Subject category:
Human Resource Management / Organisational Behaviour
Published by:
Stanford Business School
Version: 5 April 2006
Length: 27 pages
Data source: Field research
Abstract
In 1994 both United Airlines and Continental Airlines launched low cost airlines within an airline, to compete with Southwest Airlines. From 1991 until 1993 Southwest had increased its market share of the critical West Coast market from 26% to 45%. This case considers how Southwest had developed a sustainable competitive advantage and emphasizes the role of human resources as a lever for the successful implementation of strategy. This case asks whether competitors can successfully imitate the Southwest approach.
Time period
The events covered by this case took place in 1994.Geographical setting
Region:
Americas
Country:
United States
Featured company
Southwest Airlines
Employees:
10000+
Turnover:
USD 2.2 billion
Industry:
Airline
Featured protagonist
- Ann Rhoades (female), Vice President of People
About
Abstract
In 1994 both United Airlines and Continental Airlines launched low cost airlines within an airline, to compete with Southwest Airlines. From 1991 until 1993 Southwest had increased its market share of the critical West Coast market from 26% to 45%. This case considers how Southwest had developed a sustainable competitive advantage and emphasizes the role of human resources as a lever for the successful implementation of strategy. This case asks whether competitors can successfully imitate the Southwest approach.
Settings
Time period
The events covered by this case took place in 1994.Geographical setting
Region:
Americas
Country:
United States
Featured company
Southwest Airlines
Employees:
10000+
Turnover:
USD 2.2 billion
Industry:
Airline
Featured protagonist
- Ann Rhoades (female), Vice President of People