Southwest Airlines Quotes

We've searched our database for all the quotes and captions related to Southwest Airlines. Here they are! All 100 of them:

The best fantasy is written in the language of dreams. It is alive as dreams are alive, more real than real ... for a moment at least ... that long magic moment before we wake. Fantasy is silver and scarlet, indigo and azure, obsidian veined with gold and lapis lazuli. Reality is plywood and plastic, done up in mud brown and olive drab. Fantasy tastes of habaneros and honey, cinnamon and cloves, rare red meat and wines as sweet as summer. Reality is beans and tofu, and ashes at the end. Reality is the strip malls of Burbank, the smokestacks of Cleveland, a parking garage in Newark. Fantasy is the towers of Minas Tirith, the ancient stones of Gormenghast, the halls of Camelot. Fantasy flies on the wings of Icarus, reality on Southwest Airlines. Why do our dreams become so much smaller when they finally come true? We read fantasy to find the colors again, I think. To taste strong spices and hear the songs the sirens sang. There is something old and true in fantasy that speaks to something deep within us, to the child who dreamt that one day he would hunt the forests of the night, and feast beneath the hollow hills, and find a love to last forever somewhere south of Oz and north of Shangri-La. They can keep their heaven. When I die, I'd sooner go to middle Earth.
George R.R. Martin
As the first dozen or so employees came to the offices, they were told that SpaceX’s mission would be to emerge as the “Southwest Airlines of Space.
Ashlee Vance (Elon Musk: Tesla, SpaceX, and the Quest for a Fantastic Future)
Reality is the strip malls of Burbank, the smokestacks of Cleveland, a parking garage in Newark. Fantasy is the towers of Minas Tirith, the ancient stones of Gormenghast, the halls of Camelot. Fantasy flies on the wings of Icarus, reality on Southwest Airlines. Why do our dreams become so much smaller when they finally come true? We read fantasy to find the colors again, I think. To taste strong spices and hear the songs the sirens sang. There is something old and true in fantasy that speaks to something deep within us, to the child who dreamt that one day he would hunt the forests of the night, and feast beneath the hollow hills, and find a love to last forever somewhere south of Oz and north of Shangri-La. They can keep their heaven. When I die, I'd sooner go to Middle Earth..
George R.R. Martin
Herb Kelleher, founder of Southwest Airlines, echoed this sentiment when he said, “You don’t have the time, techniques, or enough drugs to change attitudes.”48
Michael Shearn (The Investment Checklist: The Art of In-Depth Research)
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Seneca
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Seneca
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Seneca
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Seneca
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Seneca
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Seneca
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Southwest Airlines
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Tracy Chevalier (El azul de la Virgen)
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Seneca
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Seneca
But maybe it takes a slightly unhinged person to reverse our decades of mindless consumption. Who else would dare suggest, “The basic rule for papers: Discard everything”? (Are they not required to keep tax records in Japan?) Who else would name a section of her book “Photos: Cherish who you are now”? Imagine Southwest Airlines changing their slogan from “Wanna get away?” to “What are you running from?
Heather Havrilesky (What If This Were Enough?: Essays)
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Seneca
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Seneca
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Seneca
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Seneca
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Seneca
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Seneca
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Seneca
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Seneca
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Seneca
Strategy involves creating “fit” among a company’s activities. Fit has to do with the ways a company’s activities interact and reinforce one another. For example, Vanguard Group aligns all of its activities with a low-cost strategy; it distributes funds directly to consumers and minimizes portfolio turnover. Fit drives both competitive advantage and sustainability: when activities mutually reinforce each other, competitors can’t easily imitate them. When Continental Lite tried to match a few of Southwest Airlines’ activities, but not the whole interlocking system, the results were disastrous.
