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Southwest Case Essay

3089 words - 13 pages

| UNIVERSIDAD DE CONCEPCIÓN DEPARTAMENTO DE INGENIERÍA INDUSTRIAL MAGISTER EN GESTIÓN INDUSTRIAL (PROGRMA ACREDITADO 2011 - 2015) | |

Casos en Gestión Financiera
Southwest Airlines

Profesor: Juan Gallegos Mardones

Autores:
Camila Apablaza
Juan Gabriel Castillo
Héctor Garrido
Esteban Soto

1 de Septiembre de 2012

Desarrollo de preguntas caso: Southwest Airlines

1. Analice el mercado de las aerolíneas en el que entra a competir Southwest (competidores, consumidores, proveedores, sustitutos, intensidad de la competencia, entorno de los negocios en general, reglas del juego, etc.)
Al momento de la constitución de Southwest los competidores Braniff y Texas ...view middle of the document...

Southwest no utilizaba ningún sistema de reservas informático, como Apollo o Sabre por lo cual era ella misma la encargada de expedir todos sus boletos, por lo cual las agencias de viajes debían contactarse directamente con la aerolínea para reservar asientos, como resultado de lo anterior sólo el 55% de los asientos de Southwest se reservaba a través de una agencia de viajes en comparación a un promedio del 90% para el sector en general. Lo cual implicaba menores costos, ya que las agencias cobraban una comisión estándar del 10%.
Southwest en las ciudades pequeñas volaba por lo general a los aeropuertos pequeños y con poco tráfico, lo mismo intentaba hacer en las ciudades más grandes, esto hacia que no fuera muy cómodo para los pasajeros hacer transbordo de vuelos de otras líneas a vuelos Southwest, pero a la vez que el aeropuerto tuviera poco tráfico permitía ahorrar hasta un 25% en el tiempo promedio de vuelo.
La aerolínea difería en el tiempo necesario para “dar la vuelta” a un avión, esto se refiere al tiempo que pasa desde el momento en que se colocaban los calzos en las ruedas de un avión, lo cual significaba la llegada a puerta, hasta el momento en que se retiraban estos calzos, con lo cual comenzaba la salida. Southwest tenía la capacidad de dar la vuelta al avión entre 15-20 minutos, o quizás menos. El tiempo promedio para el sector estadounidense para esta tarea era alrededor de 55 minutos.
La compañía compra combustible a distintos proveedores, dependiendo de cuál de ellos ofrezca el menor precio, estos proveedores conocen las normas de servicio y seguridad de Southwest, ya que la mayoría de ellos trabaja con la compañía desde hace ya muchos años. En el año 1992 el combustible representaba un 14,45% de los gastos.
Los costos de Southwest por milla-pasajero era de 7,3 centavos en 1993, en cambio el promedio para la competencia bordeaba los 9,2 centavos en esos años.
Southwest presenta una estrategia de crecimiento conservadora, cuya primera prioridad es expandirse dentro de su actual estructura de rutas, para así añadir capacidad a la red actual y contribuir a la realización de vuelos sin escalas entre las ciudades conectadas hasta entonces. En el caso de entrar a una nueva ciudad generalmente los precios de Southwest están por lo menos un 60% por debajo de los precios de las aerolíneas de la competencia. Por lo tanto los competidores responden y también bajan sus precios, estimulando así aun mas al mercado, y la demanda sigue creciendo por encima de la oferta.

2. ¿En qué negocio está Southwest? Defina claramente cuál es la oferta de valor que propone la empresa y a que segmento (s) de cliente(s) está dirigida?
Negocio:
Southwest es una aerolínea estadounidense, la cual se constituyo en 1967 y ahora es una de las aerolíneas más importantes de EEUU.
Al comienzo, todos pensarían que Southwest, como la mayoría de las aerolíneas a nivel mundial, estaría llevando a cabo su negocio en base a competir con otras aerolíneas...

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