Professional Documents
Culture Documents
Southwest Airlines: Capturing Surplus
Southwest Airlines: Capturing Surplus
Capturing surplus
Han Yi Kim
Southwest Airlines
• Founded in 1971 by Rollin King and Herb
Kelleher
• The third-largest airline in the world
• The United States’ most successful low-fare,
high frequency, point-to-point carrier.
• Known as a “discount airline” since 1973
- offers low fares
- no-frills service
- basis for Southwest's popularity and rapid growth
Corporate Culture
• Tickets must be bought from the airline itself, the
phone or online
• Extra Rapid Rewards
- frequent flier program
- credits for online booking users only
• Customers are assigned to a boarding group
depending on check-in time
- find their own seats on the plane
• Colorful boarding announcements and crews that burst
out in song instead of no video entertainment
• Meal service is less than on historically full service
airlines
Basis for profitability
• Fuel hedging
– Purchased fuel options for years in advance to
smooth out fluctuations in fuel costs
– substantially increased its hedging in 2001 in
response to projections of increased crude oil prices
– Advantaged after Sep. 11, 2001 attack, the oil shock
from Iraq War, and Hurricane Katrina
• Operated only one model of aircraft
– Boeing 737, medium range-narrow body commercial
passenger jet aircraft
– easy to replace parts and ground support equipment
The Southwest Effect
• A trend that indicated the success and
profitability of Southwest’s business model
– less expensive than driving between two
points in the early 1970s, during the first
major energy cost crisis in the U.S.
• Basis of lean operations and high aircraft
utilization
• When a low fare carrier enters a market,
profit grows dramatically
Fight against high speed rail
• In 1991 Texas TGV Corporation planed to connect the
“Texas Triangle” (Houston – Dallas – San Antonio) with a
privately financed high speed train system at a lower fare
rate
– The same model Southwest Airlines used 20 years
earlier to break in to the Texas market
• The original estimated cost was $5.6 billion, but the task
of securing the necessary private funds proved extremely
difficult
• Southwest Airlines created legal barriers to prohibit the
consortium from moving forward with the help of lobbyists.
• In 1994, the Texas TGV Corporation has failed and
withdrew high speed rail development
– lost $40 million to be invested
Conditions for price discrimination
• A firm must have some market power to price discriminate
– The demand curve the firm faces must be downward
sloping
• Southwest knows that it can attract more customers
at lower fare price
• The firm must have some information about the different
amounts people will pay for its product.
– Southwest must know how reservation prices or
elasticities of demand differ across consumers
• A firm must be able to prevent resale, or arbitrage.
– Customers need to present an identity card before
boarding
Third-Degree Price Discrimination
• The firm identifies different consumer groups, in
the market, each with a different demand curve.
– Southwest Airlines recognizes that any given flights
has different types of travelers
• business travelers vs. vacation travelers
• To maximize profit, the firm sets a price for each
group by equating marginal revenue and
marginal cost.
– Equivalently, by using the inverse elasticity pricing
rule (IEPR)
The Inverse Elasticity Pricing Rule
(IEPR)
• The rule stating that the difference
between the profit-maximization price and
marginal cost, expressed as a percentage
of price, is equal to minus the inverse of
the price elasticity of demand.
Price elasticity of demand
• The percentage change in quantity demanded
(Q) that occurs in response to a percentage
change in price (P)
Daily