Michael E. Porter (HBR's 10 Must Reads on Strategy)
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Seneca
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Tracy Chevalier (Tracy Chevalier Novel Collection 5 Book Set)
The first involves streamlining operations and introducing cost innovations from manufacturing to distribution. Can the product’s or service’s raw materials be replaced by unconventional, less expensive ones—such as switching from metal to plastic or shifting a call center from the UK to Bangalore? Can high-cost, low-value-added activities in your value chain be significantly eliminated, reduced, or outsourced? Can the physical location of your product or service be shifted from prime real estate locations to lower-cost locations, as The Home Depot, IKEA, and Walmart have done in retail or Southwest Airlines has done by shifting from major to secondary airports? Can you truncate the number of parts or steps used in production by shifting the way things are made, as Ford did by introducing the assembly line? Can you digitize activities to reduce costs? By
W. Chan Kim (Blue Ocean Strategy, Expanded Edition: How to Create Uncontested Market Space and Make the Competition Irrelevant)
In reality, electrons move in “probability clouds.” So what do you tell a sixth grader? Do you talk about the motion of planets, which is easy to understand and nudges you closer to the truth? Or do you talk about “probability clouds,” which are impossible to understand but accurate? The choice may seem to be a difficult one: (1) accuracy first, at the expense of accessibility; or (2) accessibility first, at the expense of accuracy. But in many circumstances this is a false choice for one compelling reason: If a message can’t be used to make predictions or decisions, it is without value, no matter how accurate or comprehensive it is. Herb Kelleher could tell a flight attendant that her goal is to “maximize shareholder value.” In some sense, this statement is more accurate and complete than that the goal is to be “THE low-fare airline.” After all, the proverb “THE low-fare airline” is clearly incomplete—Southwest could offer lower fares by eliminating aircraft maintenance, or by asking passengers to share napkins. Clearly, there are additional values (customer comfort, safety ratings) that refine Southwest’s core value of economy. The problem with “maximize shareholder value,” despite its accuracy, is that it doesn’t help the flight attendant decide whether to serve chicken salad. An accurate but useless idea is still useless.
Chip Heath (Made to Stick: Why some ideas take hold and others come unstuck)
If you ever hear the words conventional and wisdom conjoined, reject them. Because if it is conventional, it isn’t wisdom. And if it’s wisdom, it isn’t conventional. —Herb Kelleher How has Southwest been able to attain uncommon results in the worst industry in capitalism? The company has succeeded by being unconventional. Herb likes to tell the story of how a Washington think tank told the company that it would not be able to survive without six of the “keys to success” that other carriers have used. Southwest followed none of those keys to success. At every point of Southwest’s history, the company has successfully challenged industry norms. Southwest differed from the competition because of its low-cost fares. In the 1970s, before deregulation, flying was expensive, because the government controlled the prices. Rollin King and Herb Kelleher’s idea was to provide lower fares and enable a greater number of Americans to fly. Southwest would not be competing with other airlines but with other forms of transportation.
Sean Iddings (Intelligent Fanatics: How Great Leaders Build Sustainable Businesses)
WHY DIVERSIFY? During the bull market of the 1990s, one of the most common criticisms of diversification was that it lowers your potential for high returns. After all, if you could identify the next Microsoft, wouldn’t it make sense for you to put all your eggs into that one basket? Well, sure. As the humorist Will Rogers once said, “Don’t gamble. Take all your savings and buy some good stock and hold it till it goes up, then sell it. If it don’t go up, don’t buy it.” However, as Rogers knew, 20/20 foresight is not a gift granted to most investors. No matter how confident we feel, there’s no way to find out whether a stock will go up until after we buy it. Therefore, the stock you think is “the next Microsoft” may well turn out to be the next MicroStrategy instead. (That former market star went from $3,130 per share in March 2000 to $15.10 at year-end 2002, an apocalyptic loss of 99.5%).1 Keeping your money spread across many stocks and industries is the only reliable insurance against the risk of being wrong. But diversification doesn’t just minimize your odds of being wrong. It also maximizes your chances of being right. Over long periods of time, a handful of stocks turn into “superstocks” that go up 10,000% or more. Money Magazine identified the 30 best-performing stocks over the 30 years ending in 2002—and, even with 20/20 hindsight, the list is startlingly unpredictable. Rather than lots of technology or health-care stocks, it includes Southwest Airlines, Worthington Steel, Dollar General discount stores, and snuff-tobacco maker UST Inc.2 If you think you would have been willing to bet big on any of those stocks back in 1972, you are kidding yourself. Think of it this way: In the huge market haystack, only a few needles ever go on to generate truly gigantic gains. The more of the haystack you own, the higher the odds go that you will end up finding at least one of those needles. By owning the entire haystack (ideally through an index fund that tracks the total U.S. stock market) you can be sure to find every needle, thus capturing the returns of all the superstocks. Especially if you are a defensive investor, why look for the needles when you can own the whole haystack?
Benjamin Graham (The Intelligent Investor)
Much leadership literature—even from “Christian” publishers—dwells on executives or “stars” in big businesses, professional sports, and the military. Frequent are the celebrations of leadership in Disney, Apple, Southwest Airlines, or Shell. While there are things to be learned, caution is also appropriate. These kinds of books reinforce the interests and perspectives of the status quo.
