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Texas is rapidly changing state with an influx of 150,000 people from other states and unemployment at 7.1% well below the national average. Dallas is headquarters of many companies including Southwest Airlines. But it ranks poorly in education with close to half of Latinos in Houston failing to graduate from high school. Immigration is also changing the state with making up the largest ethnic group by 2015. Today the Anglo and liberal area in the south is different from the mostly Hispanic El Paso area in the western part of the state.

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Southwest hedged against oil price increases and has hedges through 2009 at $51 a crude oil barrel. This has proved to be a smart move as it has provided Southwest with a hedge worth over $2 billion with most of the hedges value being realized over the next 2 years. Airline fuel costs are substantial and evey dollar increase in the price of crude translates intoa $80 million increase in the fuel bill for American Airlines. The hedges for the first 9 months of 2007 cost Southwest about $42 million, so its surprising that other airlines, United, Delta, American, Jet Blue and Northwest did not hedge against rising prices. Maybe they thought that at prices of $52 at the beginning of this year why hedge if prices go down to $40. Or they were too distracted by looking for merger options, or pricing options or other things. What will happen now if oil prices keep climbing? Can airlines raise fares. Yes but revenue per mile is'nt going up significantly as the mix of seats changes with price increases, more of the lower priced seats are sold than the higher priced ones and revenue per seat has not improved. For example even in an environment where 6 industry fare increases ocurred in the 3rd quarter Southwest average ticket price for that period was $105.37 only 62 cents higher than the previous year. Southwest now hopes to gain in this cycle as the other airlines may scrap some routes or ground some planes and Southwest can expand in those areas. ...

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Some of the airlines that are seeing significant increases in airline passengers are Etihad Airways, and Quatar Airways, others like Ryanair, Lufthansa, Air France-KLM, Southwest, singapore, Cathay and LAN airlines are seeing increases in passegers. This separates them from airlines especially in the USA that are having to pay higher fuel prices with a weaker dollar, and lower proportion of international traffic and a very competitive market. As some airlines are shrinking others are buying new fuel efficient planes and moving into routes left by the shrinking airlines, and using their cash reserves to hedge fuel costs, and some like Singapore Airlines are attracting customers with premium services for premium prices.

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Legal experts say the complaint does not match the settlement by the Justice Department in the merger of American and US Airways. Whether the settlement increases competition after the merger and protects consumers also hinges on what the competition is- Delta and United, or Southwest, Jet Blue and other lowcost carriers. One view is that Southwest appeals to a different group of customers and is a different type of airline, and providing more competition from low cost carriers in New York and Washington DC does not affect the competition between the larger airlines.

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The airlines are hit hard by the coronavirus crisis. Reservations have declined as fewer people travel. There is a sense that a recovery will take time, several months. Delta is cutting international capacity by about 25% and domestic flights by 15%. It is also offering voluntary leave options to employees.

Southwest CEO Kelly says the severity of the decline is being felt with loss of $300 million in revenue in March. One piece of good news for airlines that offsets the severe demand decline is the fall in oil prices. American Airlines estimates the cost savings as much as $3 billion. A decade of industry profits have put the airlines in a better position to tackle the crisis. Other cost savings moves are reducing capital expenditures and managing cash flows efficiently.

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David Calhoun, CEO of Boeing, replaced CEO Muilenberg in 2020 so that Boing could address problems with it's 737 aircraft. A piece of a Boeing jet 737 9 has a piece of the aircraft blow off on an Alaska Airlines flight in January 2024. Calhoun was with GE running its engine business for two decades, joined Blackstone, before becoming the new CEO at Boeing. The 737 9 aircraft emergency evacuation shows that the safety culture at Boeing rooted in manufacturing practices at Boeing factories and supplier factories is weak. The problem for this plane was a door and a plug made at a supplier in Wichita, Kansas, and assembly at Boeing factory in Renton, Washington, says this report in WSJ. Airlines are voicing their concerns. Southwest and Alaska Airlines have entirely Boeing fleets and do not source from Airbus. A look at Calhoun's background shows that he worked with GE till 2006 and has since then worked for Blackstone private equity, without the manufacturing experience that would be needed to tackle the factory operations and work culture and practices at the Renton factory and its suppliers. Calhoun graduated with a Bachelors degree in Accounting from Virginia Tech in 1979 and is from the Philadelphia area.  ...

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Southwest's culture under its founder Herb Kelleher was eager to define itself a being different from the rest and giving people more opportunity to express themselves, be happy and work together as a group of people who wanted to take the customer in and give him a pleasant flying experience. The culture and the company's flying strategy both went hand in hand to attract the right kind of people for this enterprise to succeed and Kelleher pulled it off. His successors have tried to keep up this culture in as many ways as possible and CEO Gary Kelly continues this practice including dresing up in odd costumes for Halloween as Kelly did when he bacame a mom Edna Turnblad from the musical Hairspray. But this fun does not mean theey don't work hard at Southwest. In fact workers from other airlines who joined Southwest have quit because the work is too hard. One might say that the culture of having fun and the close feeling that is promoted among the workers at Southwest enables he airline to get a lot out oits workers, promote teamwork and helps its strategy of keeping the costs down so that its competitive with other cost conscious airlines. Southwest wages are some of the highest in the airline industry after pay cuts at other airlines but its still among the lowest cost airlines per mile a plane is flying. The flying experience can still be cheerful on Southwest even though Southwest has been making changes like flying more people on a single flight, no frills, a different boarding system and so on. Southwest has been consistently profitable and it has helped that Kelly devised a fuel hedging plan in 1999 that has saved Southwest about $3 billion since then and may save it another $2. billion in coming years....

