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Group Case Study: Southwest Airlines 2011

Group Case Study: Section 4, Case Group A, Case 2: Southwest Airlines 2011

Using the outline you developed in Module 2 (your group may modify the outline as required), and the information you have covered in the first four modules of this course, examine the following case from your Marketing Management textbook:

Section 4, Case Group A

Case 2: Southwest Airlines 2011.

This case will provide you a historical perspective of Southwest Airlines’ market position, competitive rivals, and new expansion opportunities.

Make sure you include the following:

1. Analyze the current competitive marketing environment since the acquisition of AirTran. How has the communication channels of Southwest’s new brand worked? Is having two websites (www.airtran.com and www.southwest.com) an example of integration communication marketing? Provide examples of how brand image is communicated to customers (e.g. websites, frequent flyer programs, advertising, promotions, etc.).
2. Analyze how Southwest has differentiated its Air Tran services with Southwest services. Do they have the right communication mix? Support your position with articles, testimonials available online, and your opinions as you review web material and other communication information about the company (and its services).
3. How will Southwest best serve its expanded flight routes to target markets in the future? How you would design their overall promotion mix to new cities (or perhaps countries)? Provide some creative examples that you discussed as a group.

Abstract

Officially, Southwest became an international airline in July 2014 when it transitioned service operated by its subsidiary, AirTran, to its brand. This deal strengthened southwest position in the southeast and on the east coast. This research analyzes the current competitive marketing environment since the acquisition of AirTran.

Current Competitive Marketing Environment

Currently, Southwest faces familiar competitors on many of its international routes; some of the major competitive forces are rivalry among sellers being moderately active. Airlines primarily compete on price and services; however to a lesser extent they compete on the frequency of flights, reliability, and frequent flyer programs. Recently, pressures have eased since well-established carriers have stayed within their geographical areas of dominance, concentrating more on profitability other than the expansion.