OK, so some basic business principles (it's amazing how often this seems to be needed here)...

REVENUE is only ONE side of the equation. There is also a COST side to things. And as long as REVENUE is sufficient enough to overcome COST (to include LABOR), then the company makes a profit. Scott Kirby himself said that LABOR COSTS get passed on to the customer (meaning, ticket prices would need to rise).

Now, if the company surmises that raising the price will cause REVENUE to lessen, then they can do a couple of things to change that:
1) Decrease costs somewhere else (let's assume this isn't possible even though it almost always is)
2) Increase revenue somewhere else (this can be accomplished in many ways in the airline industry to include shipping cargo, more international flights, etc.)
3) Change specific areas within your model. This, of course, takes time and resources as aircraft reconfigurations come into play usually but once in place, pay for themselves and then some.

Good businesses do this all the time. It's part of business and is why CEOs get hired/fired. If legacy rates depended only on premium services (first class, international, etc.) then how does SWA afford their pilots? Come to think of it, if REVENUE is fixed or capped at a certain rate, no employees would EVER get raises.

Keep in mind the long game and the fact that the market will turn around eventually. It always does.