MM6016
BrandingandMarketing Communication
SOUTHWEST AIRLINES
2006 1995 1971
Established in Texas with 3 planes; routes between Dallas, Houston, and San Antonio Ticketless travel available system wide Southwests 31th consecutive year of profitability
1967
Formed by Herb Kelleher and Rollin King
MARKET LEADERSHIP
POSITIONING Reliable Friendly Low price
Customer Intimacy
Product Leadership
Southwest Airlines
Operational Excellence
BRAND Southwest spirit i.e. Keeping the spirits alive (Positively outrageous service)
CBBE PYRAMID
High loyalty with limited customer base - High customer satisfaction - Customer experience
Resonance
EMPLOYEE BRANDING
the process by which employees internalize the desired brand image and are motivated to project the image to customers and other organizational constituents
Journal of Relationship Marketing article (Miles & Mangold, 2004)
EMPLOYEE BRANDING
effectively positioning the organization in customers minds became the most successful airline Colleen Barrett, President and Chief Operating Officer, attributed Southwests success to its employees.
motivates employees to internalize and deliver the desired brand image. principally rooted in the concept of employee branding
THE PROCESS
Competitive advantage through employee
The model indicates the organizations mission and values are the cornerstones of the process: they state the organizations reason for being and give insight into the manner in which the mission is to be accomplished
THE PROCESS
CONTD.
An organizations mission and values provide a foundation by which the desired brand image is defined. Messages transmitted within the organization should clearly convey the organizations mission, values, and desired brand image.
THE PROCESS
CONTD.
Effective and consistent transmittal of messages reflecting the organizations mission and values will accomplish two things
know, understand, and experience the desired brand image uphold the psychological contract that exists between the organization and the
individual employee
WHAT HAS MADE SOUTHWEST AIRLINES SUCCESSFUL? WHAT DISTINGUISHES IT FROM COMPETITORS?
SUCCESS FACTORS
It keeps things simple and consistent which drives costs down, maximizes productive assets, and helps manage customer expectations
Service innovation Strong management & organizational culture A relatively happy workforce Hire the right people with the right attitude Training & development Leadership commitment Simple in-flight service One plane fits all Point-to-point flying No frills, no fees Aggressive fuel hedging
Strengths
Low cost structure relative to large carriers High number of established, high-frequency discount routes Operational efficiencies relative to large and low-cost carriers Modern, cost efficient flight network model Employees work very well at a team
Weakness
Decreasing differentiation relative to other low-cost-carriers (segmented seats, international flight) Aircraft type versus long, transcontinental routes Overcoming the automobile for short, consumer trips
Opportunities
Industrial growth after declining on 9/11 incident International flights
Threats
Long term fuel prices and hedge activities Rising labor costs New low-cost carriers, new regional jets Weather conditions Competitor Jetblue, Airtran-being copied
MARKETING STRATEGY
Medium-to high-frequency business travelers Male/female professionals aged 24-55 years of age. Internet/technology savvy Price/cost conscious
Segment
Target
Positioning
The only low-fare, short-haul, high-frequency, point-to-point carrier in America that is fun to fly
MARKETING PROGRAM
Product
Frequent, conviniently timed flights, point-to-point route systems Providing exellent customer service, baggage handling, easir ticketing, flexible flight schedules, easier check in and check out on the airport The first major airline to introduce a Ticketless Travel option, eliminating the need to print and process a paper ticket altogether
Price
Charge the lowest possible fare that still enables the airline to make a profit
Promotion
Insightfulunderstanding of customer benefits and how to translate those benefits into meaningful products and services Southwests marketing and advertising goal is to be very clear in their low-fare message but at the same time create and reinforce the companys nutty image Internal marketing program
Place
Travel bookings on Southwest Airlines are done primarily through direct marketing: by phone and the Internet Doesnt interline or offer joint fares with other airlines
MARKETING PROGRAM
Strengthened domestic footprint Focus on brand and service innovation
Business Potential
Shared customers letters Blogs Nuts about Southwest WOM Culture committees Internal & external ads
Customers
Team
Performance Culture Stocks options Profit sharing Compensation and incentives Open door policy Luv Lines
ADVERTISING
Mission Southwest Airlines is dedication to the highest quality of Customer Service delivered with a sense of warmth, friendliness, individual pride, and company spirit
Employee comes first, customer second Internal Ads Southwest is a symbol of a freedom External Ads At Southwest freedom begins with me
Allow people to travel to places they would Learn and grow through personal and professional development
Reflect brand image, deliver on the mission statement, and reward brand ambassadors
SERVQUAL
RELIABILITY ASSURANCE TANGIBLE EMPATHY RESPONSIVENESS
KEYS TO SUCCESS
Consistent brand communication (external & internally) Management/Employee
Employees are motivated and dedicated towards customer satisfaction Recruited friendly and fun matched criteria of an employee Team buildings employee training focused Pilots are paid by the flight
Customer Focused
Belief in giving first preference to their customers over everything else Low-cost carriers
Organizational Culture
strong organizational culture Values of fun, love and teamwork
LESSON LEARNED
Southwest Airlines successfully providing their service by