Southwest Airlines set low prices to gain market share, originally setting fares at $20 with a breakeven point of 39 passengers per flight. After an initial slump, revenues grew and losses declined. Southwest focused on keeping prices as low as possible while breaking even with reasonable load factors. When forced to raise prices to $26, Southwest increased amenities like legroom and free drinks and services to justify the increase. Competitors Texas Airlines and Braniff followed by raising their own fares. Southwest also implemented strategic discounting, lowering prices on some routes by half after 8pm and on weekends, increasing traffic by 12%. Southwest similarly halved prices for 60 days on its Dallas to San Antonio route, hoping to attract new
Southwest Airlines set low prices to gain market share, originally setting fares at $20 with a breakeven point of 39 passengers per flight. After an initial slump, revenues grew and losses declined. Southwest focused on keeping prices as low as possible while breaking even with reasonable load factors. When forced to raise prices to $26, Southwest increased amenities like legroom and free drinks and services to justify the increase. Competitors Texas Airlines and Braniff followed by raising their own fares. Southwest also implemented strategic discounting, lowering prices on some routes by half after 8pm and on weekends, increasing traffic by 12%. Southwest similarly halved prices for 60 days on its Dallas to San Antonio route, hoping to attract new
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Southwest Airlines set low prices to gain market share, originally setting fares at $20 with a breakeven point of 39 passengers per flight. After an initial slump, revenues grew and losses declined. Southwest focused on keeping prices as low as possible while breaking even with reasonable load factors. When forced to raise prices to $26, Southwest increased amenities like legroom and free drinks and services to justify the increase. Competitors Texas Airlines and Braniff followed by raising their own fares. Southwest also implemented strategic discounting, lowering prices on some routes by half after 8pm and on weekends, increasing traffic by 12%. Southwest similarly halved prices for 60 days on its Dallas to San Antonio route, hoping to attract new
Copyright:
Attribution Non-Commercial (BY-NC)
Available Formats
Download as DOCX, PDF, TXT or read online from Scribd
The pricing policy of Southwest and the onset of Air War
Setting the price
The company y set prices to get the maximum market share. The Breakeven point of 39 passengers per flight for $20 was set as the price as they were optimistic of growing in the future. After the slump in 1972 the revenues grew and the losses came down Cost structure The airlines came up with methods to reduce the costs. The flights were used efficiently and were in the air for most of the time handling many trips per day. The breakeven point was far below the current prices charged by TI and Braniff. They priced to just recover the cost Company pricing policy Southwest looked at keeping the prices as low as possible and breakeven with a reasonable load factor Price increase The company had to increase the price from $20 to $26. However, southwest had always focussed on cheap prices and discounts. So, they removed some seats in the plane, increase the leg space. They advertised this as the new executive travel with free drinks, free security charge. They conveyed that the incremental increase in benefits in terms of free services and better standard was far greater than the price rise. Responding to price changes Braniff and Texas Airlines followed suit by increasing the fares as the low cost was unsustainable. Strategic time pricing (discounts) Southwest airlines offered half rates on some routes after 8 pm and special weekend pricing. The demand was price elastic and the traffic went up by 12% on these routes. Seasonal price discount Southwest aimed at increasing the patronage dramatically. The Dallas- San Antonio route was operating on losses with very less traffic. The airlines slashed the prices by half for 60 days to attract customers hoping that they would use Southwest airlines for other routes too. Announcement was made as a limited offer to stimulate more interest in the consumers and reduce the likelihood of competitive response. Onset of price war with Braniff Braniff announced a similar 60-day half-price fare on the Dallas-Hobby flights. This was the major profitable route for Southwest and they could lose the sales on this route. Response to price war Southwest targeted the consumers conveying that what Braniff had done was unethical and was to put Southwest out of business. Lot of customers were sympathetic to the Southwest and the message spread quickly.