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Southwest has gained customers as other airlines are exiting some of its routes completely or if still competing charging for bags which Southwest doesn't.Still Southwest is moving cautiously in what it sees a weak economy in 2009 and 35% higher fuel bill in 2008 in the second quarter 2008 even after hedging 80% of its fuel bill. So capacity growth plans have been trimmed to just 2% in the third and 1% in the fourth quarter for the USA's largest airline by passengers carried.

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United is looking for a merger partner as its one of the weakest of the large airlines. But no good fit is to be seen. United emerged from bankruptcy in a fairly weak condition and has not been able to come up with better margins. Its margin is only 2% compared to 6.1% for Southwest. Its planes are 20 years old and no new orders are being placed. Its possible that the airline may be sold piecemeal, such as its maintenance operations, its cargo business, and its Mileage Plus frequent flyer program.

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Spirit Airlines strategy to charge for almost everything from snacks to bags, reservations on the phone and other items for a flight- making it a bare bones flight like that of European budget carrier Ryanair- has proven very successful. Spirit's net profit per plane is now the highest by far in the U.S. airline industry. Spirit leads with $2.06 million profit per plane, followed by Delta at $1.21, United $1.19, JetBlue $0.51, Southwest $0.32, US Airways $0.21, and American at a negative $2.32 million, according to Ascend and FactSet Research. Spirit has stayed away from business fliers, instead pursuing the frugal flyer, other than the seat everything has a price. Boarding passes cost $5, water $3. Spirit started the trend to charge for bags. Southwest has moved away from the no frills arrangement and Spirit is gutsily moving that way. Carryons in the overhead bin run $30-$45. Compared to other airlines which get only 6% of revenues from add on charges, Spirit gets about 50%. Since 1989 Spirit earned $289 million, compared to $1 billion for way larger Southwest. Bill Franke, a former CEO of America West Airlines in 1990's, bought Spirit with the idea of modeling it on Ryanair in Europe, after Spirit could not turn a profit flying Midwest passengers to Florida. He teamed up with CEO Baldanza to run the operation on a hands on basis with only 1% going for advertising, and Franke doing some of the ads in emails. Running flight on a tight schedule means late flights and with tight seating and strict refund policies, Spirit has many complaints. It has the worst on time performance in the industry. Yet it has planes running close to capacity in today's frugal customer environment. Prices are about 30% lower than competitors according to industry analysts. Franke and Baldanza seem to revel in this, sensing that they have struck the right tone for a frugal flier, and outdone cost pioneer Southwest. ...

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Larger airlines are learning some of the competitive practices of lowcost carriers such as Jet Blue and Southwest.

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What is the best way to get ahead in a company? New studies show that the most important thing to do is to pick the right company for mobility and advancement, getting further education and skills, and for job stability. The studies shown here were done by the Burning Glass Institute in Philadelphia and the Harvard Project on Managing the Future of Work, the Schultz Family Foundation. The study looked at workers in 200 companies over a 5 year period to understand what helps workers build good careers. Companies that rank high for employee retention and pay are Adobe, Alphabet, Boeing, Microsoft. Companies promoting workers without a college degree are Southwest Airlines, AT&T, American Express, CISCO. For launchpads to further mobility Apple and AT&T do well. The main thing is that a person gets into the right company which has big consequences yet the workers starting out they don't have the visibility to make an educated choice, says an expert who did the study.  ...

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Southwest and other lowcost airlines to scal back their growth plans.

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American, Alaska Airlines, and Southwest Airlines are the only 3 airlines that never filed for bankruptcy. Analysts say that this has left it with a higher cost structure, and estimate that American's costs would be $600 million lower if it has the contracts Delta and Continental have. Delta Airlines merger with Northwest in 2008, and the planned merger of Continental and United, does not affect American Airlines management. CEO Arpey sees American as more nimble and trying to build something profitable, and sees being smaller than these newly merged competitors an advantage. American is focussed on markets around 5 major cities- Dallas, Chicago, Los Angeles, Miami and New York. In international travel it has One World partnerships with British Airways and Japan Airlines.

