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Twenty-five years ago, Herb Kelleher reinvented air travel when he founded Southwest Airlines, where the planes are painted like killer whales, a typical company maxim is "Hire people with a sense of humor," and in-flight meals are never served--just sixty million bags of peanuts a year. By sidestepping "reengineering," "total quality management," and other management philosophies and employing its own brand of business success, Kelleher's airline has turned a profit for twenty-four consecutive years and seen its stock soar 300 percent since 1990.
Today, Southwest is the safest airline in the world and ranks number one in the industry for service, on-time performance, and lowest employee turnover rate; and Fortune magazine has twice ranked Southwest one of the ten best companies to work for in America. How do they do it?
With unlimited access to the people and inside documents of Southwest Airlines, authors Kevin and Jackie Freiberg share the secrets behind the greatest success story in commercial aviation. Read it and discover how to transfer the Southwest inspiration to your own business and personal life.
- Sales Rank: #37675 in Books
- Color: Red
- Brand: Random House Inc
- Published on: 1998-02-17
- Released on: 1998-02-17
- Original language: English
- Number of items: 1
- Dimensions: 8.25" h x .98" w x 5.50" l, 1.17 pounds
- Binding: Paperback
- 384 pages
Features
From Publishers Weekly
Southwest Airlines began operating in 1971 with four planes serving three cities and with revenues of $2 million. In 1995, the company had 224 planes serving 45 cities and revenues of almost $3 billion. Moreover, the company has made a profit every year since 1973, one of the few airlines that can make that claim. The authors, a husband and wife who are partners in a San Diego consulting firm, attribute much of Southwest's success to the willingness of its management, led by chairman Herb Kelleher, to be innovative. Southwest's primary operating philosophy is low fares and lots of flights. To make this formula work, Southwest management has created a culture where employees are treated as the company's number one asset. The Freibergs list a number of things the airline management does to benefit its employees, including such programs as profit-sharing and empowering employees to make decisions. Southwest also mixes in New Age management techniques, such as celebrating different milestones, and letting love play a part in running the airline (the company's stock ticker symbol is LUV). The Freibergs state up front that their work is not an expose and make no apologies for presenting a very positive and optimistic view. While the success the airline has achieved is worthy of study, some critical analysis would have made for a more worthwhile presentation. Photos. 150,000 first printing; $300,000 ad/promo.
Copyright 1996 Reed Business Information, Inc.
From Library Journal
Business trainers and principals of their own consulting company, the Freibergs draw from personal interviews, surveys, and extensive research in telling the story of Southwest Airlines, which has been profitable for over 23 years at a time when the airline industry has been troubled with fare wars, layoffs, and soaring operating costs. The authors discuss Southwest's philosophy under the leadership of its dynamic and charismatic CEO, Herb Kelleher, who attributes the company's success to its outstanding customer service; low fares and maintenance (no meals are served, only nuts); short-haul, high-frequency, point-to-point service; and a belief that employees come first. "LUV," Southwest's New York Stock Exchange ticker symbol and past advertising theme, represents the caring character of the company, which the authors emphasize to the point of sounding corny. Several chapters conclude with brief summaries entitled "Success in a nutshell," which cover the eccentric elements of Southwest's corporate culture. Recommended for readers who like that style.?Bellinda Wise, Nassau Community Coll. Lib., Garden City, N.Y.
Copyright 1996 Reed Business Information, Inc.
From Booklist
When a comparatively small, new company is able to take on major players in a highly competitive industry and gain market share, satisfy customers and employees alike, and make money, it is time for others to take notice. Southwest Airlines has turned a profit every year since 1973, yet it maintains the lowest fares in the industry. It has never furloughed an employee, regularly ranks best in customer service, and has a consistently high safety record. The Freibergs are partners in a San Diego consulting firm and specialize in "executive coaching," conducting motivational and leadership seminars. Here they tell Southwest's story, which begins with its struggle in the late 1960s with Texas' larger, established airlines, which fought to prevent Southwest from taking off. The authors attribute much of the airline's success to the personality and leadership style of CEO Herb Kelleher and the unique corporate culture he has nourished. "Nuts!" is a reference to the 67 million bags of peanuts served last year on Southwest flights and to the company's rule-breaking philosophy. David Rouse
Most helpful customer reviews
42 of 46 people found the following review helpful.
A new Southwest Airlines employee agrees. . .
By A Customer
I have read the reviews about how this book is "mushy." I think maybe because they can't believe that a company this good really exists. I am a brand-new employee to SWA, and this book is given to every new employee at the day-long welcome class. After participating in the class, reading this book, and experiencing the SWA culture first-hand, I can safely say that the book does NOT exaggerate! The feel-good style emphasized over and over in the book is a reality. People care about each other. Everyday (as shown in the book) everyone is made to feel valuable--and it makes you want to work harder, work smarter, and spread the LUV. Others may "say" that's what they are doing, but somehow it always comes back to "the rules." Herb Kelleher and crew are breaking the rules--and showing the others how to make a profit while caring about the dignity and welfare of the SWA family. Great and easily read book. Highly recommended.
20 of 22 people found the following review helpful.
An excellent read about an excellent company
By A Customer
If you've wondered how this small Texas airline outsmarted the larger giant airlines, read it all here. After reading this book, I was left with many ideas about how to incorporate more fun into my own work life, while increasing productivity. The corporate culture of Southwest is so ingrained into the employees! Fly with them, and notice how different their people are, and how they each seem to enjoy their job! I can't recommend this book highly enough.
23 of 26 people found the following review helpful.
Good Book on Management
By Srinagesh
This is a good book on management. The authors discusses how SouthWest Airlines manages problems under tight constraints and intense competition. The book emphasises how "out of box" thinking helps achieve the results faster. It shows how the rules can be re-defined and make impossible to happen. It gives a whole new perspective on how Airlines should operate. It sets new records to be surpassed by itself. Gives good insights in to the corporate recruiting and retention of the employees. On a personal level, it is a good book on how to manage in difficult times, how to manage with limited resources, how to be optimistic, how with courage, determination and constancy of purpose one can overcome heavy odds in personal life to fulfill one's dreams. Every 15 days I read a new book on management/self-help. But this is the only book I continuously refer to again and again. It has changed my attitude altogether. I feel every corporation wishing to transform the work culture from dull and boring to interesting work place should give this book to every employee.
See all 115 customer reviews...
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