Southwest looking at possible pay cuts?
 

Someone just sent me this article. Great......



By Terry Maxon/Reporter

[email protected] | Bio

11:54 AM on Mon., Dec. 5, 2011 | Permalink

Southwest Airlines chairman and chief executive officer Gary Kelly offered some surprising observations Monday about his three biggest competitors:

• The old, legacy carriers, Delta Air Lines and United Airlines, don't exist anymore. They've been replaced by better versions with lower costs.

• American Airlines won't survive if it doesn't convert itself as they did.

• Southwest has to find a way to overcome the lower costs of its competitors.

In a letter to employees and in a separate hotline, Kelly said Southwest will have to fight to keep its competitive spot against major competitors who have transformed themselves, like United or Delta, or will transform themselves, as American must do.

In the letter he said:

"American isn't the only airline not to survive without bankruptcy. Let's look back to 1989, the year Southwest became the newest member of the old major airline club, based on annual revenues.
"All the majors from 1989 have gone bankrupt. Pan Am. Eastern. Braniff. Continental. America West. TWA. US Air. United. Delta. Northwest. And now, American. Every single one failed.

"Why? Not because of Customer Service, but because of high costs. Great Customer Service cannot overcome high costs. That is the imperative I wrote about a decade ago: low costs."


On the hotline, he added about American Airlines:

"I am sure they will shrink. I am sure they will be forced to reduce their costs or else they will be shut down and liquidated. It'll be long. It'll be painful for them. Along the way, they lost their way. As the world changed over the last decade, they were simply not able to adjust and especially with their labor contracts."
"In the near term, they'll be very distracted. That may be somewhat good for us. It may be very good for us in some markets.

"But I can assure you, over the longer term, we're going to face a more formidable opponent, just like we now face with United, who is performing the best they have in 20 years, and also Delta, also performing very well and in some ways better than Southwest Airlines."

Southwest has to "get our costs down through increased productivity to compete against these new legacy airlines," Kelly said on the hotline.

"Their costs are much lower than they were. Their labor costs are lower than ours. Actually, they aren't what you would call legacy airlines. They are new. They are different. The old legacy airlines are dead and buried," he said.

search first, then post. there's another thread just a click away

No, there wasn't. Thanks anyway!

TWO WORDS = BAGGAGE FEES

Sorry, but the "lil' darling" of the industry is growing into the "ugly girl at the dance". Best of luck to all at Southwest, and all other carriers.

GJ

Care to link us? I sure can't find it...

Is this article even real?

Still unhinged eh GJ? We here at SWA call it Clear Skies. Your anger should be redirected.

The Oscar

If DAL and UCAL do not go above SWA pay, then yes, they have a real chance at pay cuts or freezes. I see that as unlikely. No one will want to move until the fate of AMR is a litter farther down the road. APA has some productivity gains they will probably have to give in CH11, but their pay should be relatively the level.

Yes. It's derived directly from a 3 page letter Gary Kelly penned to his troops today. I'll see if I can post the whole thing.

Sorry in advance for the format.




SOUTHWEST AIRLINES CO.

Gary C. Kelly
Chairman of the Board, President &
Chief Executive Officer

P.O. Box 36611
Dallas, Texas 75235-1611





To: All Southwest and AirTran Warriors

From: Gary Kelly

Date: December 5, 2011

RE: American Airlines – More Challenges for Southwest than Opportunities


The past week has been extraordinary with the bankruptcy of American Airlines and the
unexpected retirement of their Chief Executive Officer. Not surprisingly, I have had questions
from our People about what this means for us. I have heard comments like, .I’m sure glad I’m
not at American. I’m glad to be at Southwest.. I can assure you, in this season of giving
thanks, it is the correct perspective. In this time of enormous world-wide economic uncertainty,
it is the right perspective.

Just as I wrote in an article in LUVLines after 9/11: While an airline needs to be good at many
things to be successful; low costs and profitability, ultimately, mean the difference between
survival or not. To be clear, American Airlines, as you knew it, will not survive. Bankruptcy, by
definition, means that it will be radically reorganized, or it will be completely shut down and
liquidated.

American isn’t the only airline not to survive without bankruptcy. Let’s look back to 1989—the
year Southwest became the newest member of the old major airline club, based on annual
revenues. All the majors from 1989 have gone bankrupt. Pan Am. Eastern. Braniff.
Continental. America West. TWA. US Air. United. Delta. Northwest. And now, American.
Every single one failed. Why? Not because of Customer Service, but because of high costs.
Great Customer Service cannot overcome high costs. That is the imperative I wrote about a
decade ago: low costs.

Southwest Airlines is the only major airline from 1989 that has survived this tumultuous industry
without bankruptcy. Why? Because our low costs have preserved our profits. Period.

