For 32 years, Southwest Airline has

For 32 years, Southwest Airline has used the same formula to maintain its position as the most profitable in the U.S. It offers low fares, high-frequency flights, and good service; it flies only Boeing 737s; it doesn’t offer connecting expensive, secondary airports; and it prides itself on having the hardest-working and most productive employees in the industry. The company believes its true competitive advantage is its workforce. Most of the major airlines’ cost per seat-mile is nearly 100 percent higher than Southwest. The company gets this cost advantage by paying its pilots and flight attendants considerably less than the competition and having them fly more hours. It has made up for the lower pay with generous profit sharing and stock option plans. In addition because of Southwest’s rapid growth , it has provided its employees with something rare in the airline industrial: job security. Because a large portion of a Southwest employees’ compensation come in the form of stock options, they have worked harder and more flexible than their peers at other airlines. For instance, pilots will often help ground crew move luggage and work extra hard to turn planes around fast. Of course, many Southwest employees originally joined the company and have stayed because of its spirit of fun. The company has always encouraged employees to work hard but to also have a good time. A sense of humor, for instance, has long been a basic criterion in he selection of new employees.
In the last couple of years, the environment has been changing for southwest. First, it face a number of new, upstart airline in many of its markets. JetBlue, Frontier, AirTrans, Song, and Ted are matching Southwest’s low prices but offering benefits like reserves seating and free live-satellite TV. They’re able to do this because they have newer, more fuel-efficient planes and have young, lower paid workforces. IN many markets, Southwest’s planes and service look dated. The declining stock. The company’s stock option plan no longer looked so attractive to employees. Third, Southwest has to deal with the reality that it is no longer the underdog. For decades, employees enjoy the challenge of competing against United, American, Delta, and other major airlines, They loved role of being the underdogs and having to work harder to survive. Southwest’s employees are increasingly vocal and aggressive in demanding higher wages and shorter hours. In the past, workers were willing to go beyond the call of duty to help the airline thrive. It’s harder for management to motivate employees now by portraying the airline as the underdog. Finally, as the company has grow and matured, management has become more remote from the rank and file. When the company had a few hindered employees, it was for management to communicate its message. Now, with 35,000 workers, it’s much tougher.
Southwest’s management realizes that times have changed. Now they face the question of whether they need to make changes in their basic strategy and, if they do, the effect it will have on the company’s culture. For instance, in the fall of 2003, the company was considering adding in-flight entertainment, although it would cost millions to install and many more to maintain; and purchasing smaller jets to maintain competitiveness in smaller markets. The operating cost of these smaller jets would be 15 to 25 percent higher than those of its current fleet.

ผลลัพธ์ (ไทย) 3:

西南航空公司32年，已经为其赢得formula来保持相同的位置作为一个在美国是最有利可图的低fares提供好服务，high-frequency flights；它曾经是苍蝇，和它不只有波音737s）；connecting，非常贵。它致力于以次级airports；和在hardest-working和员工拥有的最productive）在行业。它是真正的竞争优势，公司believes。其最主要的劳动力成本是每seat-mile范围的近百分之100高等gets西南。这比成本优势：公司通过它的飞行员和飞行attendants paying considerably较少他们拥有高于竞争和更多的支持。它有飞，小时的游戏，预计下generous和股票支付与共享因为plans选项。此外，它生长于西南。它有什么provided员工在与业务rare航空工业：工作安全。因为一个大的一部分来补偿雇员在西南的股票形式。options，他们有比他们更harder率和劳动的情况。为他们在其他范围，帮助飞行员将often实例地面移动硬盘和额外的工作crew luggage planes在快到把员工。当然，还有originally西南因为有joined呆的公司和它的乐趣的精神。公司对员工的工作努力，总是有encouraged但也有一个幽默感的好时间. A，A为基本变量，已经被他criterion长在新员工的选择。
最后对本院在不断变化的环境，已被它的脸。第一，为西南航空公司的upstart number of，a在许多前沿市场的业务。JetBlue，AirTrans，特德是匹配的，西南，和低价格的提议，但benefits像电视和免费的座位live-satellite储备。他们能够做的，这是因为他们有更多的燃料，planes newer我年轻，劳动力和市场。在许多下，支付和服务的planes西南）。dated declining看股票。option plan），公司股票的员工没有时间看。第三，对SO以西南与现实有个协议这是一个失败者是没有时间享受几十年。为员工的竞争挑战，对美国的三角洲，美国，和其他的主要作用是把每范围，他们对工作的underdogs生存和生育harder到西南的员工。在demanding increasingly vocal和腐蚀性是高等shorter小时工资和工人。在过去，想的是该呼叫的责任去帮助超越到繁荣的航空公司。它的员工和管理harder motivate通过描绘到现在作为一个失败者的航空公司。Finally，作为一个已经成长和成熟，已成为更多的远程管理从最快。和文件。当员工在公司有几，这是合适的，对其管理与信息互相沟通，现在，35,000工人。它更困难的多。
这realizes西南的管理。现在他们有两倍的改变让他们想保持whether的变化在他们的基本策略和效果，如果他们做了，它将不得不在为公司的文化。例如，在秋季，2003 of公司adding in-flight娱乐，是考虑到成本，虽然它会安装到millions和许多更多的维护；smaller飞机维护和采购市场的竞争力，在一个smaller）操作成本。这些飞机将smaller要比那些15到百分之25 of current fleet高等业务的。