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Aaa Southwest Merger

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Southwest, headquartered at Love Field in Dallas, uses the ticker symbol LUV and they use all kinds of ways to show that the “Luv” their customers. Southwest has cultivated a corporate culture that focuses on employees and customers having a good time while flying. They carefully select their employees using interviews that involve creative activities and or even asking the recruits to wear tutus. Their training program with karaoke and amusing challenges is designed to socialize the new recruits into Southwest’s fun-loving culture. According to its Web site, its cultural values are “A Warrior Spirit, A Servant’s Heart, A Fun-Luving Attitude.”22

“Southwest’s whole business model is built on a particular approach to managing employees. It’s a big bet they are making that they can swallow AirTran… This is a very different approach, taking thousands of AirTran employees, dumping them into the system and hoping it works. It’s a pretty risky move,” says Peter Capelli, a Wharton management professor in 2010. Cappelli adds that airline mergers are always difficult because integration has to take place while a carrier continues to carry out complex operations. Thousands of employees can’t easily be put through an orientation program in the merger’s short time frame and the information systems supporting the complex operations of two airlines can’t be easily changed.23

In November 2011, Southwest Airlines’ more than 6,000 pilots and AirTran Airways’ 1,700 pilots overwhelmingly approved a plan to combine the seniority lists of the two carriers, with five out of six pilots voting in favor.24 The personnel systems have to be modified to reflect the new seniority and pay systems.

The disparate cultures of Southwest and AirTran are also posing problems for the merger of their online reservation systems. Southwest currently is planning to switch from Sabre or Amadeus to

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