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southwest

HOW IT ALL STARTED Southwest Airlines (SWA) begins in June 18, 1971, when SWA first operated a first airline consul between Houston, Dallas and San Antonio. Rollin King and Herb Kelleher are the founders of the company. The end of 1971 SWA immediately began to expand. In 1972 all Houston service is transferred to Houston's Hobby Airport form Houston Intercontinental, that is make more convenient for people to fly. During the first year of operations the customers were the Southwest's first priority. Five years after the first operated a twin-engine the SWA places its sixth Boeing 737 into service while flying over one and a half million satisfied customers to their destinations. Also at the same year SWA gets clearance to begin spreading to Austin, Corpus Christi, El Paso, Lubbock, and Midland/Odessa. Also, SWA carries its five millionth passengers and SWA becomes the public. SWA stock is listed on the New York Stock Exchange. In 1978, Herbert Kelleher comes aboard as permanen!

t President, CEO, and Chairman of the Board for SWA. In 1979, SWA introduced in ten cities to self-ticketing machines in ten cities to make it even faster and more convenient for people to fly. Year later SWA added its 22nd Boeing 737 to the family and it


c travel accounted for 78% of passenger revenues in 1997; international travel accounted for 22%. The largest domestic airline in 1997, based on carrier revenues, was United Airlines, a unit of UAL Corp. With the exception of Southwest, all major airlines today operate through hub-and-spoke networks. In such a network, passengers are flown from surrounding "spoke" cities to a central "hub" airport, where they transfer to the next leg of their flight. Travelers, of course, prefer point-to-point service, and Southwest is able to satisfy that need by primarily operating in short haul routes. The air travel industry is capital-, labor-, and technology-intensive. Airlines are subject to intense competition, which produces falling yields and razor-thin margins. To succeed, airlines must quickly employ any new process or procedure that can reduce costs. Internet and Airlines The Internet has the potential to radically alter the way airline seats are priced and distributed, it also pr!

ine in the United States. SWA spans over fifty-six airports compare with 1971 only Dallas, Houston and San Antonio. Also, SWA is known in the airlines industry as a quality flight and the most modern fleet. SWA is a service business and it is continuing to improve its services. INDUSTRY OVERVIEW, TRANDS AND OPPORTUNITIES. Air travel slowing industrywide. According to Standard & Poors' Industry Survey, in 1998, air travel for the industry's major carriers was projected to increase 2.9% to 590 billion revenue passenger miles (RPMs). This is somewhat slower than the projected 3.5% gain for real gross domestic product (GDP) in 1998. In 1999, RPMs would advance 2.5% to 605 billion, while real GDP is seen growing 1.7%. The recently sluggish pace for air travel represents a break from the normal pattern: since 1987, air travel has grown 1.8 times faster than real GDP. Two elements are working against air travel at present. First, the industry is experiencing a cyclical slowdown that !

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ist, that are separated which are pleasure travelers (in which demand tends to be elastic) and the segment of business travelers (in which demand is typically inelastic). And they do that by placing some restrictions on lower price tickets - requiring advanced purchase. A

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Approximate Word count = 1558
Approximate Pages = 6 (250 words per page double spaced)


  

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