Arthur Boers (Servants and Fools: A Biblical Theology of Leadership)
American Express (AXP) Apple (AAPL) Bank of America (BAC) Bank of New York Mellon (BK) Charter Communications (CHTR) The Coca-Cola Company (KO) Delta Air Lines (DAL) Goldman Sachs (GS) JPMorgan Chase (JPM) Moody's (MCO) Southwest Airlines (LUV) United Continental Holdings (UAL) U.S. Bancorp (USB) USG Corporation (USG) Wells Fargo (WFC)
Matthew R. Kratter (A Beginner's Guide to the Stock Market)
The customer is sometimes wrong. —HERB KELLEHER, FORMER CHAIRMAN AND CEO, SOUTHWEST AIRLINES
Mark Goulston (Just Listen: Discover the Secret to Getting Through to Absolutely Anyone)
In When More Is Not Better, he argues that leaders should actually go out of their way to choose conflicting goals. Southwest Airlines, for instance, set out to be both the lowest-cost airline in America and number one in both customer and employee satisfaction. Those goals would seem to be in opposition, and perhaps they are. But much of the time, they’ve succeeded at all three. Certainly, the efforts they’ve made toward those contradictory goals have done wonders for their bottom line: for the last half century, Southwest has been the most profitable airline in the country.
Will Guidara (Unreasonable Hospitality: The Remarkable Power of Giving People More Than They Expect)
However, as Rogers knew, 20/20 foresight is not a gift granted to most investors. No matter how confident we feel, there’s no way to find out whether a stock will go up until after we buy it. Therefore, the stock you think is “the next Microsoft” may well turn out to be the next MicroStrategy instead. (That former market star went from $3,130 per share in March 2000 to $15.10 at year-end 2002, an apocalyptic loss of 99.5%).1 Keeping your money spread across many stocks and industries is the only reliable insurance against the risk of being wrong. But diversification doesn’t just minimize your odds of being wrong. It also maximizes your chances of being right. Over long periods of time, a handful of stocks turn into “superstocks” that go up 10,000% or more. Money Magazine identified the 30 best-performing stocks over the 30 years ending in 2002—and, even with 20/20 hindsight, the list is startlingly unpredictable. Rather than lots of technology or health-care stocks, it includes Southwest Airlines, Worthington Steel, Dollar General discount stores, and snuff-tobacco maker UST Inc.2 If you think you would have been willing to bet big on any of those stocks back in 1972, you are kidding yourself.
Benjamin Graham (The Intelligent Investor)
Choices, choices. From a Southwest Airlines employee…. “Welcome aboard Southwest Flight XXX to YYY. To operate your seat belt, insert the metal tab into the buckle, and pull tight. It works just like every other seat belt, and if you don’t know how to operate one, you probably shouldn’t be out in public unsupervised. In the event of a sudden loss of cabin pressure, oxygen masks will drop from the ceiling. Stop screaming, grab the mask, and pull it over your face. If you have a small child travelling with you, secure your mask before assisting with theirs. If you are travelling with two small children, decide now which one you love more. Weather at our destination is 50 degrees with some broken clouds, but they’ll try to have them fixed before we arrive. Thank you, and remember, nobody loves you, or your money, more than Southwest Airlines.
David Loman (Ridiculous Customer Complaints (and other statements))
Noche de Opera promises a magical, emotional and moving evening at San Diego Opera for opening night of Don Quixote 4-5-14
Lidia S. Martinez Southwest Airlines
The text is filled with anecdotes and accounts of effective managers putting to use the very skills that Lissack and Roos call on the rest of us to develop. We visit Southwest Airlines, lKEA, Tripod, and other exemplars of success. Though there is much discussion of chaos and complexity theory, there is no showy science or gratuitous mathematics. Though a work of philosophy by a pair of professional scholars, there's not a speck of academic pretension. No, you won't find recipes, roadmaps, or 12 steps to recovery here. But as you read this book you may find yourself asking why you ever thought other authors could provide such all-purpose solutions to the unique vexations of your own organization life.
Kamil Karczmarczyk
Many of the best and most conspicuous examples of strategic principles come from companies that were founded on them, companies such as eBay, Dell, Vanguard, Southwest Airlines, and Wal-Mart (“Low prices, every day”). The founders of those companies espoused a clear guiding principle that summarized the essence of what would become a full-blown business strategy.