If American Airlines emerges from the ashes of bankruptcy, and I believe they will, you can be
certain their costs will be substantially lower, especially their labor and aircraft costs. If they
can’t achieve that, they will cease to exist (like Pan Am, Eastern, Braniff, and TWA). If they do
emerge from bankruptcy, as I believe they will, they will join the New United, New Delta, and
New US Airways as giant, lower-cost airlines. They are, collectively, much more formidable
competition than their predecessors. The term, .Legacy Carrier,. no longer will apply.



December 5, 2011
Page 2


In the good old days, when the Legacy Carriers’ costs were higher, we brought our low costs
and low fares to their markets, stimulated demand, and expanded dramatically. Now, while our
costs are still lower, our advantage has been cut in half. We currently do not have a sufficient
cost advantage to stimulate the market – because our fares are much closer to our New Airline
competitors. These New Airlines, reconstituted from their Legacy ashes, join younger, lower-
cost airlines like JetBlue and Frontier, as well as an even newer group of ultra low-cost airlines
like Allegiant and Spirit. As predicted, the industry has transformed to lower costs.

Of course, one major point of low costs is to drive profits. The old airline industry was famous
for not achieving profits, which rendered them very weak competitors. The New Airline industry
is profitable. In fact, the New Delta and New United had better profit margins than Southwest in
the third quarter, despite the magnificent gains we’ve made over the last four years with our
Customer Experience enhancements and our revenues. On that front, we have outperformed
all competitors. We have a cost challenge, and it is one that looms large.

American Airlines lost its way. It made promises it could not keep. It tried very hard to avoid
bankruptcy. As every other major airline used that tortured strategy, American became higher
and higher cost relative to the New Airline industry. Just when we thought 2011 would be safe
from the perils of the 2009 recession, American is posting another massive loss. The New
Delta and the New United are producing strong profits. Why? You know – lower costs. It puts
New Delta and New United in a position to grow from here. American has shrunk dramatically
this past decade. They will shrink more. That may provide Southwest some opportunities to
capture more Customers and grow; however, we will have to compete with a stronger
marketplace for American’s customers. You know how much harder that is because of our
diminished cost advantage.

American’s employees will make many sacrifices. It is convenient to lay the blame at the feet of
American’s management. Certainly, they deserve their share of the blame. But, just as
employees deserve credit when a company does well, so do they deserve some of the blame
when it does not. American has outdated and inflexible work rules that render it less productive
than the New Airline industry. That’s just one example of how the company lost its way, and
just one example of what is imperative to change, lest they be shut down.

For us, the bottom line is simple. There may be some near-term opportunities for Southwest as
American shrinks and is distracted with the human struggle of bankruptcy. American will be
governed through a bankruptcy court and a creditor committee, and it will be sheer hell for them.
Once they get through it though, several years from now, they will join the New Airline industry
as a much more formidable competitor. We need to prepare ourselves better right now for this
New Airline industry.

So, what if we don’t? As stated earlier, Southwest is the only 1989 major airline that has
survived without bankruptcy. Why? Because our low costs have preserved our profits.



December 5, 2011
Page 3


Our labor rates are now, far and away, the highest in the industry. Through bankruptcy, very
large New Airlines have emerged with lower rates than us and better productivity. Next to fuel,
labor is our highest expenditure. We can’t have lower overall operating costs if our labor costs
aren’t lower. We can’t have lower labor costs if we aren’t more productive. The good news is
that we have a lot of opportunities to improve our productivity, eliminate waste, and preserve our
pay rates and benefits for the foreseeable future. It’s crucial that we take advantage of those
opportunities.

The imperative I spoke about nearly a decade ago has been fulfilled by our remaining, formerly
.Legacy,. competitors. The imperative is now squarely upon Southwest. I know you all
understand the evidence – hundreds of airlines perished since deregulation. No 1989 major
airline has survived without bankruptcy – except Southwest. We are the maverick. We are
different. That’s how we have prevailed with a Warrior Spirit, a .Never Give In. resolve, and a
burning desire to be the very best. The sloth-like industry you remember competing against is
now officially dead and buried. We fought them, and we won.

Now, the enemy is our own cost creep, our own legacy-like productivity, and our own
inefficiencies. Fighting this cost enemy is an imperative to remain the Maverick. We will fight,
and we will remain the Maverick.

It is important to say that low costs, alone, will not win the day. Our People are most important.
It is our People who produce this great low-cost airline. It is our People who serve our
Customers in an outstanding way. And, it is our People who will continue to transform
Southwest with four big initiatives: AirTran, All-New Rapid Rewards, B737-800, and a new
reservation system.

Finally, please remember, all the great things our People do will be for naught without low costs.
Just ask the old .Legacy. airlines.

I am very grateful and very thankful for all of you.