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A striking change is coming over US airlines as they turn their focus from operating costs to taking out unprofitable routes, reducing the size of their plane fleets, and increase the number of seats filled on a flight. The numbers bear this out. According to ATA the airlines reduced fleets from 3469 aircraft to 2747 aircraft from 2000 to 2005. American Airlines is typical in discontinuing 27 MD-80 aircraft which are older and gas guzzling. Delta and Northwest used the bankruptcy period to to get court approval to return many planes to leaseholders by breaking the leases- before breaking the lease parking the planes was more expensive than flying them at a loss. As a result according to ATA US airlines filled an average of 77.6% up from 75.4% in 2004. With this strategy airlines recovered some of their pricing power. US Dept of Transportation statistics show prices are higher than at any time since Sept 11, 2001 and the Air Travel Price Index, increased by 9.1% in 4th quarter 2005 over 4th quarter 2004. And airlines are being more restrained in getting into new routes just because some other airline has eliminated that route. Airlines however have to be careful to increase prices just enough but not too much that demand starts falling, and this is possible with fewer seats on more popular routes. Other methods the airlines are using are sophisticated O&D origin and destination revenue management systems which reduce the number of inexpensive, and unprofitable seats available on the internet. Larger airlines have tried to get back corporate customers by reducing the extremely high fares they used to charge and instead raising last minute fares because corporate customers see this as a price burden they are willing to shoulder. Larger airlines are doing better in relation to the price discounters like Southwest and JetBlue. With Southwest's hedging strategy against fuel price increases not as useful as in prior years it too faces need to raise fares....

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For passengers air travel nowadays is travelling on planes that are often totally booked. This is because airlines are cutting flights. And with fewer passengers after the economic crisis hit, airlines are having a difficult time cutting flights enough to meet the continuing drop in the number of passengers. Before the crisis business and international travel was a good source of revenue, now this is fading as there is more competition on transatlantic routes with about 50 airlines offering flights between US cities and European cities. The liberalization of air travel between the two continents with the 2007 "open skies" agreement is keeping downward pressure on prices. The International Air Transport Association says the number of passengers travelling on business and first class tickets between N. America and Europe was down 18.4% in April 2009, compared with same month in 2008. Traffic between N. America and Asia was down 26%, for the same period. This is hitting Lufthansa ansd KLM-Air France hard, but is helping Easyjet, Ryanair, and Air Berlin. As demand drops airlines will continue to cut capacity, and this will be done by cutting the number of flights on a route and using smaller planes. After all this capacity cutting takes place by September, OAG Aviation estimates that the seats on domestic flights will drop to 66.5 million from a peak of 84 million in 2001, a drop of 21%. Some airlines which rely less on corporate travellers will not see as steep a drop. These airlines are Southwest, JetBlue and AirTran. Airlines that may not survive the effects of the economic crisis, with tight credit and drop in air travel, and volatile oil prices, are United Airlines and US Airways. United relied heavily on corporate and trans-Pacific fliers before the economic crisis. Fitrch Ratings cites this in reducing the credit rating for United to junk status, as well as the heavy debt maturities in 2009 and 2010. In June 2009 United raised $175 million by issuing new debt, but at an interest rate of 17%. At US Airways the combined airline with America West after a$1.5 billion merger is struggling. It has the thinnest cash position of any airline according to a Morningstar research analyst, and may need further borrowing to meet debt payments. With all assets already mortgaged US Airways may have little borrowing capability left....

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Southwest airlines grounded part of its Boeing 737 fleet to conduct safety inspections.

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Delta Airlines has one of the oldest fleet of planes in the U.S. Delta is turning this into a strategic move by having to invest less in new planes and with the ability to get good flight performance from older planes with proper maintenance. Delta says it is saving about $1 billion by acquiring 49 MD-90 planes with age of about 13 years from China Southern and other global airlines, compared to the cost of buying new planes. The estimate is that it is about 10% cheaper per seat to run these planes than new 737's, when the cost of buying planes is figured in. It also took over the leases for 88 Boeing 717's with average age of 11 years from Southwest. The focus at Delta is on profitability and debt reduction by selecting routes carefully, avoiding unprofitable ones, using tight cost management. Delta is on its third year of making profits and is on plan for reducing its debt from $17 billion in 2009 to $10 billion by 2013. The older Delta fleet is also the most punctual of the large airlines in the U.S., with 86.3% of flights on time in the Jan-Sept. 2012 period. Fitch Ratings raised Delta's credit ratings to B-plus and says Delta is "the strongest player in the much improved airline industry in the U.S."...

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Southwest ranks 4th, American and United 5th and 6th in this survey in the WSJ. The top ranked airline for US quality travel is Delta Airlines in 2024.

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Companies with good credit ratings are paying higher interest rates and others are finding it harder to borrow as investors flock to safe Treaury bills and government debt. And in 2009 about $700 billion in debt has to be refinanced. Southwest Airlines needed $400 million partly to cover losses from betting that fuel costs would remain high. It is the only domestic airline with an investment grade rating. It had to pay interest of 10.5%, twice the rate it paid in 2004 to raise $350 million. It is doing the borrowing now because its CFO says it does not know what the credit markets will be like 6 months or a year from now. Corporations borrowed $172.7 billion in the 4th quarter, down from $179.1 billion in the last 3 months of 2007, with businesses trying to borrow ahead of further deterioration in credit markets and overcrowding as the government steps up its borrowing to meet the needs of the $825 billion stimulus spending. Businesses that cannot get the access to the credit as refinancing comes due or find the high interest rates (sometimes approaching 20%) onerous, may not survive. ...