Orit Gadiesh (HBR's 10 Must Reads on Strategy)
As Herb Kelleher of Southwest Airlines succinctly put it, 'Strategy, overdone; doing stuff, underdone'.
Carlo Ancelotti (Quiet Leadership: Winning Hearts, Minds and Matches)
After September 11, there were customers who sent checks to Southwest Airlines to show their support. One note that accompanied a check for $1,000 read, “You’ve been so good to me over the years, in these hard times I wanted to say thank you by helping you out.” The checks that Southwest Airlines received were certainly not enough to make any significant impact on the company’s bottom line, but they were symbolic of the feeling customers had for the brand. They had a sense of partnership. The loyal behavior of those who didn’t send money is almost impossible to measure, but its impact has been invaluable over the long term, helping Southwest to maintain its position as the most profitable airline in history.
Simon Sinek (Start with Why: How Great Leaders Inspire Everyone to Take Action)
We went to look at Southwest Airlines in the U.S. It was like the road to Damascus. This was the way to make Ryanair work. I met with Herb Kelleher. I passed out about midnight, and when I woke up again at about 3 a.m., Kelleher was still there, the *********, pouring himself another bourbon. I thought I’d pick his brains and come away with the Holy Grail.
Sean Iddings (Intelligent Fanatics: How Great Leaders Build Sustainable Businesses)
Herb met client Rollin King, an entrepreneur who had been running a third-level charter airline doing short-haul routes out of Twin Beaches since 1964. By 1967, King had observed and studied the success of Pacific Southwest Airlines, which was the first large discount airline operating within California. Rollin King met with Herb Kelleher soon after at a bar, where King sketched the triangle diagram of the three-city route on the back of a cocktail napkin. After some thought, Kelleher was on board with a $10,000 investment and to provide legal services.
Sean Iddings (Intelligent Fanatics: How Great Leaders Build Sustainable Businesses)
The Wright brothers, Apple and Dr. King are just three examples. Harley-Davidson, Disney and Southwest Airlines are three more. John F. Kennedy and Ronald Reagan were also able to inspire.
Simon Sinek (Start with Why: How Great Leaders Inspire Everyone to Take Action)
Southwest—unlike most other airlines, which fly multiple aircraft models—flies only Boeing 737s. As a result, every Southwest pilot, flight attendant, and ground-crew member can work any flight. Plus, all of Southwest’s parts fit all of its planes. All that means lower costs and a business that’s easier to run. They made it easy on themselves.
Jason Fried (ReWork)
In 2009 Southwest Airlines was the largest airline in the world based on the number of passengers that fly the airline each year,30 and in 2011 it was not only America’s leading low-cost carrier but was also rated America’s favorite airline by Consumer Reports.31 Joe Harris, a labor lawyer for Southwest, explains that the company’s harmonious employee relations are no accident. “At Southwest, our employees come first; our customers come second; and our stockholders come third,” he said. “The rationale is pretty simple. If we treat our employees right, they’re going to treat our customers right. If our customers are treated right, they will come back and our stockholders will benefit.
Douglas Van Praet (Unconscious Branding: How Neuroscience Can Empower (and Inspire) Marketing)
The best fantasy is written in the language of dreams. It is alive as dreams are alive, more real than real … for a moment at least … that long magic moment before we wake. Fantasy is silver and scarlet, indigo and azure, obsidian veined with gold and lapis lazuli. Reality is plywood and plastic, done up in mud brown and olive drab. Fantasy tastes of habaneros and honey, cinnamon and cloves, rare red meat and wines as sweet as summer. Reality is beans and tofu, and ashes at the end. Reality is the strip malls of Burbank, the smokestacks of Cleveland, a parking garage in Newark. Fantasy is the towers of Minas Tirith, the ancient stones of Gormenghast, the halls of Camelot. Fantasy flies on the wings of Icarus, reality on Southwest Airlines. Why do our dreams become so much smaller when they finally come true? We read fantasy to find the colors again, I think. To taste strong spices and hear the songs the sirens sang. There is something old and true in fantasy that speaks to something deep within us, to the child who dreamt that one day he would hunt the forests of the night, and feast beneath the hollow hills, and find a love to last forever somewhere south of Oz and north of Shangri-La. They can keep their heaven. When I die, I’d sooner go to middle Earth.
