1. Craig Jarrell Kamaria Hill Kerrie Byrd Ross Ray
Southwest Airlines
Craig Jarrell
Kamaria Hill
Kerrie Byrd
Ross Ray

2. Agenda SWOT Analysis Balanced Scorecard Strategy Map
IFE/EFE
Balanced Scorecard Strategy Map
Mission/Vision
Southwest Airline Recommendation
Acquiring LaGuardia
Questions

3. SWOT MATRIX Internal Factors External Factors
S-Strength
Great work environment
Superb Customer Service
Guaranteed lowest prices than competitors
Quick landing/departure turning around (30mins)
Made one fifth of their flights one stop
W- Weakness
Flying into unprofitable routes that causes a monetary loss
Does not Award Program Benefits for being a frequent flyer
Does Not Offer booking by class
SWA ‘s flight to LaGuardia is more expensive than the major booking websites
O- Opportunity
Not being a part of major websites such as Orbitz.com
Possibility to generate enough revenue from eight flights to cover the cost for the slot purchase
According to Daryl Kaurse, long term employees get the chance to work and gain experience in New York City
In need of service within New York City
SWA’s already worker- friendly environment will allow them to capitalize on employees gaining experience in a new location
Superb customer service and low prices would ensure quality service with major websites
SWA quick landing/ departure times fits right into LaGuardia’s time slots
SWA should offer Award Program Benefits and consider booking flights by class to penetrate NYC Airports and competitors
SWA should partner up with major websites such as Orbitz.com to increase profit margins
T- Threats
Other low-fare providers such as JetBlue
An improvement in the recession and travelers do not have to be cost efficient and more willing to travel outside the states
VP of Properties pointed out that 50 % of all delays in the U.S. derive from the three major New York Airports.
New York Airports have a High Cost Structure:
-1. Flight delays cost SWA
-2. Airport has high landing fees
-3. High wages must be paid to employees in the city.
Reputation being damaged by entering into NYC Airport Structure
Continuing to keep prices low while offering quality service will keep competition scarce.
Reducing the amount of lay over flights to combat high delay percentage and NYC High Cost Structure
Maintaining high quality customer service to combat bad reputation from NYC Airport Structure
SWA should survey other low-fare providers such as JetBlue to reduce flight prices to LaGuardia
SWA should look into airports within close proximity of NYC to balance out NYC Airport High Cost Structure, high delay percentage and reduce monetary loss
Internal Factors
External Factors

4. EFE Matrix Opportunities: Weight Rating Weighted Score 0.14 3 0.42
Opening slots in LaGuardia
0.14 3
0.42
Become a part of a major websites such as Orbitz.com
0.17 1
In need of direct flight within New York City 4
0.56
Provide award programs for their frequent flyers
0.11 2
0.22
Expanding its market into other major cities and outside the U.S
Threats:
An improvement in the recession and travelers do not have to be cost efficient and more willing to travel outside the states
0.06 2
0.12
JetBLue is also a low-fare provider
0.08
0.16
New York Airports have a high cost structure (landing fees, high wages in city)
0.07 3
0.21
Gas and oil price fluctuations
0.18
Flying into unprofitable routes that causes a monetary loss
Total
1.0

5. IFE Matrix Strengths Weight Rating Weighted Score
Great work environment
.10 4
.40
Lowest price against competitors
.18
.72
Quick landing/departure turn around
.08 3
.24
Provide free luggage check-in
.05
.15
Flight schedule availability up to next year
Weaknesses
Flying into profitable routes
.13 1
No award programs for being a frequent flyer
.09
Does not book by classes
.20
The flight from LaGuardia is more expensive
.07 2
.14
Only have five between LaGuardia and Chicago Midway and three between LaGuardia and Baltimore/Washington
Total
1.00
2.32

6. Balanced Scorecard Customer Satisfaction Employees & Company Culture
The mission of Southwest Airlines is dedication to the highest quality of Customer Service delivered with a sense of warmth, friendliness, individual pride, and Company Spirit.
Strategic Objective:
Acquiring LaGuardia
Objectives
Measurement
Target
Initiative
Internal
Customer Satisfaction
Employees & Company Culture
 Feedback
Use culture to provide customer service
 Employee Incentives
Fun “LUVing” Attitude
Financial
Generate Profits
Increase in Flights
 Flight Revenues
Landing & Fuel Costs
Increase % of ticket sales
Reduce # of flight delays
 Low costs strategies
Customer  
 Customer Commitments
On-Time Departures
Service to NY
 % of Delayed Flights
Amt. of Returning Customers
 #1 in prices and flight turnarounds
Building Relationships 
Customer Loyalty Programs
Growth and
Development
   
 More Flights
Service in larger city
Attract more customers
 Success of serving LaGuardia
Bring Southwest experience to New York
 Serve the New York area
Customer Service
Employees
Culture
Airline Delays
Profitability
8 Flights Daily
High Costs Structure
Flig hts are on time
Stronger Commitment
Service to New York
Expansion

7. QUESTIONS