is no bargaining power for customers,as there is no threat of backward integration; it is unlikely thatcustomers of Southwest Airlines are going to build their own airplanesand fly themselves.
Rivalry among competitors sets the price-Southwest Airlines is adiscount airliner. Rivalry is increasing, as the market decreases, andcompetitors downsize, the competitors become more or less equal insize and capacity. This means that as economic conditions worsen,competitors downsize and then compete for the same remainingmarket.
 The threat of new entrants is low, the demand is not high. On top of that, there are hurdles, not necessarily the greatest; the FAA.Government regulations and restrictions imposed on those involved inthis industry. Such would be government sanctions consequent of international issues.

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