George R.R. Martin
Fifth, the companies also had what struck me as unusually intimate workplaces. They were, in effect, functional little societies that strove to address a broad range of their employees’ needs as human beings—creative, emotional, spiritual, and social needs as well as economic ones. Herb Kelleher of Southwest Airlines once observed that his company’s famously vibrant culture was built around the principle of “caring for people in the totality of their lives.” That’s what the companies I was looking at were doing. They were places where employees felt cared for in the totality of their lives, where they were treated in the way that the founders and leaders thought people ought to be treated—with respect, dignity, integrity, fairness, kindness, and generosity.
Bo Burlingham (Small Giants: Companies That Choose to Be Great Instead of Big)
SpaceX’s mission would be to emerge as the “Southwest Airlines of Space.
Ashlee Vance (Elon Musk: Tesla, SpaceX, and the Quest for a Fantastic Future)
The events of September 11, 2001 presented an unprecedented ethical challenge to the business leaders of the airline industry. From Jim Parker’s own lecture (Parker. 2010) and his book Do the Right Thing (Parker, 2008) as well as other publicly available material, we can highlight the ethical business decisions of Jim Parker, Chief Executive Officer (CEO) of Southwest Airlines at that time, and the highly positive business impact these decisions had on Southwest Airlines.
Mansur Hasib (Cybersecurity Leadership: Powering the Modern Organization)
100 Air China: 22" × 16" × 8" (max: Economy, 11 pounds/Business, 2 pieces of luggage, 17 pounds each) 101 American Airlines: 22" × 14" × 9" (max: undisclosed) 102 Delta Air Lines: 22" × 14" × 9" (max: 15 pounds when flying out of Singapore Changi Airport, 22 pounds when flying out of Beijing Capital Airport and Shanghai Pudong Airport) 103 EasyJet: 22" × 17.7" × 9.8" (max: undisclosed) 104 Emirates: 22" × 15" × 8" (max: 15 pounds) 105 Quantas: 22" × 14.2" × 9" (max: 15 pounds) 106 Ryanair: 21.7" × 15.7" × 7.9" (max: 22 pounds) 107 Southwest Airlines: 24" × 16" × 10" (max: 15.4 pounds) 108 Turkish Airlines: 21.7" × 15.7" × 9" (max: 17.6 pounds) 109 United Airlines: 22" × 14" × 9" (max: undisclosed)
Keith Bradford (Travel Hacks: Any Procedures or Actions That Solve a Problem, Simplify a Task, Reduce Frustration, and Make Your Next Trip As Awesome As Possible)
Wise people do not fly budget airlines!
Steven Magee
Greatest Nation On Earth...LOL!!!
Steven Magee
Christmas 2022 revealed the hazards of flying budget airlines.
Steven Magee
Southwest Airlines ruined Christmas 2022 for a million people.
Steven Magee
If Southwest Airlines computers are not being fixed, what else is not being fixed?
Steven Magee
When flying budget airlines, it is a good idea to buy the travel insurance!
Steven Magee
Southwest Airlines canceled ten thousand flights during Christmas 2022!
Steven Magee
It can take days to get rescheduled on a budget airline if they cancel your flight.
Steven Magee
I have no faith in budget airlines.
Steven Magee
Rules, no matter how enveloping, will never deliver an exceptional customer experience. Colleen Barrett, who in her forty-seven-year career at Southwest served as head of marketing, customer service, people, and operations, describes the airline’s approach to rules: “The rules are guidelines. I can’t sit in Dallas, Texas, and write a rule for every single scenario you’re going to run into. You’re out there. You’re dealing with the public. You can tell in any given situation when a rule should be bent or broken. You can tell because it’s simply the right thing to do in the situation you are facing.” 17 Backing up this freedom is a concerted effort to ensure every team member has the information needed to think and act like an owner. At Southwest, training programs cover industry economics, financial ratios, profitability drivers, and more. By investing in the judgment of its people, Southwest creates a business that is smarter, more innovative, and more profitable.
Gary Hamel (Humanocracy: Creating Organizations as Amazing as the People Inside Them)
The Go story provides a useful reminder that some of the most instructive analogs—First Direct, in Go’s case—don’t have to come from your own industry. And analogs from outside your industry are less likely to have been noticed and copied by your competitors. Everyone in the airline industry already knew about Southwest and Ryanair. But First Direct’s low-cost but friendly service model was something quite different, an inspiration for Barbara Cassani and her team and a key ingredient in Go’s ability to attract and retain its early customers.
John W. Mullins (Getting to Plan B: Breaking Through to a Better Business Model)
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