Southwest Airlines: A Culture of Fun
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Southwest Airlines: A Culture of Fun
Happy employees make happy passengers. These are words to live by at Southwest Airlines. “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” (
Southwest promotes their frequent flyer program on their website, which allows customers to accumulate points when they fly. “We count credits, not long miles. It takes only eight roundtrips or 16 one-ways within a consecutive, 12-month period on Southwest to receive a roundtrip award” (
The industry has always been very competitive and Southwest knew they would have to differentiate themselves in order to succeed. Allan (2001) states, “When the company was setup, the owners decided that instead of offering long-haul flights–which would attack the established airlines head on–it would establish short-haul routes with an average distance of around 430 miles” (p. 4). The carrier also put a spin on traditional airline service by launching, “A love theme, under the slogan Somebody up there loves you. Its airhostesses wore hot pants and white PVC go-go boots” (Allan, 2001, p. 4). Allan (2001) states that they made up pet names, “The drinks served were called Love Potions, the peanuts were known as Love Bites and the tickets came from Love Machines! Even the companys Dallas headquarters are at Love Field” (p. 4). These things made the airline unique, making customers want to fly with them.
Southwest Airlines creates a fun atmosphere for their employees and customers. Allan (2001) states that this company believes, “If you get your passengers to their destinations when they want to get there, on time, at the lowest possible fares and make darn sure they have a good time doing it, people will fly your airline” (p. 4). They battled the larger airlines, and ended up being a trailblazer. “Southwest adopted a different marketing strategy, and did it in a way that was difficult to imitate. Others may be able to set up another airline, but it is not easy to create a similar culture of fun, enthusiasm and commitment. In the words of the company, We took a great idea and made it fly” (Allan, 2001, p. 4).
Several sayings and slogans inform people of what Southwest stands for. For years they have had a trademark heart and you can find Iflyswa in many of their ad campaigns. “The company language is understood to be a stop-at-nothing, all-for-one, one-for-all spirit attitude is known throughout the companys corporate culture especially among the older employees” (Taylor, 2003, p.29). This company structure was developed by former CEO Herb Kelleher, who said, “We have always felt that a company is much stronger if it is bound by love rather than by fear” (Ellet, 2004, p8). Southwest only wants individuals who care about what their job entails and are willing to take that extra step for their customers. Southwest will in turn take that extra step for them. In the article “Leadership is Simple,” they describe how an employees house was destroyed by a tornado and that other Southwest employees helped salvage the employees belongings, the airline also helped the family out financially to rebuild their home. Overall, employees are taught to focus on the group; employees will not let job boundaries get in their way. Pilots will help load baggage and employees from other areas of the company will help in other areas that they are not assigned to. This is a result of the excellent training employees receive at the University for People. If you give employees the right tools to work with and guide them in the right direction they will benefit the company more in the long run.
Many lessons can be learned from Southwest Airlines dealings with employees. Southwest, along with its former CEO Herb Kelleher, have the uncanny ability to motivate employees to the point that the employees make customers unbelievably happy. “Southwest Airlines holds many business-related and social celebrations. This helps other employees to know the kinds of behavior which the company rewards” (Laszlo, 1999, p. 8). In addition, Southwest rewards good behaviors with lots of fun events. “Departments shower one another with free ice-cream, pizza or other goodies as tokens of customer devotion, or simply in appreciation of a job well done” (Bunz & Maes, 1998, p. 12).
Southwest Airlines myths mostly stem from its former chief executive. Herb Kelleher is known for doing many things that are very unusual for people in similar offices.
For example, Southwest Airlines, led by CEO Herb Kelleher, who calls himself the High Priest of Ha-Ha, strongly endorses the importance of fun. Southwest Airlines looks for a sense of humor in their new recruits, paints company airplanes in wild designs such as Shamu the whale, hides flight attendants in luggage racks to surprise customers, sends new hires on a scavenger hunt to uncover corporate history and culture, and produces rap music videos to communicate organizational results (Newstrom, 2002, p.4; Sunoo, 1995, p. 62).
Building great relationships with employees is something the airline takes great pride in. Extensive effort is being made to train, empower and retain valuable workers. Allenbaugh (2002) reported, “By doing a particularly good job of empowering employees and creating a positive working environment, the employees, in turn, do a particularly good job of serving the passengers. When the customers are served well, they come back” (p. 5).
The airline prides itself on customer satisfaction, which also encompasses offering the lowest fares. Emphasis is placed on promoting the low prices being offered by the airline. Their website goes so far as to offer cost saving tidbits to the customer, “Our lowest fares are most often found on our web site, Southwest.com. We offer weekly Internet-only fares called Clickn Save Internet Specials, which are available for purchase only on Southwest.com, Tuesday through Thursdays”